Food Management for Leading QSR Streamlined through Process...

HAVI helped a quick-service restaurant (QSR) that was undergoing process optimization in order to streamline projects and workflows to create centralized information database and identify inefficiencies to generate solutions and opportunities. Through cross functional evaluation, modification and streamlining of the national food management processes, HAVI identified and implemented significant resource efficiencies. 


Food Management for Leading QSR Streamlined Through Process Optimization Deployed by HAVI

A leading quick service restaurant (QSR) undergoes process optimization in order to streamline projects and workflows, to create a centralized information database and to identify inefficiencies to generate solutions and opportunities. Through cross functional evaluation, modification and streamlining of the national food management processes, HAVI identified and implemented significant resource efficiencies. The creation of a formal governance structure, and of a centralized and interactive online process repository, have ensured all team members are working from the most current processes for every project initiated. The user-friendly and interactive navigation of an online process site has established “one source of truth” ensuring all impacted departments are operating from a consistent methodology.



HAVI proactively identified that multiple departments within the company had different work processes and views of accountability in the management of their day to day functions for an industry leading QSR. All of these activities lived in various closed share drives, but no collective point or, source of truth, existed for the end-to-end process management for new product launches of the QSR.

Obstacles arising without the streamlined workflow processes and inefficient system include individuals or groups lacking an understanding of their role within the planning or execution of an event, breakdown in communication between cross-functional team members, or a lack of ownership or governance over the tasks to be completed. These challenges arise when authority, accountability and responsibility are not in alignment, resulting in what can be considered a massive web that needs to be detangled in order to efficiently deliver project results.



The HAVI team identified the need to develop one source of truth for each phase of the promotion lifecycle, mapping out the entire process with department alignment and housing it in a centralized open online location containing version control history. This ensures that team members are consistently leveraging the most updated information, templates and tools, as well as identifying continued efficiency improvement.

To effectively achieve this cohesive yet linear approach, HAVI brought together a cross-functional team of 18 people leading the different functions of the company with direct oversight of the QSR food business. The group reviewed the QSR’s new product operations and worked out a way to marry the way that their team operated their executions with the way that the QSR ran their product development lifecycle. This helped to create a common language for all team members for each phase of development.

The team broke down the end-to-end process into eight phases of development and then mapped workflow swim lanes, tasks, roles, interdependencies, and responsibilities across each phase creating one holistic view of the food management business.

While doing this, the team was able to identify existing inefficient pain points and provided solutions to those opportunities for improvement. Through this analysis, the team was able to identify 2,000 cross-functional hours of productivity across the departments, correlating to 1 FTE savings per year. The team improved over 20 processes throughout the phases of development including packaging development, supply planning, forecast development, pricing protocols, data management and SKU creation, etc.

Additionally, with the centralized Project Management source of truth, there became a formalized governance process clearly defining delegated responsibility and priorities for anyone managing a piece of the food business at any given time. This resulted in a reduction in errors, an increase in efficiency, and an established internal trust from the reduction in confusion amongst team members.



  • The implementation of the formal governance online site (one source of truth) for food processes increased consistency across promotions ensuring up to date templates and materials were being leveraged for all teams and projects.
  • An adaptable process optimization tool that has also been leveraged across additional business efforts and can be translated as needed for different industries and business models.
  • Saved a total of 2000 hours productivity across several cross functional departments (1 FTE) allowing effort to be redirected to other business needs, strategic initiatives, or the support of up to 2 additional programs per year for the existing customer.
  • Optimized over 20 processes within all phases of the promotional lifecycle: product development, supply planning, demand planning, finance and data management; Defined formal roles & responsibilities for all cross functional stakeholders through all phases of development.
  • Reduced the planning phase (from 120 to 60 days), positioning HAVI to react to the market’s increased need for speed to market in new product launches and enabling increased customer profitability.