Cannabis course · retail · scorecard
Count it the same way.
The walk sheet shows you the waste. A scorecard tells you whether it's shrinking. These are ten store measures, each defined so two people would count it the same way, with where the data already lives and what to watch for. Put three on a board in the back room first. The rest can wait for the weekly review.
Safety · Quality · Delivery · Cost
Ten measures, grouped the way a board is
Safety always goes first on the board, measured the way your site already measures it. After that, these ten. None of them needs new software: most of the data is already in your POS, the tracking system and your online menu platform, and the rest takes a clipboard.
Quality
| Measure | How to count it | Where the data lives | How often |
|---|---|---|---|
| Inventory accuracy Watch for: fixing the system to match the count and calling it accurate. Record the miss before the adjustment. A discrepancy you cannot explain may be reportable within 24 hours (935 CMR 500.110(9)); agree your threshold with your compliance lead before adjusting. | Products where the physical count matches the system, out of products counted. | Your counts, against the POS and the tracking system | Every count, reviewed weekly |
| Menu out-of-stock rate Watch for: counting only items marked out. The worse miss is the one still listed: "it's on the menu but we don't have it." | Menu items a customer can't get, out of menu items listed. | The online menu, cancelled or changed online orders, a check at opening | Daily, at opening |
| Void and return rate Watch for: treating every void as a budtender error. Split them by reason: wrong item, price mismatch, customer changed their mind. | Voided or returned transactions, out of all transactions, by reason. | POS void and return reports | Daily, reviewed weekly |
Delivery
| Measure | How to count it | Where the data lives | How often |
|---|---|---|---|
| Wait time, check-in to served Watch for: a daily average hiding the busy hour. Measure the busiest hour on its own. | Minutes from when a customer clears check-in to when a budtender starts with them. | A clipboard and a watch, or your queue system if it logs both times | Busiest hour, daily |
| Online pick time Watch for: starting the clock when someone starts picking. The time the order sat first is part of it. | Minutes from order placed to order ready for pickup. | Order times in the online menu platform | Daily |
| Days of supply Watch for: working it out with calendar-day sales. A product that keeps running out will look overstocked. | Units on hand divided by true velocity, by product. By weight for anything sold by the gram. | POS inventory and sales | Weekly, before ordering |
| Age of product on hand Watch for: the average hiding the oldest lot. Track the oldest one by name. | Days since each lot was received at the store. | Receiving dates in the POS and the tracking system | Weekly |
Cost
| Measure | How to count it | Where the data lives | How often |
|---|---|---|---|
| True velocity Watch for: dividing by calendar days. An item that was out half the month looks slow when it may be your fastest seller. | Units sold divided by the days the item was actually in stock on the floor. By weight for anything sold by the gram. | POS sales, plus a daily note of what was out | Weekly, by product |
| Transactions per register-hour Watch for: using it to rush the consult or rank budtenders. Use it to staff the hours. | Completed transactions divided by staffed register hours, by hour of the day. | POS transactions and the time clock | Daily, by hour |
| Average basket Watch for: reading it alone. Price changes move it, and so does a stockout of a best seller. Read it next to transactions. | Sales divided by transactions, in dollars and in units. | POS sales report | Weekly |
The daily board
Start with three
A board with ten numbers on it gets read by nobody. Start with one measure for quality, one for flow and one for cost, under your safety measure. Add a fourth only when the team asks for it.
- QMenu out-of-stock rate, at opening, every day. It's the defect customers see first, and the floor can check it before the doors open.
- DCheck-in-to-served wait at the busiest hour, every day. It's the waiting customers feel, and the team can see what the schedule did to it the same day. The ID check stays as it is. The fix is staffing to the traffic.
- CTransactions per register-hour at the busiest hour, every day. Read it next to the wait. Together they show whether the schedule matched the traffic. For staffing, never for rushing a customer or ranking people.
Ten minutes, standing up
Run the huddle
- 1Same time, same place, every day. At the board, at the start of the shift. Ten minutes, standing.
- 2Safety first, always. Anything that happened or nearly happened since the last huddle.
- 3Green or red, against a target the team set. No speeches about green. Every red gets the same three questions: what happened, what's one action, who owns it and by when.
- 4Write the action on the board. Tomorrow's huddle starts by checking yesterday's actions.
- 5Send up what the team can't fix. If a red needs another department, it goes to the next level's huddle that day, with a name on it.
If you want help designing the tiers above this one, my free daily management skill walks through it. Once a measure has a few weeks of data, the control chart skill tells you whether a bad day is noise or a real change.
Free · one page · print it
The retail huddle board
One printed page for one week: safety, the three starter measures with room for two more, a green or red box for each day, and a log for every red: what happened, the action, the owner and the date. Pin it where the huddle happens.
Retail