Don't get me wrong, the DATA that the POS units, coupled with the train's passenger manifest, will provide is all EXACTLY as you state. It will point out numerous inefficiencies and areas that need improvement. But management must read, interpret, and then ACT on the data........I expect that implementation of electronic POS and inventory tracking will have wide ranging implications for the dining car staff. My takeaway from the OIG report is how haphazard and inconsistent the management and staff procedures are for the F&B services. Lack of detailed data on food sales and inventory tracking for one.We already know one change which is already planned: electronic real-time inventory tracking. ("Point of Sale", they call it.) This is supposed to give the dining car staff more time to serve customers with the same number of total working hours, since they will spend a lot less time doing paperwork.
I'd like to see the results of that -- if the dining car stays open longer that would definitely give better financial results.
Another is Figure 3 which shows the wide range in revenue per rider across the lead service attendants on the CL. This is not a surprise with the frequent reports of how some dining staffs make the effort to make the dining service available to coach passengers and others don't give a damn. Detailed sales and passenger count data at the end of each trip by meal and time will provide quick feedback on which crews are bringing in the revenue and which are not. Start an incentive program to quickly award the crews with food sales above the median and the diner car sales to coach passengers should increase. Of course, there may be difficulty in implementing an valid incentive program.
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