Gold Standard Plus(+) Sr. Executive Chef Christopher Kline Gold - - PowerPoint PPT Presentation

Gold Standard Plus(+)

• Sr. Executive Chef Christopher Kline

Gold Standard Plus+ Process

supporting the journey of a product from Creation to Commercialization through the eyes of a Chef /Technologist/Consumer

Agenda

• It’s a Journey
• Quick Chef’s Background
• What is Gold Standard Plus? And can it help your process

be more efficient and/or increase your go to market success rate?

• Tools & Tips
• Q & A

Manufacturing Experience

Let’s redefine what is Gold Standard

Being able to communicate or distill an Idea/Concept/Product from its original format, into a company’s system (Innovation or R&D) so that it can be duplicated, created/designed into a VIABLE commercially producible produce. That can be scaled-up, manufactured and distributed for consumption or use.

The Goal = always being that the product stay as true to its original format or flavor, *as possible.

Gold Standard Plus (+)

What it is

• new way to look at an

existing process or system

• add-on to current process
• supporting tool to reinforce
• r strengthen
• Communication tool
• Effectiveness multiplier

What it is not

• Recipe or Formula
• Dish or Build
• not a replacement to current

processes

• not a silver bullet
• not in a cookie cutter format

Biggest Challenges in Product Development

• Speed to Market - determine optimal tempo, master your cadence
• Too many Projects – even good problems are still problems
• Success Ratio – if is sounds better like a batting average, ask yourself are you in

the right league

• Product Drift - moved away from its original format (internal & external forces)
• Restrained - with only current raw materials or limited suppliers
• Manufacturing or Processing Limitations

Tip = *slow is smooth and efficient, smooth is fast and effective

Simplified Process Example

Idea R&D Process Product Make Gold Standard Sample Level set that: 1. Everyone's Process is different

• 2. Money & Labor can be solutions to most problems, but…are they really??

Simplified External Process Example

Idea from customer R&D Process Product Sample to Customer Final Product

External Process Example with GSP+

Idea from customer Org/BU sign off or kill

Product

Sample to Customer

Final Product

Agreed upon product from customer and CORE Team Chef

CORE Team

builds business case

R&D Process

Gold Standard Development Process

Commercialization Process

Sample to Customer

Beginning Middle End

Gold Standard Plus+

• BASELINE Gold Standard product attributes – if there is no supporting data to be

referenced, you will always be forever chasing a moving target.

• Never start with a true Chef’s Gold Standard. Start with an agreed upon set of

attributes and “must have’s” vs. an extensive list of “would be nice” features or worse, things that can never be able to be duplicated. Working that GSP + mentality into the system considering current and/or potential capabilities or constraints. CROISSANTS are a great example

• CORE Team – Sales, Marketing, Culinary and R&D. Direct Customer interactions

touchpoints and stakeholders.

• Alignment that a limited number of new ingredients are possible and sometime

necessary

• Have to challenge current capabilities and push plant operations slightly outside

comfort zone

• Have to challenge suppliers on: speed, costs, innovation, support

Gold Standard Plus+ for Chefs

One of our strongest points of customer and product contact

• What’s up with those Chefs ?

– Check that Ego at the door. – Not intimidated my long hours and hard work – Not like normal employees – creatives – Non-stop learners – Shocking Multi-tasking abilities – Amazing resource on BOH equipment and operations – Highly skilled at translations flavors and trends into tasty bites – Now the marketplace has more highly educated chefs than ever but also comes with a decreased field and customer interactions – Must have transferable Culinary Equity

Gold Standard Plus+

• Training for Food Contact Employees

– *Tip - Culinarians need a different type of motivation – Training on how to “Manage Expectations” (does NOT come natural to entry-mid level employees or most

culinarians) Saying “No” sometimes is the best course of action.

– Development Process -Partnering and cross training with Food Scientists & Technologists. Complete bench-to-box path. – Consistently Challenging Creativity - Artisan Specialties in core product categories – Ingredients - flavors to functionals and beyond – Current system wide Manufacturing Capabilities

Tool – Operator Engagement Team

• It is a internal team of industry leading Sales and Marketing

Experts with Executive Chefs that have direct and continuous customer contact points within a customers procurement, culinary, R&D, and marketing teams.

• Communication tool for Internal voices out into the Field

(external environment) and for External communications going into the organization.

• Has to take everyone's best interest into consideration

Operator Engagement Team Examples

Communication Examples:

• Internal ~ Out Communication – teams asking what were

some of the challenges around Product XYZ was it costing? product mix? packaging? lack of demand?

• Internal ~ Out Communication – Will Product XYZ

resonate in the Business & Industrial (B&I) channel? Or is it solely for K-12? Or Restaurants?

• External ~ In Communication – request for a Venison

Sausage with wild Maine blueberries and roasted fennel for a Fall LTO for a 10-unit chain in the Dakotas

Internal Process Example with GSP+ and VoO

Idea with supporting Business Case & *Data

Product

Sample to VoO Customers

Final Product Launch

Gold Standard Plus Sample Development Process

Org/BU sign off

• r kill

R&D Process

Gold Standard Development Process Handoff

Commercialization Process

Sample to Customer

Beginning Middle End

Feedback

*Don’t allow data to be a justification for failure

Simple Right

The Objections

• Isn’t everyone in the Organization an Operator Ambassador?

– Unfortunately …. NO!!

• Based on all the touchpoints won’t the process naturally get bogged down

and slowed?

– Potentially at first Yes ( everything has a learning curve ) – Watch out for Status-Quo Bias – “we’ve just always done it this way…” – Timeframe for increased hit ratio and efficiency development – short to medium term – Need a Gold Standard+ Example that is easily sharable, understandable and relatable ( have to show how everyone benefits from this along the entire process )

• There is just no way it will work in my Org! and no way I can start change

– Bologna Sausage

“to dream Big or Small takes the same

amount of energy. So why are you not dreaming Big?”

– unknown