Funworld JULY 2007

Good Morning FECs

by Mike Bederka

Detailed checklists help start the day off right

Be prepared. That little phrase has been uttered time and time again. But for family entertainment centers, ignoring this simple message can mean big problems when it comes to getting a facility ready for the day.

Operating without a morning checklist or any sort of plan can cause backlogs and lost profits, and just give an overall bad impression. For example, no guest wants to see shattered light bulbs covering the miniature-golf course, half the video games blinking an error message, or staff scrambling around to prep for a large birthday party.

“We strive to be ready to go the minute the doors open,” says Eddy Tucker, owner of Gator Park in Little Rock, Arkansas.

First Things First
Depending on the day of the week, FEC staffs generally start working one to two hours before the first guests arrive. At Zuma Fun Centers, which has 11 FECs around the country, a quick walkthrough tops the to-do list, explains Lloyd Butterfield, vice president of operations. They’ll look right away for anything unusual that requires immediate attention, like an overnight break-in or a leaking roof.

Glenn Feldman, owner of the Oasis Family Fun Center, had just such an extraordinary event happen to him earlier this year. A rare April nor’easter hit his FEC in Glen Mills, Pennsylvania, knocking his computer server out of commission. Staffers noticed the problem early enough and didn’t lose too much business as a result.

Once staff addresses any urgent concerns, facilities can focus on the more standard daily routines. Money must be counted, and paperwork needs to be verified to make sure the figures match those from the night before, Butterfield notes.

Regarding food preparation, Feldman always bakes fresh cookies so the early-morning guests sniff some yummy treats. Michael Brooks, general manager of Boondocks Fun Center in Draper, Utah, tries to anticipate the crowd volume for the day and plan accordingly. With large groups or birthday parties, he knows he’ll need extra pizza dough premade and more tomatoes and onions chopped up. A surge in FEC attendance also means having a few additional staff scheduled to work and ready to help out, Tucker says.

But whether it’s a jam-packed summer Saturday or a whisper-quiet winter Tuesday, the morning activities must include cleaning the facility. In an ideal world, everything already would be spotless, but Feldman acknowledges that teenagers at the end of a six-hour shift don’t always do the most thorough job closing down for the night. His morning crew will empty any garbage cans, wipe down sticky countertops, doors, floors, and chairs, and pick up any loose wrappers on the ground.

Along with cleanliness, having properly working, safe rides and attractions is paramount to the success of an FEC, the veteran operators say. Concerning video games, make sure they start up properly, and reset the ones that need it, Butterfield says. Double-check that the crane games are “dressed.” And do token drops on the redemption games to get a ticket or two.

Staff members at Boondocks inspect all six of the climbing stations on the rock wall. Testing it themselves, they ensure the pulley drops correctly and at the right speed. They also examine all the handholds.

Go-karts require extra-close attention, as a malfunction can cause an injury, Tucker adds. Each morning, a staff member walks the track to look for any bends or cracks in the rail system. He takes the cars for a spin, testing the tires, brakes, and steering. (They’re gassed up at night, as a leak becomes obvious the next morning when there’s a puddle underneath the go-kart.) Bumper boats and batting cages go through the same rigorous routine.

Developing a Routine
At Gator Park, just one person handles all the opening duties, Tucker notes. The experienced assistant manager has the ritual down pat and knows what it takes to get everything ready. Other facilities opt for multiple staff members to set their alarms early.

Either way they decide to operate, FECs need to have an action plan to start the day, Butterfield urges. “It all revolves around labor and being as efficient as you can,” he says. “By using a checklist, it will save you a tremendous amount of time, labor, and energy.” The “absolute key” is having a general manager with strong leadership skills, he says. This person can organize all the daily tasks, delegate, follow through, and hold people accountable. “If you create that culture, your life will become a whole lot easier,” Butterfield adds. “You’d be shocked by how many people don’t have a routine.”

Detailed accounts of inspections can help expedite any insurance claims and perhaps save money in the end for owners. “The better the documentation, the better chance you have something to fall back to,” Tucker says. At Oasis, either the manager or the shift leader will write down the date and time, the problem, and how it was addressed. “It starts with pen and paper, but it will end up in a database,” Feldman says. “If it’s not electronic, it’s going to get lost.”

Management at Boondocks also supports the notion of methodical documentation and detailed checklists, using Microsoft Outlook as the tool of choice. The program will help organize which jobs are daily, weekly, bi-weekly, and monthly. In addition, Outlook’s flexibility allows for new chores to be added with just a few keystrokes and mouse clicks.

“I was skeptical at first,” admits Brooks, a 27year veteran of the industry. “I didn’t think Outlook would be the best medium to put together these lists, but I’m sold. It’s a very efficient, effective tool.”

Giving staff members a nice, clean list helps take a big load off management’s shoulders. “We don’t have to constantly remind people to do things,” says Brooks, who still does occasional spot checks. The checklist also creates a sense of accountability, he says, as the employee signs off on each task in the morning, as well as throughout the day.

Clear expectations allow for greater productivity, adds Eric Farmer, indoor attractions manager at Boondocks: “We’re setting them up to succeed.”