A short conversational transcript (two speakers) about the TRC/3P approach to restaurant improvement. The speakers emphasize that people problems must be solved first—only then can a team meaningfully address product and process—and describe the order as non-negotiable, using a combination-lock analogy to show the parts must align. Tone is practical and advisory.
I probably had that backwards. And every.
Restaurant does.
And so, I mean, bottom line, if you're asking me about, you know, the TRC method that you use, it's a hundred percent. You got to do it in that order. Yep. Because until you get the people and like you say, you know, all problems or people problems, you got to straighten that out before you can get into the product.
My first business coach, the guy who sat me down and told me this 3P framework, this people probably process thing, he says, you have it all three. You just have the. You have like. You hear me use the analogy. It's like a combination lock.
Yeah.
And if you have the lock and I give you the combination, you gotta make sure the combination's in the right order or else the lock won't open. That's where most restaurants are. Most people start with product because every restaurant has a menu. And then they get a couple process in place. Oh, I need some checklists. We need probably a P and l probably need this and that. Oh, and then they go back to people part. Oh, I need to hire people. I need to train some people. People, product, process. It always works in that order. It's like the comp. If you have the combination lock in the right order.
If your restaurant only works because you work 80 hours a week, it doesn't work.
