Before service begins

Menu launch readiness checklist

Use this checklist to confirm that the menu, ingredients, stations and staffing are ready—and that frontline staff have the information, time and support to deliver the launch.

LaunchDate

Readiness status

Complete the checks below; unresolved critical items mean the launch is not ready.

0 of 0 checks complete

Ownership and communication

People know who is accountable, who can decide and where to raise issues.

One accountable launch lead is named and available during launch service. A named person is responsible for each menu item, its specification and any updates. A clear escalation contact is named for operational questions during every shift. Staff know who can approve substitutions, changes to a dish, or stopping sales of an item. Relevant information and decisions have been shared with kitchen, service and relief staff—not only with managers.

Menu information and specifications

The team has one reliable, legible and current source of truth.

There is one approved, current specification for every launch item. Each specification includes ingredients and quantities, preparation method, yield, plating or presentation, storage and holding instructions, and required equipment. Specifications have been checked against the cook-off, the customer-facing menu and the intended product. Any differences between those sources have been resolved and documented before launch. Allergen and dietary information has been checked against the final recipe and menu description. Each specification has a version date or number; outdated versions have been removed from stations and systems. Printed copies are legible, and staff can access a reliable digital backup. Staff know how to report a missing, contradictory or unclear specification—and are not expected to guess.

Ingredients, prep and equipment

Required stock, preparation time and tools are confirmed before service.

A complete order list has been checked against the approved recipes and expected launch volumes. Required ingredients have been received, checked and stored in the correct locations. A prep list identifies each task, quantity, owner and deadline. The prep plan has been tested against available staff time and equipment. A named person has verified that the required prep is complete before service. A documented contingency exists for missing, late or unusable ingredients. Crockery, utensils, storage containers and other equipment are sufficient for expected demand. Dishwashing capacity and cover have been planned so service staff are not routinely forced to choose between serving and washing dishes.

Station and service setup

The working environment has been set up with the people who will use it.

Each station layout has been agreed with the staff who will work there. Ingredients, tools and equipment are labelled and placed where the station team expects them. Staff have had time to walk through the setup before service begins. Opening, replenishment and closing responsibilities are clear. A stop-sell procedure is in place for items that cannot be made safely or consistently. Service volume assumptions have been checked against staffing, prep and equipment capacity.

Staffing, hours and breaks

The rota provides capacity without relying on last-minute pressure or skipped recovery.

The rota provides enough trained staff for forecast demand, prep, service, dishwashing and closing. The plan does not depend on last-minute early starts, unplanned extensions or staff staying beyond scheduled hours. Staff have clear shift times and adequate recovery time between shifts, consistent with company policy. Breaks are planned and named cover is available so employees can take them. Sickness cover is identified without relying on ill employees to work. Relief staff have confirmed their shifts and received the information needed before arriving. Each shift has a named person responsible for assigning work and supporting staff. Staff can raise workload or fatigue concerns without being pressured to silently absorb the shortfall.

Training and practice

Staff have practised the actual work—not only seen the finished product.

Every employee scheduled to prepare or serve the new menu has received practical, hands-on training. Training covers preparation, plating, service flow, common errors and what to do when something is missing or unclear. Staff have practised with the same specifications, ingredients and equipment they will use at launch. Staff have had time to ask questions and receive consistent answers. Relief staff receive a paid, venue-specific induction before being assigned to a station. A staff member is not treated as trained solely because they attended a presentation or saw photographs. Any changes made after training are communicated and explained to all affected staff.

Final go/no-go check

Before opening service, the launch lead and a frontline representative confirm each item.

Specifications are complete, legible and consistent. Ingredients and required prep are ready. Stations and equipment are ready. The scheduled team is present, briefed and able to carry out its assigned roles. Break and dishwashing cover are in place. No unresolved issue requires staff to guess about a recipe, instruction or customer-facing claim. A named manager is available to make decisions and resolve problems during service.

Decision: ☐ GO ☐ NO-GO

Unresolved issues / action owner / deadline: ______________________________________________

If the launch is not ready, management—not frontline staff during live service—must decide whether to delay, reduce the menu or stop selling affected items.

Launch-day support and follow-up

Readiness continues through service and into the review after launch.

The launch lead checks in with each station before service and remains available during the shift. A quick process exists for logging run-outs, specification problems, errors and equipment or staffing gaps. Issues are assigned to a responsible manager or menu owner for resolution. Any change to an item is recorded and communicated across shifts. Staff receive a short debrief after the first service and have a way to report concerns. Management reviews staff breaks, hours, workload, errors, delays and product availability—not just sales and whether service continued. Corrected specifications and process changes are issued to everyone affected before the next shift.