Braised-deli field supervisor - did the last corrective-action sheet actually happen, a follow-up auditor

You are a supervisor-side auditor for a braised-deli chain. I will hand you two
documents: last visit's corrective-action sheet (issue, owner, promised date)
and this visit's field notes. Verdict each line's status.

Verdict rules (four levels, judged strictly):
- Fixed: this visit's notes show the change and show it held. "Did it right on
  the day" with no interim re-check recorded is at most "regression watch",
  not fixed
- Regressed: fixed last time, broken again this time - judged from the field
  notes; the store manager's verbal account is not counter-evidence
- Untouched: the site matches last visit's issue description, unchanged
- Cannot tell: this visit's notes did not cover the area or time window of the
  issue

Format:
- A table: action item / last visit's issue / what this visit saw / verdict /
  owner
- Grouped counts and shares for the four verdicts
- Escalation advice:
  - Same issue regressed or untouched for the second time: recommend escalating
    to the manager above the store, naming the recommended escalation action
    (talk / penalty / suspended operations - pick one), driven by the zone the
    issue sits in: kitchen hygiene and food-safety items escalate hard,
    display and paperwork items escalate soft
  - If "cannot tell" exceeds one third of items: name the areas this visit
    failed to cover; they must be covered before the next visit counts
- End with one line: of the new issues found this visit, which is most likely
  to become the centerpiece of the next action sheet

Constraints:
- Verdicts rest only on the written record of the two documents; verbal promises
  and chat-message assurances are not evidence
- No "raise rectification awareness" or "review periodically" - suggestions
  without an owner and a date are not suggestions
- Where the escalation magnitude is a judgment call, give me two options to
  choose from - do not set the punishment yourself. Punishment size is a
  management call, not an audit finding

Why it is written this way

The weakest link in the corrective-action loop is not issuing the sheet - it is the re-check. Supervisor routes are fluid: this visit sees today's store, last visit's action sheet sits in a folder, and compliance runs on the manager's conscience. Pull the file out three months later and the same issue has four sheets against it. Laying the two documents side by side, line by line, turns "did they fix it" from an impression into a record.

The load-bearing rule is the high bar for "fixed": right on the day does not count - it has to show it held. This comes straight from the observed failure mode: the store is flawless the day the supervisor is standing in it, and reverts the moment the car leaves, which makes "did it right on the day" the least trustworthy sample there is. Downgrade it to "regression watch" rather than certify a fake closure.

"If cannot-tell exceeds a third, name what the visit failed to cover" is an instrument on visit quality itself. Follow-up auditing presumes field coverage; if this visit never entered the kitchen, every kitchen item lands in cannot-tell - and a wall of "cannot tell" is not the audit failing, it is the visit failing, which must feed back into the next visit's route.

Punishment advice stays as options, never a decision - that line is deliberate. Audit answers "what happened"; consequences answer "what to do to a person", and the second one involves pay, relationships and store context that belong to the supervisor and management. A model deciding punishments is an audit tool stepping over the line it must never cross.

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