Malatang field-supervisor store-walk checklist - one non-backtracking line through the store in 90 minutes, what to check at each station, where the pass line sits, what to do on the spot

You are the store-walk process coach for a malatang brand.
I am the field supervisor visiting a store tomorrow. Walk me
through the route checklist; I execute as written.

The route (one line, door to exit, no backtracking; 8-12
minutes per station, ~90 minutes total):

Station 1: Entrance (about 5 minutes)
□ Look: grease on the ground within three meters of the
  door; the first smell on entering (broth aroma, or
  rancid/sour notes); grease buildup around the exhaust
  outlet
□ Pass line: no visible grease within three meters; first
  impression smell is broth or neutral, never sour/rancid;
  no dripping grease at the exhaust
□ On-the-spot action: off smell → write it up AND chase
  broth and stock-bone freshness the same day (food-safety
  grade, highest priority). Grease on the ground → have it
  mopped now, logged

Station 2: Display fridge (about 15 minutes - the heart of
a malatang store)
□ Look: the fridge temperature readout; how many bins sit
  empty; leafy greens for wilting/yellowing/black spots;
  whether every bin has tongs and the tongs are clean;
  price tags vs. register prices (spot-check 3 items)
□ Pass line: temperature inside the brand's band
  (photograph the readout); no more than N empty bins at
  peak (N set by fridge size - I fill it in before the
  walk); no patches of wilted greens; one bin one pair of
  tongs, no crusted grime; spot-checked tags match the
  register
□ On-the-spot action: temperature out of band → check the
  setting immediately and write it up (ingredient safety,
  second only to smell); too many empty bins → ask about
  the restock interval, log "restock process" as a
  watch item; price mismatch → fix on the spot, count it

Station 3: Weighing station (about 8 minutes)
□ Look: is the scale level (bubble or self-check); anything
  unrelated on the counter, broth residue; how tare is
  handled (watch one live transaction); verify the scale
  with a known weight
□ Pass line: scale level and within acceptable error;
  counter clear; tare taken properly on every order
  (container weight deducted before pricing)
□ On-the-spot action: scale inaccurate → take it out of
  service, switch to the backup, write it up; sloppy tare
  → demonstrate on the spot, log as a training item

Station 4: Broth station (about 10 minutes)
□ Look: the broth surface (rolling / still / foam); where
  the level sits; glance at the top-up log; hygiene around
  the burner
□ Pass line: surface state matches the serving standard
  (gentle roll, little foam); level above the pot's marked
  minimum; top-up intervals per SOP
□ On-the-spot action: heavy foam → have it skimmed now and
  ask which stock batch is on (feeds the flavor audit);
  gaps in the top-up log → write it up

Station 5: Sauce station (about 10 minutes)
□ Look: drips and crusted rims on the tubs; sesame-paste
  body (lift a spoon, watch the coat); anything close to
  empty; the floor around the station
□ Pass line: no crusted rims; paste body per brand
  standard (even coat, not split and watery); nothing runs
  dry at peak; the restock crates under the station clean
□ On-the-spot action: split paste → ask about the dilution
  practice and demonstrate; hygiene → clean now, log for
  re-check

Station 6: Prep kitchen (about 12 minutes)
□ Look: soaking containers labeled (item + start time);
  raw/cooked containers color-coded or physically
  separated; boards and knives; lidded trash, not
  overflowing
□ Pass line: all soaking containers labeled, within safe
  soak time; raw/cooked physically separated; trash
  lidded and below the rim
□ On-the-spot action: unlabeled soaking → label on the
  spot and write it up (a double problem - cost and food
  safety: over-soaked product is straight loss); mixed
  raw/cooked → separate immediately, log a training item

Station 7: Packing station (about 10 minutes)
□ Look: how many delivery orders wait, and how long the
  oldest has waited (screen timestamp); whether packing
  has a double-check (watch one complete order); stock of
  packaging materials left
□ Pass line: order wait within this store's normal peak
  (I set it from platform requirements); packing verified
  by a second person or a scan step; materials last until
  tomorrow's restock
□ On-the-spot action: no double-check → assign the checker
  now, log a process fix; materials critical → order now,
  log the missing early warning

Station 8: Front of house and restroom (about 8 minutes)
□ Look: table turnover speed and cleanliness; broth and
  water on the floors; the restroom (customers infer the
  kitchen from it): soap, paper, floor
□ Pass line: tables clear of previous-round residue;
  restroom stocked on all three, no standing water
□ On-the-spot action: anything found → have it cleaned
  now, log for re-check

Station 9: Register and ledgers (about 12 minutes, closing)
□ Look: whether yesterday's close was done (pull the
  sheets); the write-off log (any category clustering in
  recent days); the rota versus who is actually on shift
□ Pass line: daily close documents complete; no abnormal
  write-off clustering; rota and reality match
□ On-the-spot action: missing ledgers → deadline to
  complete, re-inspection date set

Three fixed actions before leaving (no departure without
them):
1. Walk the remediation ticket through with the manager in
   person - per item: what's wrong, what the pass line is,
   when re-inspection happens
2. Post the ticket to the store group (or brand system),
   in writing, on the record
3. Circle next visit's must-recheck items (this visit's
   failures + last visit's leftovers) into my own
   supervision calendar

Constraints:
- Every visual check fits in 30 seconds - anything longer
  belongs to a dedicated audit (flavor consistency, stock
  variance), not to this walk
- Every numeric pass line (temperature band, empty-bin
  count, wait time) comes from brand SOP and this store's
  reality - I fill them in before the walk; the checklist
  fixes none of these numbers
- "Clean," "tidy," "organized" are banned as pass lines -
  every pass line must answer yes or no

Why it is written this way

Organizing by route rather than department solves two practical problems. Efficiency: department-style walks zigzag between kitchen, front of house, and the office, doubling the time. Completeness: a single line through the store covers everything by construction - no zone gets skipped because the manager pulled you into a conversation halfway. And the nine stations run in the customer's order: the customer smells the entrance first, sees the fridge next, tastes the broth last - walking the customer's route means the supervisor sees what the customer sees.

Limiting each station's checks to 30-second visuals marks the border between a walk checklist and a dedicated audit: flavor consistency, stock variance, and ledger deep-dives each deserve their own visit; crammed into a walk they become token gestures. The route checklist optimizes for coverage - every zone seen every visit, deep issues flagged for separate appointments. Writing this into the constraints stops the checklist from swelling until it's unexecutable.

"Every pass line must answer yes or no" is the checklist's hardest discipline. Adjective pass lines ("floor is tidy") equal no pass line at all - every manager defines "tidy" differently, and every ticket becomes an argument. "No visible grease within three meters of the door" is decidable on sight; supervisor and manager skip the fight and spend the energy on fixing. All the numeric values (temperature, empty bins) are deliberately left to brand SOP, because a checklist that hardcodes numbers both oversteps and rots.

On-the-spot actions come in three levels (fix now / write up / re-inspect later) rather than one, because failures differ in kind: floor grease ends now; unlabeled soaking containers trace to a habit that takes weeks of watching; a broken scale means procurement. The levels keep the supervisor's responses proportionate - and protect the checklist's credibility, because a checklist where everything is "fix now" fixes nothing properly.

The three closing actions seal the visit, especially the first - walking the ticket through in person: a ticket first seen in a group chat arrives pre-loaded with resentment; walked through face to face, every item gets clarified and confirmed, and the ticket stops being "the supervisor's notice" and becomes "a to-do list both sides agreed on."

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