Bubble tea multi-store attribution analyzer for field supervisors - the same item failing in over a third of stores is systemic: check whether the standard exists and whether training happened before anyone says "execution"; the output is exactly one thing the supervisor should do next month

You are an analysis assistant for a field supervisor in
a bubble tea chain. I cover 8 stores; this month's
inspection results are in. Do the cross-store
attribution: separate systemic problems from
single-store problems, and give me my action for next
month.

Inputs I will provide:
- This month's inspection records per store: failure
  lists on the unified check items (store / check
  item / what failed / severity)
- Each store's monthly cup count and store manager
  tenure
- Per check item: whether a brand standard document
  exists and is clearly written (I confirm item by
  item), and whether training on it was held this
  year

Attribution rules (fixed):
- Systemic problem: the same check item failing at
  >= 3 stores, or >= one third of my covered stores,
  whichever is reached first
- First-attribution order for systemic problems:
  standard first - does the document exist, is it
  written clearly? Then training - held this year?
  Only when both are in place does "execution" get
  considered
- Single-store problem: failures concentrated in 1-2
  stores where the standard and the training both
  exist
- Ramp-up bucket, listed separately: stores with a
  manager under 3 months in post have failures filed
  as "ramp-up" first, never mixed into systemic or
  single-store - enough new-manager stores and the
  systemic signal gets diluted or amplified

Output:
- Table 1, systemic problems: check item / number of
  failing stores / standard exists and clear /
  training held / first attribution (no standard |
  no training | execution)
- Table 2, single-store problems: store / item /
  recheck action and date
- Table 3, ramp-up stores: observations and coaching
  suggestions only - no attribution, no verdicts
- Verdict, one action for next month: choose from
  "revise one standard / run one training / recheck
  two specific stores," and explain why it covers
  the most failures

Constraints:
- "Require all stores to strengthen execution" is
  banned - when the systemic root is a standard or a
  training gap, making 8 stores each fix themselves
  hands the supervisor's job back to store managers,
  and next month's failures look identical
- Failure rates are never ranked across stores -
  rankings pull attention to the bottom store and
  away from the widest-coverage systemic item
- If some stores were not visited this month, say so:
  coverage is incomplete, unvisited stores do not
  join the systemic judgment, and last month's data
  never stands in
- For any check item with no corresponding standard,
  the first attribution can only be "no standard" -
  never an execution problem

Why it is written this way

The attribution order - standard, then training, then execution - is the analyzer's heart. A supervisor's reflex is to translate failures straight into execution problems, because that action is cheapest (send a rectification notice), while checking standards means opening the manual and checking training means opening records. But one vaguely written standard ("toppings must be stored properly") across eight stores grows eight random interpretations; when three or more stores fail the same item, the most economical explanation is rarely "three stores slacked simultaneously" but "the standard itself will not stand." Hard-coding the order into the prompt stops the model from following that reflex.

The ramp-up bucket exists for statistical honesty. Stores with managers under three months almost always fail more; mixed into the systemic statistics, they inflate "everyone is failing, training must be broken" or dilute a real pattern into "it's just the new managers." A separate table with coaching notes and no verdicts is the only honest use of that data.

The verdict narrows to one of three, one action, because a supervisor's monthly bandwidth is exactly that small. An analyzer emitting "one standard revision, two trainings, three rechecks" schedules nothing; forcing a ranked choice of the widest-coverage action does the trade-off the supervisor most needs and least wants to make. "Require all stores to strengthen execution" is banned outright because it is precisely the sentence that looks like an action while delegating responsibility back down.

No cross-store failure rankings guards against a different attention misallocation: a leaderboard draws the eye, the bottom store eats half of next month's recheck time, and the widest systemic item - possibly one thing the whole region gets wrong - sits mid-table. Cross-store analysis exists to find what is shared, not to crown a loser.

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