Easy2Check is a B2B SaaS product for restaurant margin optimization. Easy2Check interprets raw POS and inventory data to identify the root causes of waste, replacing guesswork with a validated roadmap for operational efficiency.

​

Product Profile

System for Production and Analytical Diagnostics of Restaurants and Cafes

​

Easy2Check is a program for remote diagnostics of the restaurant business. It analyzes two key contours of an enterprise:

 

1. Data from accounting systems (revenue, cost, sales by item).
2. Actual production processes (technology, movements, load).

​

The principle of operation is simple: you export reports from 1C, R-Keeper, iiko and provide materials from the kitchen (photos/videos, TTC). We upload this data into Easy2Check and receive as output a management profile of the enterprise with a breakdown of deviations, loss points, and a plan of corrective actions.

​

Philosophy: We Count Losses. You Manage.

​

Our task is to find and visualize losses:
- Losses in the menu (items that do not bring profit).
- Losses in procurement (suboptimal choice of raw materials).
- Losses in the kitchen (unnecessary movements, overuse of time and energy).
- Losses in cost (hidden expenses not accounted for in the TTC).

We find these losses. You eliminate them and adjust your business processes.

​

2. The Problem: Why Standard Automation Doesn't Increase Profit

​

The Illusion of Data: The Gap Between Accounting and Management

In most restaurants, modern automation systems are installed (RMS, ERP, BI). They are excellent at calculating how many products were used, how much money was earned, and how many hours the staff worked.

​

So what is the problem?

​

The problem is that standard reports answer the questions "How much?", but they do not answer the questions "Why?" and "What to do?".
- The report shows an increase in cost. Why? Have products become more expensive? Is there theft in the warehouse? Is the ingredient layering technology being violated? Has the sales structure changed in favor of expensive ingredients?
- The BI system builds a beautiful sales graph. What to do? Remove the outsiders? Run a promotion on the leaders? Change the price?

The integrator sets up data transmission channels and dashboards, but they do not embed the logic for decision-making into the system.

​

Tasks That Integrators Do Not Solve

​

An IT integrator is competent in matters of:

- Connecting POS software and accounting systems.
- Setting up data exchange between the warehouse and the cash register.
- Building dashboards in Power BI or Tableau.

​

However, an integrator cannot solve the following tasks without being given our methodology:

​

1. Diagnosing the Causes of Deviations: The integrator sees that margin has dropped. They can display a drop graph. But they don't know if this fact is related to the supplier's price, a change in the dish's yield, an increase in write-offs due to low chef qualification, or a seasonal change in consumer demand.

2. Identifying Non-Technological Dishes: No accounting system will show that dish A requires five extra movements by the chef around the kitchen and two additional hours of equipment operation, making it actually unprofitable, despite a good-looking margin figure in the report.

3. Building Scenarios Without Conflicts: You cannot simply "cheapen purchases" without checking how it will affect quality and delivery speed. You cannot simply "reduce the assortment" without analyzing the "core" of the menu to avoid losing guests.

3. The Solution: Easy2Check Dual-Contour Diagnostics

Easy2Check is built as a system that unites two independent but interconnected analysis contours. Their intersection provides a complete picture of the business.

​

Contour 1: Menu and Sales (Front-of-House Economics)

​

This is a diagnosis of how the enterprise earns money.
- We analyze revenue not as a total sum, but as a function of the menu structure.
- We look for which items create real profit and which are just an imitation of activity.
- We study guest behavior: what they buy, in what combinations, at what time, with what check amount.
- Goal of the contour: To identify errors in menu architecture, pricing policy, and marketing campaigns that prevent maximizing profit from the existing flow of guests.

​

Contour 2: Kitchen and Production (Process Physics)

​

This is a diagnosis of how the enterprise produces.
- We analyze not only ingredient cost, but also the labor intensity, energy intensity, and logistics of each dish.
- We look for bottlenecks in the technological flow: where semi-finished products accumulate, where chefs are forced to make unnecessary movements, where equipment is idle or overloaded.
- We assess how much the actual process corresponds to the technological charts.
- Goal of the contour: To find hidden production losses (time, raw materials, energy, payroll) that "eat up" the profit earned by the front-of-house.

​

Convergence of Contours

​

Profit is not just "the price of the dish minus the cost of ingredients." It is a manageable result of the entire chain. Easy2Check builds a unified profile where you can see how menu decisions affect kitchen load, and how the kitchen's production constraints should influence the menu and pricing.

​

4. Methodological Core (Protection from Copying)

​

Why can't an integrator or dashboard developer provide a service similar to Easy2Check simply by gaining access to the restaurant's databases? Because Easy2Check contains three layers of methodology that are intellectual property and cannot be reproduced by standard visualization tools.

​

Layer 1: Semantics and Interpretation of Accounting Data

​

Data in an accounting system is "raw numbers." Easy2Check contains a library of scenarios that interpret these numbers. The same numerical value can indicate different problems.

Example: A high percentage of product write-offs.
- Interpretation 1 (Accounting Semantics): Accounting discipline is violated — chefs write off products to cover shortages, instead of processing returns from guests.
- Interpretation 2 (Technology Semantics): The technology for preparing semi-finished products is violated — a high percentage of waste during trimming.
- Interpretation 3 (Menu Semantics): The menu has items that are stored for less than a day (ultra-fresh products), and their sales do not keep up with purchases.

​

The Easy2Check system doesn't just output a number; it asks a chain of verification questions to related data to determine the correct cause.

​

Layer 2: Matrix of Norms and Reference Values

​

Seeing a number is not enough. You need to understand whether it is normal or a deviation. Inside Easy2Check, there are built-in ranges of norms, based on the analysis of thousands of public catering establishments. They are differentiated by format (coffee shop, fine-dining restaurant, canteen, cafe with business lunches).

What does this provide?
- We don't just say: "Food cost = 28%."
- We say: "Food cost = 28% with a target range for your format of 24-26%. This is a deviation to the upper limit. Pricing analysis or technological loss analysis is required."

The matrix of norms allows moving from stating a fact to making a diagnosis.

​

Layer 3: Causal Engineering (Correlations and Conflicts)

​

A restaurant is a complex system where everything is interconnected. You cannot improve one indicator without worsening another. Easy2Check builds a map of interrelations and warns about conflicts.

Example: A restaurant chain sets the task of speeding up dish delivery.

- Standard Approach: Teach chefs to work faster.
- Easy2Check Analysis: The system analyzes the correlation between speed and losses. It reveals that speeding up with the existing

preparation scheme will lead to a 5-7% increase in defects, as chefs will start neglecting the technology. Instead, the system offers a scenario for changing the depth of semi-finished product processing, which will reduce the load on line staff during peak hours and maintain quality.

​

Thus, the integrator provides access to data, and Easy2Check provides interpretation and scenarios.

​

5. Detailed Analysis: The "Menu and Sales" Contour

​

This section describes exactly what we see in your sales and how we interpret it.

​

Objects of Analysis (Input Data)

​

To launch the contour, the following exports are necessary:

1. Shift/hourly sales reports: Detail for each dish and drink (quantity, amount, discounts).
2. Receipt archive (consolidated): Data on average check, number of items per check, visit time.
3. Menu with prices: Current menu and retrospective of price changes (if any).
4. Dish cost data (calculation charts): Ingredient consumption per dish according to norms.
5. (Optional) Loyalty program data for visit frequency analysis.

Calculated Indicators and Their Interpretation

​

Easy2Check performs stratification of data by multiple attributes:

​

Analysis Group: Sales Profile

Indicators Calculated by the System: Share in revenue, share in quantity, share in margin.
Interpretation / What We See: Categorization of dishes: "Stars" (high margin, high sales), "Workhorses" (low margin, high sales), "Riddles" (high margin, low sales), "Dogs" (low margin, low sales).

​

Analysis Group: ABC Analysis

Indicators Calculated by the System: Cumulative contribution of items to revenue and profit.
Interpretation / What We See: Identification of group A (top 20% of items generating 80% of revenue). Checking if resources are being spent on maintaining outsiders.

​

Analysis Group: Margin Analysis

Indicators Calculated by the System: Actual margin vs planned.
Interpretation / What We See: Identification of items whose real margin is lower than planned due to hidden losses, write-offs, or incorrect accounting.

​

Analysis Group: Lost Profit

Indicators Calculated by the System: Elasticity of demand (indirect), comparison of prices with competitors, check depth analysis.
Interpretation / What We See: Situations of "selling too cheap" (high demand, low price — missing out on profit) and "selling too expensive" (low demand, margin high, but few sales).

Analysis Group: Dish Competition
Indicators Calculated by the System: Coefficient of correlation of sales within categories.
Interpretation / What We See: Identification of cannibalization, when two dishes "hit" the same audience and hinder each other's sales. For example, two very similar salads in the same price niche.

​

Analysis Group: Check Depth Analysis

Indicators Calculated by the System: Average number of items per check, structure of combinations.
Interpretation / What We See: Identification of gaps in upselling. Analysis of whether guests take a "set" (salad+soup+main) or limit themselves to one dish. Searching for missing logical links (e.g., snacks are rarely taken with beer, even though they are on the menu).

​

Analysis Group: Discount Profile

Indicators Calculated by the System: Share of discounts in revenue, profitability of promotions.
Interpretation / What We See: Analysis of which loyalty mechanics actually increase the frequency and amount of the check, and which simply reduce margin without changing consumer behavior.

​

Analysis Group: Sales Tempo and Rhythm

Indicators Calculated by the System: Distribution of sales by hour, day of week, season.
Interpretation / What We See: Identification of "hungry windows" (hall downtime) and "overload windows" (peak hours) when the kitchen can't cope, leading to errors, delays, and loss of quality.

​

Identified Menu Pathologies

​

The result of this analysis is a list of specific menu "pain points":
- Turnover Illusion: Items that sell a lot but yield almost no profit due to low markup or high cost. They take up space on the check and take time from the kitchen, but bring in no money.
- Blind Spots: Menu sections that guests ignore. This could be related to price, name, placement in the menu, or lack of logical transition from other sections.
- Generation Conflict: Outdated items that are kept "for history" but haven't been hits for a long time and only increase warehouse stock of raw materials.

6. Detailed Analysis: The "Kitchen and Production" Contour

If the "Menu and Sales" contour answers the question "WHAT are we selling?", then the "Kitchen and Production" contour answers the question "HOW are we producing it?" and "WHY does it cost exactly that much?".

This diagnostic section is a "look inside the black box." Here we work with data that usually remains "off-screen" in standard restaurant analytics: technology, people's movements, equipment load, and hidden costs.

​

Objects of Analysis (Input Data)

​

To launch the production contour, we need not only numbers but also physical evidence of processes. We collect three types of data:

​

1. Technological Documentation:

- Current TTC (Technical and Technological Charts): For each menu item. We are interested not only in the composition, but also the laying norms for all 12 types of semi-finished products (netto and brutto), description of the technological process, and finished dish yield.
- Raw Material Processing Manuals: Waste norms during cold and thermal processing.
- Semi-finished Product Scheme: Which preparations are made centrally, and which are made on the line.

​

2. Goods Movement Data (from the accounting system):

- Write-off Acts: Detail for each item (spoilage, defects, expiration, returns from guests).
- Goods Movement Reports (Inventorisation): Balances in warehouses and in production.
- Purchase Ledgers: Prices, brands, packaging types, calibers, models, and volumes of purchased raw materials.
- Kitchen Payroll: Hourly or shift-based tariff rates, work schedules.

​

3. Physical Evidence of the Process (new data types):

- Kitchen Plan (diagram): Layout of technological lines, refrigerators, tables, sinks.
- Video and Photo Materials: Short video recording (5-10 minutes) of the kitchen working during peak hours from different angles. This allows us to see what is not recorded in the accounting: chef routes, presence of "traffic jams," and workplace ergonomics.
- Storage Photos: How storage is organized in warehouses and refrigerators (presence of labels, FIFO system, product adjacency, HACCP principles).

​

Production Audit: Logistics, Ergonomics, Load

​

Based on the obtained data, Easy2Check decomposes the technological process. We don't just state facts; we look for "bottlenecks" and inefficiencies.

​

Analysis of Semi-Finished Products and Processing Depth

​

We analyze how optimal the preparation system is.

- What we calculate: The share of semi-finished products in the total production volume, the number of processing stages for each dish.
- What we see:
- Excessive Processing Depth: A situation where line chefs themselves clean vegetables, butcher meat, and make complex sauces during peak hours, instead of taking ready-made semi-finished products. This leads to loss of time, increased payroll, and reduced kitchen throughput.
- Unjustified Semi-finished Products: Preparations that are stored for more than a day, lose quality, or require additional defrosting stages, creating extra work.
- Lack of Needed SF: A situation where chefs are forced to assemble a complex dish from scratch every time, even though its components could be produced centrally and portioned.

​

Ergonomics and Movement Logistics

​

This is an analysis of the chefs' physical labor.
- What we calculate: Based on the kitchen plan and video, we build movement heat maps. We calculate how many meters a chef walks per shift to perform their functions.
- What we see:
- "Races for the ingredient": The refrigerator with the most popular product is in the farthest corner, and each chef spends 5-7 seconds to reach it. Multiply by 300 approaches per shift — we get hours of lost time.

- Flow Intersection: The hot shop zone and the dessert assembly zone are located nearby, creating "traffic jams" and interfering with each other during peak hours.
- Inconvenient Equipment Layout: The stove and work table are separated so that the chef has to take extra steps with each pan.
- Conclusion: We give recommendations on rearranging or changing zones to cut down "extra kilometers" and allow chefs to work calmly and quickly.

​

Equipment Load

​

Equipment is frozen money and constant energy expenses.

- What we calculate: The utilization rate of each piece of equipment (refrigerator, stove, combi oven, slicer) during the day.
- What we see:
- "Dead Souls": Equipment that takes up space and consumes energy but is used 2-3 hours a day or only for one rare dish. Perhaps it's worth replacing it with mobile equipment or removing it altogether.
- Bottleneck: Equipment that operates at its limit (e.g., one stove with 4 burners when 10 items are being cooked simultaneously). This is a physical limitation on the restaurant's throughput. You cannot accept more orders until you remove this limitation.
- Load Asymmetry: One combi oven is loaded, while another stands idle due to incorrect task distribution.

​

Skills Analysis

​

We assess how the current team structure matches the complexity of the processes.

- What we calculate: The ratio of "highly qualified chef / line chef" and compare it with the number of complex, non-technological dishes.
- What we see:
- Wasting Talent: The chef or sous-chef spends 50% of their time chopping vegetables or washing dishes because the process is not optimized. Their expensive time is used for cheap operations.
- Dependence on "Stars": Dishes that only one specific chef can prepare. If that person leaves or gets sick, quality drops, or the dish goes on the stop-list.
- Conclusion: We show which operations can be delegated to less qualified (and cheaper) staff, and which require skill verification, to reduce dependence and stabilize quality.

​

Calculation of Full Cost (Ingredients + Time + Energy)

​

The most important block of the production contour. We stop believing in the "calculation chart" and start calculating the real economics of the dish.

​

Standard (accounting) cost = Sum of ingredients according to the norm.
Full cost (in Easy2Check's interpretation) = Ingredients + Labor Costs + Energy + Losses.

​

Labor Cost

​

We link preparation time to the cost of a chef's working hour.
- How we calculate: We take the chef's hourly rate and multiply it by the time actually required to prepare the dish (considering all operations: get, cut, mix, hand over).
- What we see:
- Dishes that look cheap in procurement (ingredients cost pennies) but require 15 minutes of manual work by a highly paid chef are actually unprofitable or have low margin.
- Comparison: A ready-made sauce from a bag (more expensive ingredients) can be more profitable than a sauce made from scratch (cheap ingredients + 30 minutes of the chef's time).

​

Utility Cost

​

We allocate utility expenses to specific dishes.
- How we calculate: We analyze which equipment and for how long is used to prepare the dish. A combi oven running for 2 hours to bake bread consumes energy worth hundreds of rubles. If this bread is sold as an addition to 5 portions of soup, its energy cost is "laid" on those dishes.
- What we see:
- Dishes with long thermal processing (stewing, long baking) have a hidden energy "tail" that is not visible in standard calculation.
- Identification of inefficient equipment use (stove left on "just because", open refrigerator door).

​

Waste & Shrinkage

​

We include in the cost of the dish all losses associated with it.
- How we calculate: We analyze write-off acts and link them to specific items.
- What we see:
- Technological losses: Product that spoiled because it was purchased for a specific rare dish.
- Storage losses: Product that "dried out" or lost its marketable appearance due to improper storage.
- Cooking losses: Overconsumption of ingredients due to non-compliance with technology (the chef put more oil than needed).

​

Final Full Cost Map

​

As output, we build a ranked list of dishes according to their real, full cost. This list often shocks managers. Dishes that were considered "traffic drivers" or "image makers" turn out to be deeply in the red when we add the chefs' time, energy, and write-offs to them.

​

Identified Kitchen Pathologies

​

The result of the production analysis is a list of specific "pain points" of your kitchen:
- "Technological Chaos": Lack of standards for semi-finished products, each chef cooks "as they are used to." The result is unstable quality and fluctuating cost.
- "Peak Hour Traffic Jams": Identified bottlenecks that cause order delivery delays, increased chef stress, and number of errors.
- "Time Eaters": Dishes or operations that take a disproportionately large amount of staff time without providing adequate revenue.
- "Energy Vampires": Equipment or processes that consume an excessive amount of resources.
- "Warehouse Graveyard": Raw materials that are purchased "just in case" or for rare dishes and end up being written off.
- "Dependence on Geniuses": A situation where the business rests on specific people, not on a built system.

​