when you say dogs, you're talking about the worst performing items on the menu, not necessarily like hot dogs.

Right.

So if we're putting two and a half hours into... creating a prep item but we're only selling you know maybe two percent of that menu item a week why are we doing it yeah and so there was a lot of engineering and there were some you know there were some things on the menu that we really had to take a look at and say god that's been such a staple since day one but it's not making sense for us and it doesn't make sense for the brand and so being able to do that helped us reduce prep hours and by reducing prep hours we you're able to then allocate some of those hours into execution on the line.

But we also realized we got a lot more disciplined on the hourly sales and labor and really saying, okay, at 6 a.m. if we're doing, say, $1,000 in sales, do we really need to have six people on the line and seven people on the front of the house? And we started looking at the 15-minute mark, right? How do we manage the business every 15 minutes? And what we ended up realizing is that instead of spending 800 hours a week, we were able to spend 700 hours a week.

And that trickles down to then cutting down your overtime costs, which...

When you're paying someone $25 an hour, your overtime rate's now at 40.

Well, you're paying someone $40 to flip an egg or make a coffee, that can get pretty expensive.

How do you really provide security to somebody?