Productions and Operations Management

2. TEAM F
Total Operation Manicure Coloring

3. CONTENTS
• Basic Information • The Process of
• The Total Operation Manicuring
– Situation – Situation
– Objectives – Objectives
– Plan – Plan
– Control – Control
– Recommendations
• The Process of Coloring
– Situation
– Objectives
– Plan
– Control

4. INTRODUCTION
Street Vicente da Fontoura, 2297, Rio Branco
Porto Alegre, Brazil
Tel: +555133330636
Opening Hours: Tuesday – Saturday 9h - 19h

8. MISSION AND VISION STATEMENT
Mission
“To uphold customer loyalty, take care of their appearance, self-
esteem and health and to create a personalized service”
Vision
“To grow with quality and good service,
while providing a relaxing
environment.”

9. SERVICES OFFERED
PROCESSES
• Manicure / Pedicure • Coloring
• Waxing • Highlights
• Make-Up • Permanent
• Definitive Make-Up • Hairstyle
•Female/Male/Children Haircut • Moisturizing/ Hydrating (with
• Progressive Brush (Moroccan Brush) nanotechnology)
• Lengthening Nails • Painting/Implanting Eyelashes
• Make Up (night/day) • Jet Tanning

10. OTHER PROCESSES
• Cleaning
• Buying materials
– Dye, hydrogen peroxide, shampoo, conditioners, products for
selling
• Fixing hair dryers and other supplies, when necessary
• Restocking materials
– Coffee, toilet paper, plastic cups
for coffee and water
• Training new secretaries and
professionals as needed
• Pay bills
• Rennovations

11. THE BEAUTY SALON
• First opened its doors in 2004
• Beleza.com is a small scale salon
• Employs about 10 workers
– 4 hair professionals
– 5 manicurists
– 1 are receptionist
• Per week approximately
150 customers
• Attracts local clients

12. LAYOUT MAP
Hair Dying
Manicuring
2
2
3
3 4
1
1

13. SITUATION- WHERE WE ARE NOW?
• Less important • Qualifying Factors:
factors: – Cost
– Documentation – Dependability
– Speed of Service – Flexibility
• Order Winning
– Quality
– Customer Service

14. OBJECTIVES: The cost of receiving a
haircut, manicure or other
POLAR DIAGRAM service from a salon is
The salon is fairly dependable. If
slightly expensive. However,
a customer makes an
for the quality of the
Where we are appointment to receive a
services that the customer
now COST service, the appropriate
is receiving we feel the
professional will be there to
price fits with the quality of
Where we provide that service. There are
the service. Approx. R$13
want to be few exceptions, however, when
for a salon’s flexibility is
The Manicure and for
the professional has to cancel.
Coloring R$80-120.a
above average for
SPEED number of reasons. There
Even though the process of
The salon provides a high is a wide variety of
DEPENDABILITY
getting a haircut, manicure, dye
standard quality service for its services to choose from
ect. takes a while,is what the
customers (this it is part of and they are able to
salon is known for). However,
the service of being manage a high volume of
“pampered” customers for not
there is still room do customers. Professionals
improvement. Quality of the
want to be feel rushed. are able to accommodate
service is one will keep the
Therefore we of the primary different requests, as well,
operation times the same.
aspects of a company that based on what the client
customers look for in a salon.
Approximate time. 1 hour wants.
manicure 1 ½ - 2 hours coloring
QUALITY FLEXIBILITY

15. Quality
Cost
Customer
Speed of Service
Service Dependability
Flexibility
Documentation

16. PLAN: RECOMMENDATIONS
• Alternative A: Flexibility
– Important because customers coming to the salon are
looking for a customized experience, will give clients more
options
– Does not require IMMEDIATE action but does needs to be
improved within a month, will have an impact on customers
view of salon
– Have more hair care product options, needs to be changed
by hair professionals
• Alternative B: Customer Service
– Customers looking for en enjoyable experience
– Something that can be changed right away
– Have coffee, water, lemonade ect available at all times, more
variety of magazines, hair professionals are happy 

17. The salon is viewed to the
CONTROL: public as a company that
charges a little more than the
Financial average hair salon. However,
In order to achieve strategic
performance the amount charged is in line
impact, BELEZA.com should
excel in its ability to provide
measures with the quality provided. As
a whole, the company is very
the highest quality to the
profitable.
customers.
Internal
process Overall Customer
Strategic performance
performance Objectives
measures measures
In order to build the skills of the The clients should view
hair and nail professionals, they the hair and nail
are required to attend 5 training Learning and
seminars in a year. During these professionals as friendly,
growth
seminars, the professionals outgoing and an expert in
performance
reinforce their skills and keep his or her field.
updated with new products in the measures
market .

18. SITUATION
COLORING WHERE ARE WE NOW
• Products used: Wella and Joico dyes and hydrogen peroxides
• Duration: 1:30h
• Cost for the company: Approx. R$25,00
• Cost to pay the professionals: 35% of the total = R$28,00
• Price for the clients: R$80,00
• What the service includes: Dying, washing, conditioning and brushing
• What is unique about us: When conditioning, the client receive a
moisturizing. All the finishing products from the best brands. Coffee and
the most recent magazines

19. POLAR DIAGRAM
COLORING WHERE DO WE WANT TO GO
Where we are The cost of dying your hair at the
salon is slightly expensive. The price
now COST of the dye, the hydrogen peroxide,
Where we shampoo and conditioner used to
want to be wash, including the water and the
electricity, gives us an cost of service
The company have high of approx R$25,00
standards for quality, first because The process is flexible
they use the best SPEED
products DEPENDABILITY
because we have plenty
available (Wella, Joico, not that
The coloring service is diversity of dye colors,
Schwarzkopf), and secondfor
fast, it has a 40min pause The salon is with the customer’s
matching quite dependable.
becauseto take effect. Thisdon’t
the dye the professionals The customer company can
needs. The makes an
want to only make profits, but
could be improved. appointment schedules , and
antecipate and receive the
they want a healthy hair, and a service at the exactly at the
serve more clients time.
satisfact client, so that they come Some delays can happen. We
same time
back again and again. depend on the clients to make
our profits, that is why they are
QUALITY FLEXIBILITY
so important for the company .

20. PLANS
COLORING HOW DO WE GET THERE
PLAN A
PLAN B
The owner of the company should make contact with
L’oreal, to have INOA The company can optimizeproduct inof work while
as a brand and innovative the time
the salon. With INOA, the dying 40minutes be faster, the dye. With 40
having the is going to pause of
because the pause is minutes 10 minutes, instead of male or female haircut,
only for a hairdresser can do a
RECOMENDATIONS
40minutes. This way, a moisturizing and even a brush. This way the
the service will be optimized, and the
duration of the service is going to is having a chance to work more, earn
professional be less than one hour. The
dye is more expansive company serve more clients. This plan can start as
more, and can make both plans work.
The in relation to the others that the
company alreadyAworks, but is going to be a differential that the are the
Plan is going as the owner aproves. The hairdressers
soon to bring a innovative factor, so
factor from the competitors.differentiate fromstartandmay good thing is
company can make the should the competitors.
ones to This plan plan work, in the
2012, where the companythe company don’t have extra costs. time.
Plan B don’t that anything, is lauching promotionof the
cost can have a just a optimization
for mother’s day.

21. CONTROL
COLORING HOW DO WE KEEP ON TRACK
• To excel as a company, being considerably better than competitors,
there is a lot to improve. The level of complaints and lateness should be
lower, and other little things that in a whole affect the operation of the
salon.
• To achieve strategic impact, the company should excel at the customer
satisfaction score, no order lead time, no deviation from promised
result, increase the maximum capacity, be better in change schedules,
increase the labor productivity, have more added value.
• The owner of the company checks when dyes, hydrogen peroxide and
other products should be bought
• As the owner is a hairdresser and works full time at the beauty salon,
she can see what colors are almost over, and start doing a list, so that
any other hairdresser can add what products are in need.

22. PROCESS: MANICURING
- WHERE ARE WE
NOW?

23. PROCESS: MANICURING
- WHERE ARE WE
NOW?
Talk with the Remove nail File/ cut (if Apply plastic Let the moisturizing
client, ask what polish needed) the nails gloves on the cream work for 1
color of nail polish customer minute
she wants
Payment Apply the Let the base dry Apply the base Push down
Let the
nail polish and cut
nail polish dry
the cuticle

24. PROCESS: MANICURING
- WHERE ARE WE NOW?
Volume HIGH
Variety LOW
Variation in demand LOW
Visibility LOW
• Challenges within the process:
– High and different demands from the customers
– Reduce the delays
– High volume; make sure the service is personal
– Always possible to improve quality

25. POLAR DIAGRAM The cost of performing
The manicuring is divided not
manicure process is
very dependable. If a customer
between the company and
Where we are is delayed,manicurist. The still
COST the the service will
now take company pays the salary,
30 minutes, and as a result,
there will be amanicurist rest of
while the delay the buy
Where we
their own day.
the equipment.
want to be
EFFENCIENCY
DEPENDABILITY
A manicure takes approximately
The process provides a high
30 minutes. This is the fastest it
standard quality service for The process of manicuring
is possible to do the manicure.
its customers. However, might be repeated every
To make the still room for
there is customer with week, the aim of the
special social needs feel more
improvement. Quality of the manicuring process is to
comfortable we mightof social
service and quality want to make the customer so
abilities is one ofon each
use more time the primary satisfies with the service
aspects of a company that
customer. that she will return every
customers look for. week and become a
QUALITY Loyalty repeat customer.

26. PROCESS: MANICURING
- Planning
• PLAN A How?
More time per customer:
Maintain process at a  Hire more manicurists
high level with two
slightly small changes:  Add extra services
1. Reduce number of When? Start a campaign in May.
delays Commercials for extra services.
2. Make more loyal
customers Who? The manicurists
cooperating with the company

27. PROCESS: MANICURING
- Planning
• PLAN B How?
Reform the process to a More time per customer:
low volume process; focus A smaller number of
customers per day
on the customers
satisfaction:
When? Start reforming in
1. No delays January. New year/ new process.
2. More loyal customers
3. Improved quality Who? The manicurists
cooperating with the company

28. PROCESS: MANICURING
Quality
Loyalty
Cost Cost Quality
Loyalty
Dependability
Efficiency
Dependability
Efficiency
RED= PLAN A
BLUE= PLAN B

29. PROCESS: MANICURING
- Control
What is Cost Dependability Loyalty Efficiency Quality
controlled?
When? monthly : Regularly: Once a Regularly: Every 6
- payments - Count the month: - How much months:
from delays every - How many ”downtime” - Customer
customers day returning report cards
and how customers
much spent
on
equipment.
By who? The The Receptionist The The manager
manicurists manicurists manicurists
and the
manager

32. PLAN: ALTERNATIVES A & B
• Based off of the map we can see that there are some
aspects of the company that need to be improved.
However, there is nothing that needs immediate action.
– Dependability
– Flexibility
– Customer Service
– Documentation
• There are two characteristics that we should work towards
improving first based on their award-winning and qualifying
characteristics
• Alternative A: Flexibility
• Alternative B: Customer Service

33. PROCESS: COLORING
The service design process is measured
by quality, speed, dependability,
flexibility and cost
Transformed Resources: Transforming Resources:
1. Customers--change their physical 1. Facilities such as the chairs,
properties mirrors, bathrooms
2. Materials, for example, brushes, pots, 2. The hair professionals
dyes, hydrogen peroxide T
3. Technical and market information

34. PROCESS: COLORING
Low repetition, each professional performs
LOW Volume HIGH the service, not systematic
High variety of colors and brands, flexible,
HIGH Variety LOW match customers specific needs
HIGH Variation LOW Anticipation of schedules, not in a routine,
in touch with demand, seasons
HIGH Visibility LOW Satisfaction governed by customers
perception, customers contact skills needed,
short waiting tolerance

35. PROCESS: COLORING
PROFESSIONAL SERVICE
• Customers spends considerable
Variety
time in the service process
• High levels of customization, highly
adaptable
• People-based, emphasis placed on
the process
• The “problem” will first be
discussed with clients and the
boundaries of the service defined

36. PROCESS: COLORING
Talk with the client, see Prepare the Application 40 minutes wait Move the client
what color of dye she dye of the dye to the lavatories
wants
Take Brush, finalize Move the Wash, condition
payment the hair client back the hair

37. PROCESS: COLORING
Layout Map of the
Beauty Salon

38. PROCESS: COLORING
• Beleza.com has a fixed-position
layout, that agrees with the 4V’s in
volume-variety
• Customer not moved or disturbed
• High variety of tasks to each
professional
• A lot of movement for the
professional
• Scheduling of space and activities can
be difficult

39. PROCESS: MANICURING
- Where are we now?
High volume, challenge to be personal.
LOW Volume HIGH
Low variety of how the process is performed,
HIGH Variety LOW the variety is however high regarding nail
polish colors.
HIGH Variation LOW Not season based. People often do their nails
every week.
HIGH Visibility LOW Not personal, standardization. “In and out”.

40. PROCESS: MANICURING
- Where do we want to be?
SMART objectives
Objective Spesific Measurable Achieveble Relevant Time bound
COSTS Fixed costs Thru salery Yes Yes The customer
for every and cost of pays for the
performance. equipments. service and it
Variable costs lasts for
for the approximately
manicurist 30 minutes.
regarding the
equipment.

41. PROCESS: MANICURING
- Where do we want to be?
SMART objectives
Objective Spesific Measurable Achieveble Relevant Time bound
Dependability Customers Thru how Yes, room for Yes, the Yes, timing is
who are long delay it improvement. customer very
late for is per day. don’t like important
their to wait. for this
appointme objective.
nt makes
the whole
process
delayed.

42. PROCESS: MANICURING
- Where do we want to be?
SMART objectives
Objective Spesific Measurable Achieveble Relevant Time bound
QUALITY The customer Thru Yes, always Yes, its The quality might
expects good recognized room for about increase if we
quality. brand names improveme the use more time
(equipment) nt. customer per customer.
and s
satisfaction expectati
of the ons.
customer.

43. PROCESS: MANICURING
- Where do we want to be?
SMART objectives
Objective Spesific Measurable Achieveble Relevant Time bound
EFFICIENCY The Thru how Yes Yes, to Yes
manicurists much time be more
should not spent. effective
have ”down
time”.

44. PROCESS: MANICURING
- Where do we want to be?
SMART objectives
Objective Spesific Measurable Achieveble Relevant Time bound
LOYALTY How many Controlled Yes, very Yes, the Yes, the
customers by the important process customer might
come back secretary. with loyal dependi need a manicure
each week. customers. ng on each week.
”repeat
customer
s”.

45. PROCESS: MANICURING
- Control
Financial performance measures
No shareholders.
Internal process
performance measures Customer performance
Overall strategic measures
To achieve strategic objectives Viewed by customers as a
impact, the process professional, high quality hair
should excel in quality salon.
and dependability
Learning and growth performance
measures
Build capabilities over time by being a hair
salon people want to visit more than once