Haji Rabri was established in 1948 in Hyderabad, Pakistan by Haji Bashiruddin who started selling Rabri from a small shop. It has since grown to be a family-run business serving customers across Pakistan using traditional methods. To meet increasing demand and compete modernly, Haji Rabri is considering transitioning to mechanical production. This would require investing in machinery, hiring more skilled laborers, and training current staff. A capacity assessment found existing production is 40-45 maunds daily while demand is 100 maunds. Strategies to address this gap include temporarily outsourcing experts during training or hiring additional laborers initially to satisfy demand. Financial evaluation confirms Haji Rabri's profits

1. 1
SUBJECT:
Production & Operation Management (POM)
TWO PARAGRAPH WRITING ON:
Haji Rabri Wale
SUPERVISOR:
Ma’am IffatBatool Naqvi
GROUP MEMBERS:
Mahgul Khan (COM) ____18S-MBA-BS25
Varda Shaikh (CEO) _____18S-MBA-BS19
Maryam Qazi___________18S-MBA-BS10
Hiba Shaikh____________18S-MBA-BS28

2. 2
Introduction and History
Rewariwalay Haji Rabri established in 1948. The name of the
business is based on the name of the founder that is, Haji
Bashiruddin. He and his family migrated from Rewari, India to
settle in Hyderabad, Pakistan. He decided to set up his shop in the
historic Tahir Bazaar; which is commonly known as Shahibazaar.Since then his recipe for Rabri
would become a brand name, not only for his new hometown, but across Pakistan. From Haji
Bashiruddin's time till today, the shop has remained a family business runfrom a ground plus two
storey building.Naveed Sheikh;paternal great grand-son of Haji Bashiruddin, is a fourth
generation successor to the business of his forefathers,is now look after the business.There are 23
employees including manager, chef (4 chefs), guard (2 guards), sweeper (7 sweepers), and
salesman (9 salesmen). The estimated profit of HAJI RABRI is 30,000 to 50,000 per day. At
first, when the business was started, a few kilogram of pure milk used to sell over a small
counter.Now they use 2400 kilogram of milk to produce 600 kilogram of rabri in normal days
and on occasions like Eid-ul-Fitretc, the demand multiplies six to eight times.
The reason behind choosing HAJI RABRI is that, it is accessible and it has the potential to grow
its business up. They are growing tremendously not in Hyderabad but now in Karachi. As the
business got domestic popularity in Hyderabad, the owners decided to open their branch in the
area of sadder Karachi in 2014 and now planning to expand their business in other cities of
Pakistan. All they need is some proper planning and strategies to implement. The customer-base
of HAJI RABRI stretches across Pakistan. They believe that it is basically purity that makes their
Rabri distinctive among other sweetmeats. They use pure ingredients and milk to make rabri.
They never compromise on quality, which is the key of success. They have specific suppliers to
whom they purchase milk. Also the dry fruits and other stuff have been purchased on daily basis
to keep the freshness and taste up to the mark.

3. 3
Best practices:
Their cooking time comes in one of the best practices of haji rabri wale; they give proper time
which is required to make rabri so
“lachaydaar”, which other sweet makers don’t.
Manager is responsible to assign tasks of
others; owners are for, to over look the
business. They keep the hygiene and make sure
the customers who are coming to eat there or
taking it away with them; will experience the
cleanliness in the outlet and get the clean pots.
In order to keep its taste and aroma intact, they
sell Rabri in earthen tumblers. So that travelers
take it with them to other cities without
affecting its taste.It is tightly packed with
coarse twine. Over the years, though, plastic pots and bowls have also been introduced to
buyers.Theyask for pure milk from their suppliers, not adulterated.They can judge easily, incase
if the milk is impure. In a way that, if 40 kilograms of milk ends up producing 9.5 kilograms of
Rabri, it proves the milk has been adulterated. On the other hand, if 40 kilograms of milk
produces 10 kilograms Rabri, then it proves the milkis pure.
Standards:
They used cooling machines to cool down the milk, the machine called “chilling”. This machine
also uses to store big orders of rabri. Moreover, their best practices help them to maintain their
standards, as they use fresh and pure ingredients which help to preserve their sweets for the long
time. They have strict policies in terms of suppliers, they are stick
with them from so many years to maintain their unique taste and that
is the reason, their quality standards are so high and maintained till
now. They maintain the quality & taste of their products from the
day they had started, they do not compromise on the taste at any
cost, no matter what circumstances they are facing.They do not just
maintain the quality but also improve the quality constantly in terms
of taste & service.They use fresh dry fruits that are purchased on
daily basis to keep the freshness and taste up to the mark. On
occasions like EidulFitr, when demand of rabri increases, they use
their own stock, as well as milk from other sources in order to
handle supply side. They stay busy dealing with milkmen and
making sure there is safe storage place for it at a time when an
energy crisis is a prime threat.
Certificates:
To keep the business original, Naveed Sheikh got the name
‘Rewariwalay Haji Rabri’ registered and trademarked a few years
ago from the federal government’s Trade Marks Registry.

4. 4
Productivity:
Doing the right things efficiently. How well the resources of an organization
are being used to produce output.
In starting of the business haji rabri used to sell few kilograms of pure milk over a small counter,
now they sell milk along with the variety of sweets. In normal days they produce 600 kilogram
of rabri and on traditional occasions the demand of their product multiplies six to eight times,
which shows the productivity of business. The productivity of haji rabri can reduce due to lack of
management skills and uneducated workers. In order to be more productive, Haji Rabri should
go for the option of business consultant or should take the help of business students who come to
write case studies or research paper on their business.
Efficiency:
Less input  more output
Haji rabri always demands for pure milk from their specific suppliers, not adulterated. They can
judge easily incase if the milk is impure, in a way that if 40kg of milk ends up producing 9.5kg
of Rabri, it proves the milk has been adulterated. On the other hand, if 40kg of milk produces
10kg Rabri, then it proves the milk is pure. Although, Haji Rabri tries to balance and manage
supply and demand side, they also set some measure so that in case of high demand and shortage
of resources, they don’t have to depend on outside suppliers.

5. 5
Quality Assurance:
Haji rabri, are committed to both providing an excellent
product and service to ensure customer satisfaction.
Their sweets are made in a traditional way by using only
the finest quality ingredients. Haji rabri is recognized as
a pioneer in making rabri since 1948, they introduced it
first time in Pakistan. They have been recognized by the
many TV channels like geo tv, express news and 92 news in 2016 and they do visit several times
to its main outlet which is situated in Hyderabad to see how they produce and run their outlet.
Good practice: Quality maintenance is the first priority of haji rabri; due to this they have
achieved ISO 9001 in 2015. Also it has received global food safety award in 2012, as they keep
hygiene their second priority. The staff has also followed food processing standards of ASTM
(American Society for Testing and Materials). They follow ASTM E679 - 04(2011) standard, it
is for ‘standard practice for determination of odor and taste thresholds by a forced-choice
ascending concentration series method of limits’.
They have launched their own official website which is http://hajirabri.pk/ from where customers
can view the menu and can order online easily and above all to capture the large market share
they offer worldwide free shipping. They pack sweets carefully in quality packaging, for the
local buyers they sell Rabri in earthen tumblers which is tightly packed and sealed down with
coarse twine so that travelers take it with them to the other cities as well and for the foreign
buyers they use air tight cans to deliver their sweets internationally to make sure the taste won’t
affect.
Despite of manager, owner is also available 24/7 to help and guide the staff in any perspective of
the business. Haji Rabir is working on improving marketing strategies for boosting up the
business more effectively. Currently they are just doing marketing through word of mouth which
is definitely not enough to compete in today’s competitive era. They should use social media
platforms or go for paid promotions for the effective marketing; also the achieved ISO
certification should be written on packaging so they appear more authentic and professional.
They have wide vision; they are planning to open their branches in Punjab in next 5 years and
across the country in next 15 years.
Bad practice: In Sep 2016, the food Section of Hyderabad Municipal Corporation raided the
warehouse of Haji Rabri, after complaints of lack of health and safety measures in the kitchen. In
order to re-gain the confidence of consumers, they should get the certification from Food safety
management system (FSMS) proposed by the ISO (ISO 2005, ISO/ITC 2007).
Haji Rabri is lack in internal check and balance of their workers. They had face some incidences
of theft and fraud in past, in the year of 2004 and other was in 2015 by which they got huge loss
of money for around 6 lacs in 2004 and 19 lacs in 2015. After investigation, they got to know
that the master mind behind this mishap was one of their workers. This thing can influence their
customer base and can have negative impact on customers (reference of this incidence: personal
interview from owner’s wife). Haji Rabri should make some criteria and standards while hiring,
they should mention job hiring requirements instead of focusing only on worker’s experience.

6. 6
Supply Chain Process ofHaji Rabri

7. 7
Synthetic Process of Haji Rabri

8. 8
Analytical Process ofHaji Rabri

9. 9
5 Stages of Capacity Planning Process
Traditional (Handmade) to Modern (Mechanical)
The current production of Haji rabri is 40-45 maund per day and the estimated demand is 100
maund, they need to shift traditional production method to modern production system that
encourages large scale production and for this they require a proper mechanical system, more
skilled labor, capital and land to make the production double and more efficient. For making this
happen, the existing capacity has been analyzed which verifies, Haji rabri has enough capital and
place to establish the mechanical system. To make this project more robust the gap between the
capacity and demand has been evaluated which comes out the lack of training skills in labor. So
to implement modern strategy, first they need to train their labor to operate the system and for
this they need to outsource experts/trainers.
4 Strategies of Capacity Planning Process
• Haji rabri has been serving since 64 years but in this 21st century market trends has been
changed that demand new methods of production. The existing capacity of Haji rabri
shows, that it has capacity to make 40-45 maund rabri on daily basis and has workers
accordingly to make rabri. The production is done on manual basis.
• In case of Haji Rabri, they want their business to be more competitive in market and to
enhance efficiency; it will require switching from manual to mechanical system. To
execute this strategy, they need to forecast future capacity requirements; they will need
automatic machinery, more labor, Capital, land and Training.
• Haji rabri can consider alternatives also, they can acquire experts temporarily for the
production of rabri while the labor is in the training phase, so to satisfy the demand at
first hand or the second alternative is they can hire more labor so to avoid high
investment in machinery or cost of training.
• For this the financial evaluation has been done, the existing business is enough profitable
to carry out the new project. They need to go for debt for purchasing machinery with the
support of equity. The investment is viable as the demand exists.
1.
Estimate
Demand
2.
Translate
Demand
3. Analyze
Existing
Capacity
4.
Estimate
Gap
5.
Develop
Strategy
1. Assessment
of existing
capacity
2. Forecast
future
re capacity
requirements
3. Choice of
alternative
ways to build
capacity
4. Financial
evaluation

10. 10
Three Strategies
a. Matching capacity with demand.
b. Excess capacity policy.
c. Capacity shortage policy