Beleza.com presentation team f

TEAM F

Total Operation Manicure Coloring

• Basic Information• The Total Operation

– Situation– Objectives – Plan – Control– Recommendations

• The Process of Coloring– Situation– Objectives – Plan – Control

CONTENTS

• The Process of Manicuring– Situation– Objectives – Plan – Control

Street Vicente da Fontoura, 2297, Rio Branco Porto Alegre, Brazil Tel: +555133330636

Opening Hours: Tuesday – Saturday 9h - 19h

INTRODUCTION

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.”

• Manicure / Pedicure

• Waxing

• Make-Up

• Definitive Make-Up

•Female/Male/Children Haircut

• Progressive Brush (Moroccan Brush)

• Lengthening Nails

• Make Up (night/day)

SERVICES OFFEREDPROCESSES

• Coloring

• Highlights

• Permanent

• Hairstyle

• Moisturizing/ Hydrating (with

nanotechnology)

• Painting/Implanting Eyelashes

• Jet Tanning

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

• 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

THE BEAUTY SALON

LAYOUT MAP

1

2

34

1

2

3

Hair Dying

Manicuring

SITUATION- WHERE WE ARE NOW?

• Less important factors:– Documentation – Speed of Service

• Qualifying Factors: – Cost – Dependability– Flexibility

• Order Winning– Quality– Customer Service

OBJECTIVES: POLAR DIAGRAM

COST

SPEED

QUALITY FLEXIBILITY

DEPENDABILITYEven though the process of getting a haircut, manicure, dye

ect. takes a while, it is part of the service of being

“pampered” customers do not want to be feel rushed.

Therefore we will keep the operation times the same. Approximate time. 1 hour

manicure 1 ½ - 2 hours coloring

The cost of receiving a haircut, manicure or other

service from a salon is slightly expensive. However,

for the quality of the services that the customer

is receiving we feel the price fits with the quality of the service. Approx. R$13

for a Manicure and for Coloring R$80-120.

The salon is fairly dependable. If a customer makes an

appointment to receive a service, the appropriate

professional will be there to provide that service. There are few exceptions, however, when the professional has to cancel. The salon’s flexibility is

above average for a number of reasons. There

is a wide variety of services to choose from

and they are able to manage a high volume of customers. Professionals are able to accommodate different requests, as well, based on what the client

wants.

The salon provides a high standard quality service for its

customers (this is what the salon is known for). However,

there is still room for improvement. Quality of the service is one of the primary

aspects of a company that customers look for in a salon.

Where we are now

Where we want to be

Customer Service

Flexibility

Cost

Quality

Dependability

Speed of Service

Documentation

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

CONTROL:

Overall Strategic

Objectives

Financial performance

measures

Customer performance

measures

Learning and growth

performance measures

Internal process performance

measures

The salon is viewed to the public as a company that

charges a little more than the average hair salon. However, the amount charged is in line with the quality provided. As a whole, the company is very

profitable.

The clients should view the hair and nail

professionals as friendly, outgoing and an expert in

his or her field.

In order to build the skills of the hair and nail professionals, they are required to attend 5 training seminars in a year. During these

seminars, the professionals reinforce their skills and keep

updated with new products in the market .

In order to achieve strategic impact, BELEZA.com should excel in its ability to provide

the highest quality to the customers.

COLORINGSITUATION

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

Where we are now

Where we want to be

COST

DEPENDABILITYSPEED

QUALITY FLEXIBILITY

POLAR DIAGRAMWHERE DO WE WANT TO GOCOLORING

The cost of dying your hair at the salon is slightly expensive. The price of the dye, the hydrogen peroxide, shampoo and conditioner used to wash, including the water and the electricity, gives us an cost of service of approx R$25,00

The salon is quite dependable. The customer makes an appointment and receive the service at the exactly time. Some delays can happen. We depend on the clients to make our profits, that is why they are so important for the company .

The process is flexible because we have plenty diversity of dye colors, matching with the customer’s needs. The company can antecipate schedules , and serve more clients at the same time

The coloring service is not that fast, it has a 40min pause for the dye to take effect. This could be improved.

The company have high standards for quality, first because they use the best products available (Wella, Joico, Schwarzkopf), and second because the professionals don’t want to only make profits, but they want a healthy hair, and a satisfact client, so that they come back again and again.

COLORING PLANSHOW DO WE GET THERE

PLAN A

The owner of the company should make contact with L’oreal, to have INOA as a brand and innovative product in the salon. With INOA, the dying is going to be faster, because the pause is only for 10 minutes, instead of 40minutes. This way, the service will be optimized, and the duration of the service is going to be less than one hour. The dye is more expansive in relation to the others that the company already works, but is going to be a differential factor from the competitors. This plan should start in may 2012, where the company can have a lauching promotion for mother’s day.

PLAN B

The company can optimize the time of work while having the 40minutes pause of the dye. With 40 minutes a hairdresser can do a male or female haircut, a moisturizing and even a brush. This way the professional is having a chance to work more, earn more, and serve more clients. This plan can start as soon as the owner aproves. The hairdressers are the ones to make the plan work, and the good thing is that the company don’t have extra costs.

RECOMENDATIONS

The company can make both plans work.Plan A is going to bring a innovative factor, so that the

company can differentiate from the competitors.Plan B don’t cost anything, is just a optimization of the time.

CONTROLHOW DO WE KEEP ON TRACKCOLORING

• 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.

PROCESS: MANICURING- WHERE ARE WE

NOW?

PROCESS: MANICURING- WHERE ARE WE

NOW?

Talk with the client, ask what

color of nail polish she wants

Remove nail polish

File/ cut (if needed) the nails

Apply plastic gloves on the

customer

Let the moisturizing cream work for 1

minute

Push downand cut

the cuticle

Apply the baseLet the base dryApply thenail polish

Let thenail polish dry

Payment

PROCESS: MANICURING- WHERE ARE WE NOW?

• 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

Volume HIGH

Variety LOW

Variation in demand LOW

Visibility LOW

POLAR DIAGRAM

COST

EFFENCIENCY

QUALITY Loyalty

DEPENDABILITYA manicure takes approximately 30 minutes. This is the fastest it is possible to do the manicure.

To make the customer with special social needs feel more comfortable we might want to

use more time on each customer.

The cost of performing manicure is divided

between the company and the manicurist. The

company pays the salary, while the manicurist buy

their own equipment.

The manicuring process is not very dependable. If a customer is delayed, the service will still

take 30 minutes, and as a result, there will be a delay the rest of

the day.

The process of manicuring might be repeated every

week, the aim of the manicuring process is to make the customer so

satisfies with the service that she will return every

week and become a repeat customer.

The process provides a high standard quality service for

its customers. However, there is still room for

improvement. Quality of the service and quality of social

abilities is one of the primary aspects of a company that

customers look for.

Where we are now

Where we want to be

PROCESS: MANICURING- Planning

• PLAN AMaintain process at a high level with two slightly small changes:1. Reduce number of

delays2. Make more loyal

customers

How?More time per customer:

Hire more manicurists

Add extra services

When? Start a campaign in May. Commercials for extra services.

Who? The manicurists cooperating with the company

• PLAN BReform the process to a low volume process; focus on the customers satisfaction:

1. No delays2. More loyal customers3. Improved quality

How?More time per customer:

A smaller number of customers per day

When? Start reforming in January. New year/ new process.

Who? The manicurists cooperating with the company

PROCESS: MANICURING- Planning

PROCESS: MANICURING

Dependability

Cost

Efficiency

LoyaltyQuality

RED= PLAN ABLUE= PLAN B

Dependability

Efficiency

CostLoyalty

Quality

PROCESS: MANICURING- Control

What is controlled?

Cost Dependability Loyalty Efficiency Quality

When? monthly :- payments from customers and how much spent on equipment.

Regularly:- Count the delays every day

Once a month:- How many returning customers

Regularly:- How much ”downtime”

Every 6 months:- Customer report cards

By who? The manicurists and the manager

The manicurists

Receptionist The manicurists

The manager

BACK-UP SLIDES

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

Transformed Resources: 1. Customers--change their physical

properties2. Materials, for example, brushes, pots,

dyes, hydrogen peroxide T3. Technical and market information

The service design process is measured by quality, speed, dependability,

flexibility and cost

Transforming Resources: 1. Facilities such as the chairs,

mirrors, bathrooms 2. The hair professionals

PROCESS: COLORING

LOW Volume HIGH

HIGH Variety LOW

HIGH Variation LOW

HIGH Visibility LOW

Low repetition, each professional performs the service, not systematic

High variety of colors and brands, flexible, match customers specific needs

Anticipation of schedules, not in a routine, in touch with demand, seasons

Satisfaction governed by customers perception, customers contact skills needed,

short waiting tolerance

PROCESS: COLORING

Variety• Customers spends considerable

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

PROFESSIONAL SERVICE

PROCESS: COLORING

Talk with the client, see what color of dye she

wants

Prepare the dye

Application of the dye

40 minutes wait Move the client to the lavatories

Wash, condition the hair

Move the client back

Brush, finalize the hair

Take payment

PROCESS: COLORING

Layout Map of the Beauty Salon

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

PROCESS: COLORING

LOW Volume HIGH

HIGH Variety LOW

HIGH Variation LOW

HIGH Visibility LOW

High volume, challenge to be personal.

Low variety of how the process is performed, the variety is however high regarding nail

polish colors.

Not season based. People often do their nails every week.

Not personal, standardization. “In and out”.

PROCESS: MANICURING- Where are we now?

Objective Spesific Measurable Achieveble Relevant Time bound

COSTS Fixed costs for every performance. Variable costs for the manicurist regarding the equipment.

Thru salery and cost of equipments.

Yes Yes The customer pays for the service and it lasts for approximately 30 minutes.

PROCESS: MANICURING- Where do we want to be?

SMART objectives


Dependability Customers who are late for their appointment makes the whole process delayed.

Thru how long delay it is per day.

Yes, room for improvement.

Yes, the customer don’t like to wait.

Yes, timing is very important for this objective.


SMART objectives


QUALITY The customer expects good quality.

Thru recognized brand names (equipment) and satisfaction of the customer.

Yes, always room for improvement.

Yes, its about the customers expectations.

The quality might increase if we use more time per customer.


SMART objectives


SMART objectives


EFFICIENCY The manicurists should not have ”down time”.

Thru how much time spent.

Yes Yes, to be more effective

Yes


LOYALTY How many customers come back each week.

Controlled by the secretary.

Yes, very important with loyal customers.

Yes, the process depending on ”repeat customers”.

Yes, the customer might need a manicure each week.


SMART objectives

Overall strategic objectives

Financial performance measures

No shareholders.

Customer performance measures

Viewed by customers as a professional, high quality hair

salon.

Learning and growth performance measures

Build capabilities over time by being a hair salon people want to visit more than once

Internal process performance measures

To achieve strategic impact, the process

should excel in quality and dependability

PROCESS: MANICURING- Control

Business

Beleza.com presentation team f