Operational Issues and Solutions at The Shop at Bluebird

The Shop at Bluebird is facing operational issues that impact its performance. Several projects were identified to address the long queues for payment, and implementing a self-checkout system was one solution proposed. The report highlights the importance of addressing these issues to improve organizational performance.

IMPROVING
BUSINESS
PERFORMANCE

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
TASK 2............................................................................................................................................2
Business performance analysis..................................................................................................2
Problem identification at The Shop at Bluebird..........................................................................2
TASK 3............................................................................................................................................4
Investment appraisal method ......................................................................................................4
Implicating project appraisal techniques for The Shop at Bluebird ...........................................6
The Shop at Bluebird Projects Appraisal Summary table ..........................................................6
Implementing the best result and analysis of the same ..............................................................6
TASK 4..........................................................................................................................................10
Continuous improvement tools.................................................................................................11
TASK 5..........................................................................................................................................11
TASK 6..........................................................................................................................................13
TASK 7..........................................................................................................................................13
CONCLUSION .............................................................................................................................20
REFERENCES..............................................................................................................................21

INTRODUCTION
Improving business performance plays a crucial role as it help business venture to
increase their productivity and revenue. Owners, top managers focuses on implementing new
changes but they do not find the right step to start the process (Zeithaml, Bitner and Gremler,
2010). In order to implement the change process, business venture need to consider the internal
and external environment and should implement the change process accordingly as it will meet
their organizational goals and objectives.
The organization undertaken for the present study is The Shop at Bluebird which deals in
clothing apparels and provides a unique luxury experience to customers. Mentioned enterprise
deals from womenswear to menswear, beauty to lifestyle and brings new products every season
in order to satisfy customers wants. This present document has been prepared in order to
understand the contribution of operational function with the development and implementation of
the business strategy.
TASK 1
The organization considered for making this report is The Shop at Bluebird which was
incorporated in the year 1923. The shop is located at King's Road which is one of the
inspirational place and stretches through Chelsea and Fulham. Different event usually hosted
throughout the year and the road becomes the centre of attraction for public. On the other side,
cited firm has researchers who constantly focuses on bringing new collection for customers in
both men and women segment.
Further, the apparel shop generally gives a luxury experience to individuals and
organization designers loves to edit their work after a certain time period and brings all new
designs every season (Berthon and et.al., 2012). This eventually attracts public towards the shop
and this is the reason of their increasing goodwill and popularity within London. The Shop at
Bluebird having specialization in:
 Womenswear
 Menswear
 Western outfit
1

The price of their products are also reasonable and organization emphasizes on giving
quality of products to their customers. This is also a major reason of their increasing popularity
and with it cited firm is able to meet their goals and objectives.
TASK 2
Business performance analysis
Currently, cited firm having their effective operations within UK only and the owner of
the store is planning to expand the operations to different parts of city. This will lead to
convenience for customers as they will be getting the same product at organization different
outlet as well. Further, cited venture having a large customer base and with the establishment of
another outlet, firm will be able to increase the chain of their loyal customer base (Ataman, Van
Heerde and Mela, 2010).
Moreover, cited firm focuses on unique pricing strategy as this strategy helps them to get
positive upfront as compared to the ventures who are working within the same industry. Further,
with certain construction work in coming time period, organization will be able to develop
effective brand image, productivity and turnover.
Problem identification at The Shop at Bluebird
However, cited firm is facing some major problems in conducting their operations and
this is leading them one step behind in the competition which exist in this dynamic environment
(The shop at Bluebird, 2016). Further, poor performance in past few quarters has impacted their
2
Illustration 1: The Shop at Bluebird Outlet at King's Road

operations upto quite an extent and the owner of organization has to solve this issue as soon as
possible (Douglas and Craig, 2011). Thus, at the time of inquiry, it is found that The Shop at
Bluebird facing some major operational issues and these issues have been discussed down under:
The Shop at
Bluebird
Problem Solution proposed Operational
strategy area
PROJECT 1 Increasing customers Establishment of new store Construction
development
PROJECT 2 Long ques for payment Development of Self Checkout
machines
Technology
Capacity
PROJECT 3 High alteration or refund
order
Installation of changing room and
extending existing premises
Development
and constructing
From the above description, it is evident that, The Shop at Bluebird is facing three
different operational issues and for overcoming these, owner of venture need to adopt some
crucial strategies. These problems and necessary solutions for the same has been discussed down
under:
 Increasing customers:
Cited organization has a chain of large and loyal customer base. Customers start coming
from morning and the process goes on till 9-10 pm in the night. The owner has also recruited
some individuals who suggest customers regarding what to purchase and what will suit to them.
Their efficient staff is the key for success and owner also keep care of the same (Leonidou, L.C.,
Palihawadana and Theodosiou, 2011). However, sometimes these increasing customers becomes
a major problem for organization as with increase in customers, it is hectic for business to deal
all the same at the same time.
On the other hand, in the fast moving marketplace, individual do not like to wait and they
go out to the organization without making a purchase. In order to solve this cause, cited firm is
planning to launch a new venture at some other part of the city as it will be convenient for
customers as well as for venture. Apart from it, it will give more customer satisfaction and within
some time period, cited firm will be able to increase their revenue as well as productivity.
 Long ques for payment:
3

Customers spent more of the time in order to make the best purchase. Also, they want
that they get best products and they get worth of the money so invested. Organization staff also
do their best in showing customers new designs and apparels. However, the major problem
which customers are facing is the long que for payment which makes them as they have to stand
in the long lines (Varadarajan, 2010). Further, this thing hesitate as they used to spend more time
in making payment as compared to making payment. They also used to get late towards reaching
to their destination. This is suddenly causing them a sense of dissatisfaction.
For solving this, organization can implement self check-out machine which will reduce
time for both organization and customers. Customer need to take the apparels which they have
selected to the self check out machine, need to scan the bar-code which are there on products and
can make cash or debit card payment on their purchase. Here, customers self acts as a cashier
and do transaction accordingly.
 High alteration or refund order:
Volume of alteration order has been increased because there do not exist trial room
within the establishment. This has resulted towards high alteration and refund order from the
venture and it has also leaded towards wastage of time which they have spent in showing
apparels to customers (Papadopoulos and Heslop, 2014). Mentioned firm has to reduced this in
order to save time and energy which is invested in the past orders.
However, cited venture can overcome this issue by constructing changing rooms as with
that customers can see the fitting of clothes by wearing at the same time only. This will save time
for both employees and customers. If clients do not like that product then they can alter it at the
same time only. Therefore, change room will be a major solution for the venture and with that
firm will be able to increase their revenue and productivity.
TASK 3
Investment appraisal method
Investment appraisal techniques are considered as a crucial tool which help organization
to decide that which project to choose from the identified. However, owner of cited venture
should not concentrate on one appraisal method but he also has to select different financial as
well as non-financial techniques as it will help venture to make change from different angels
(Cronin Jr and et.al., 2011). Moreover, to understand this topic deeply, different investment
appraisal methods has been discussed down under:
4

 Net Present Value (NPV): According to Chabowski, Mena and Gonzalez-Padron (2011)
NPV is discounted cash flow approach which help venture in selecting suitable project
option available with them. NPV is present value of net cash -(minus) initial cash outflow
of project. This NPV method also assist enterprise in making easy comparison of the
returns which they can get from different projects and the changes which are made in
discount rates can be easily seen in the evaluation process. However, Hoerl and Snee
(2012) argued that NPV do not offer same base for comparison between two project. This
is because different projects have indifferent lives of the cash flow. Payback period: Mellat Parast, Adams and Jones (2011) stated that payback period is
generally the number of years taken by an option to payback the initial investment of
project by taking the help of the cash flows. Moreover, this is considered as one of the
simplest techniques as it require minimum efforts in analysing. However, Trkman and
et.al., (2010) argued that this payback period do not consider the time value of money and
apart from it no consideration of length of investment is also taken. Performance matrix: Ghattas, Soffer and Peleg (2014) explained that performance
matrix is generally used in determining the performance of particular project, firm
behaviour on that project and the performance. Moreover, this matrix also provides
assistance to various stakeholder needs. The major stakeholders for cited venture are
customers, shareholders and employees. Apart from it, various parameters are considered
for assessing the performance which consists of safety, time, cost, resources, scope,
actions and quality. But Zellner (2011) argued that when information is gathered with
different mathematical methods, it evaluated that performance matrix's experts chooses
some relative measures which has low value.
 SAFe criteria: The last very common and important technique of project appraisal is
SAFe criteria. This technique states that it is a method which is used for assessing
performance of particular project. Further, it is also helpful for measuring the
performance of workers who are giving their productive service within the venture. This
criteria is eventually followed when cited venture has to identify the risk of different
investment options which is available in relation to their suitability, feasibility and
acceptability.
5

Implicating project appraisal techniques for The Shop at Bluebird
The different changes which has been discussed above can be successfully evaluated with
the help of different project appraisal techniques. These techniques will help the owner to
evaluate that which techniques is most necessary to adopt which do not impact their financial
stability the most (Eckerson, 2010). Further, by implementing different techniques, venture will
look at investment from all the angels which are available to them. Cited firm will also look at
most valuable strategy so that the risk will be minimum and The Shop at Bluebird gets maximum
outcome.
The Shop at Bluebird Projects Appraisal Summary table
The Shop at
Bluebird
Payback period Performance
matrix
SAFe criteria Final outcome
PROJECT 1
Establishment of
new store
✘ ✘ ✘ NO
PROJECT 2
Development of
Self Checkout
machines
✓ ✓ ✓ YES
PROJECT 3
Installation of
changing room
and extending
existing premises
✓ ✘ ✘ NO
Implementing the best result and analysis of the same
From the above table, it clearly evaluates that PROJECT 2 Development of Self
Checkout machines shows the best results when different techniques applied on situations. Thus,
it is most acceptable. When payback period calculations is checked then both PROJECT 2 & 3
are able to recover the cost which is invested in the operation. But PROJECT 2 gets the majority
because it will take the shortest time duration.
6

Apart from it, Development for self checkout machines will give more convenience to the
customers and business owner. Therefore, it is evaluated that this plan is best both in terms of
investment and efforts.
PROJECT A: Establishment of new store
Year Inflow PV Factor
Inflow by considering PV
factor
1 £900,000 0.909 £818,100
2 £800,000 0.826 £660,800
3 £600,000 0.751 £450,600
4 £50,000 0.683 £34,150
5 £50,000 0.604 £30,200
Total inflow £2,400,000.00 £1,993,850
Less: Initial investment £2,000,000
Net present value -£6,150
PROJECT B: Development of Self Checkout machines
Year Inflow PV Factor
Inflow by considering pv
factor
1 £6,000 0.909 £5,454
2 £5,500 0.826 £4,543
3 £6,700 0.751 £5,032
4 £7,200 0.683 £4,918
5 £3,000 0.604 £1,812
Total inflow £21,758
Less: Initial investment £19,000
Net present value £2,758.30
PROJECT C: Installation of changing room and extending existing premises
7

Year Inflow PV Factor
Inflow by considering pv
factor
1 £1,600 0.909 £1,454
2 £2,100 0.826 £1,735
3 £4,200 0.751 £3,154
4 £4,700 0.683 £3,210
5 £5,300 0.604 £3,201
Total inflow £17,900.00 £12,755
Less: Initial investment £10,000
Net present value £2,754.50
PROJECT A (Payback period)
Year Inflow
Cumulative
inflow
0
-
£2,000,000.00 -£2,000,000
1 £900,000 -£1,100,000
2 £800,000 -£300,000
3 £600,000 £300,000
4 £50,000 £350,000
5 £50,000 £400,000
Payback period
2.5 yea
rs
PROJECT B (Pay back period)
8

Year Inflow
Cumulative
inflow
0 -£19,000 -£19,000
1 £6,000 -£13,000
2 £5,500 -£7,500
3 £6,700 -£800
4 £7,200 £6,400
5 £3,000 £3,000
Payback period 3.1 years
PROJECT C (Pay back period)
Year Inflow
Cumulative
inflow
0 -£10,000.00 -£10,000
1 £1,600 -£8,400
2 £2,100 -£6,300
3 £4,200 -£2,100
4 £4,700 £2,600
5 £5,300 £7,900
Payback period 5 years
PROJECT A: Average Accounting Rate
Year Inflow
1 £900,000
2 £800,000
3 £600,000
4 £50,000
9

5 £50,000
Total inflow £2,400,000
Average
inflow £480,000
Average
investment £2,000,000
ARR 24.00%
PROJECT B: Average Accounting Rate
Year Inflow
1 £6,000
2 £5,500
3 £6,700
4 £7,200
£3,000
Total inflow £25,400
Average
inflow £5,080
Average
investment £19,000
ARR 26.74%
PROJECT C: Average Accounting Rate
Year Inflow
1 £1,600
2 £2,100
3 £4,200
4 £4,700
5 £5,300
10

Total inflow £17,900
Average
inflow £3,580
Average
investment £10,000
ARR 35.80%
TASK 4
Literature review: Definition of Radical change and Continuous improvement
Continuous improvement
From the view point of Teece (2010) continuous improvement can be defined as process
of improving the organization products or processes which will help business enterprise to
increase their revenue and productivity. Continuous improvement can also be seen as meta-
process for different management system as it involve getting feedback from customers which
generally help enterprise to achieve their mission vision and goals. Continous improvement is
done in order to improve the firm performance as it will help in increasing their revenue and
turnover as well (Continuous Improvement, 2016). Further, there exist various continuous
improvement program and these are improvement in business strategy, superior subordinate
relationship, etc.
Radical change
Zellner (2011) stated that radical change is a type of change which has been derived from
the accepted traditional forms. In the above scenario, it is sure that employees will react in
different ways for different approaches and methods. Further, this radical change is also
considered as typical change which ends quite drastically. Mellat Parast, Adams and Jones
(2011) argued that radical change takes out employees from their comfort zone and it eventually
becomes difficult for owner to get out of it.
Continuous improvement tools
The tool which has been taken for continuous improvement is Four Step Quality Model.
This model is also known as Deming cycle and it comprises four major stages and these are plan,
do, check and act. This model has been discussed effectively down under:
11

 Plan: At the plan stage, organization identifies an opportunity and significantly plan for
change. Further, they develop major aim and deliver result as per the expected output. Do: In the Do stage, the change which has identified in earlier stage is been implemented
on a small scale. Further, plan is implemented, process is executed and development has
undertaken (Flynn, Huo and Zhao, 2010) Check: At this level, data is used to analyse the results of change and it has been also
evaluated that any difference exist or not.
 Act: In the last step, in case if the change which is constructed gets successful then it will
be implemented at bigger level. However, if the change does not work successfully then
the whole cycle will be impacted.
TASK 5
The Shop at Bluebird has to focus on developing project plan in order to make desired
change. Moreover, for solving the issue of long ques for making payment. Mentioned venture
has focused on implementing self check out machines. This will also be a innovative technique
and will also reduce the time for organization as well as for customers. Some major factors
which can be considered are discussed down under: Proper finance – Mentioned shop need to have fund in order to implement that machine.
The Shop at Bluebird can either use their profits which they have earned from years of
operations or can apply for loan from financial institution. Strategic acceptance – Cited venture need to have complete approval from all the staff
members. Moreover, employees will be in favor of the same as they been quite frustrated
in doing all the works at the same time(Oertel, Dibbern and Nochta, 2010).
 Planning – Planning plays an important role in completing a project and changes can be
done with the help of forming effective plans.
Moreover, project management phase can be taken into consideration in order to see the
implementation of different activities with defined results. 5 major stages of project management
model has been discussed down under:
 STAGE 1: Understanding project environment
 STAGE 2: Definition of project
 STAGE 3: Planning of project
 STAGE 4: Technical execution
12

 STAGE 5: Project Control
Task Name Resource Names
Self check out machine investigation/market
research
Competitors onside visit
Taking advice from other ventures
Suitable place for the machine
Resources identification
Project cost estimation General manager
Finance examination
Price discussion
Finance arrangement General manager
Electrician consultation
Self check out machine purchase Floor manager
Customer notification
Front Shop improvement Executive 1,Executive 2
Wiring the place Executive 3
Machine installation
IT firm consultation
Data transfer/integration
Staff training
Shop floor rearrangement
Assigning staff to new roles/responsibilities
Pilot test Floor manager
Analysing errors in new system Floor manager
Self check out system correction Floor manager
13

1 week testing trial
Project review/customers feedback Floor manager
IT and software system correction General manager
CCTV installation Executive 2
Virus protection purchase Floor manager
Extra Backup system installation Executive 3
Extra Filter installation Executive 1
Video manual Floor manager
ID Task
Mode
Task Name
1 Self Payment System
2 Self check out machine
investigation/market research
5 Competitors onside visit
7 Taking advice from other ventures
9 Designing front shop look
15 Resources identification
19 Finance examination
23 Price negotiation
27 Electrician consultation
31 Customer notification
34 Front Shop improvement
40 IT firm consultation
43 Data transfer/integration
47 Staff training
51 Staff working hours policy change
54 Assigning staff to new
roles/responsibilities
56 Pilot test
63 Project review/customers feedback
197 days Self Payment System
6 days Self check out machine investigation/market research
5 days Competitors onside visit
2 days Taking advice from other ventures
13 days Designing front shop look
5 days Resources identification
27 days Finance examination
4 days Price negotiation
4 days Electrician consultation
45 days Customer notification
21 days Front Shop improvement
7 days IT firm consultation
9 days Data transfer/integration
15 days Staff training
7 days Staff working hours policy change
3 days Assigning staff to new roles/responsibilities
20 days Pilot test
8 days Project review/customers feedback
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
Qtr 1, 2016 Qtr 2, 2016 Qtr 3, 2016 Qtr 4, 2016 Qtr 1, 2017 Qtr 2, 2017
TASK 6
According to (Douglas and Craig, 2011) risk management is one of the important activity
which is practiced within the venture. Moreover, there exist various risk within the business
enterprise and cited firm has to solve in order to improve their performance, revenue and
turnover. However, there exist different threats which can arise from unidentified sources and
hence it is crucial for cited enterprise to prepare risk management from time to time. However,
Zeithaml, Bitner and Gremler (2010) stated that, there are different types of risks and some of
them are:
14

 Market risks– Market risks are those risks which acts as a danger because of loss of
economic value and admonishing changes in price of products.
 Operational risk – These are the risks which arises due to failure in technology and
different process. These risks can also come within daily operations as well.
Apart from this, The Shop at Bluebird can implement different methods for reducing their
risks
 FMEA - Failure Mode and Effect Analysis (FMEA) can be consider which will help
venture in finding major areas in which firm lacks. Further, this technique also reveals the
influence which can have on venture (Eckerson, 2010).
 What if analysis – This analysis concludes that what could go wrong and what would
happen if things went wrong. This analysis is a kind of complicated analysis but acts as a
brainstorming technique where all employees comes together and discuss the ways in
which problem can be resolved.
TASK 7
Task Name Duratio
n Start Finish Predeces
sors Task Name Duration
Self Payment System 197
days
Thu
4/14/16
Fri
1/13/17
Self Payment
System
197
days
Self check out machine
investigation/market research 6 days Thu
4/14/16
Thu
4/21/16
Self check out
machine
investigation/ma
rket research
6 days
Taking data from secondary
sources 4 days Thu
4/14/16
Tue
4/19/16
Taking data
from secondary
sources
4 days
Analysing the data 2 days Wed
4/20/16
Thu
4/21/16 3 Analysing the
data 2 days
Competitors onside visit 5 days Fri
4/22/16
Thu
4/28/16
Competitors
onside visit 5 days
Identifying competitors who
has implemented the same
machine
5 days Fri
4/22/16
Thu
4/28/16 4
Identifying
competitors who
has implemented
the same
machine
5 days
Taking advice from other
ventures 2 days Fri
4/29/16
Mon
5/2/16
Taking advice
from other
ventures
2 days
15

Meeting and discussing with
people 2 days Fri
4/29/16
Mon
5/2/16 6
Meeting and
discussing with
people
2 days
Designing front shop look 13
days
Fri
4/29/16
Tue
5/17/16
Designing
front shop look 13 days
Making contact with layout
developers 2 days Fri
4/29/16
Mon
5/2/16 6
Making
contact with
layout developers
2 days
Taking measurements 2 days Tue
5/3/16
Wed
5/4/16 8,10 Taking
measurements 2 days
Developing layout 4 days Thu
5/5/16
Tue
5/10/16 11 Developing
layout 4 days
Identifying loopholes 2 days Wed
5/11/16
Thu
5/12/16 12 Identifying
loopholes 2 days
Finalising Design 3 days Fri
5/13/16
Tue
5/17/16 13 Finalising
Design 3 days
Resources identification 5 days Wed
5/18/16
Tue
5/24/16
Resources
identification 5 days
Assessing equipment to be
purchased 2 days Wed
5/18/16
Thu
5/19/16 14
Assessing
equipment to be
purchased
2 days
Assessing employee’s
requirement 1 day Fri
5/20/16
Fri
5/20/16 16
Assessing
employee’s
requirement
1 day
Project cost estimation 2 days Mon
5/23/16
Tue
5/24/16 17 Project cost
estimation 2 days
Finance examination 27
days
Mon
5/23/16
Tue
6/28/16
Finance
examination 27 days
Identifying different source of
capital 6 days Mon
5/23/16
Mon
5/30/16 17
Identifying
different source
of capital
6 days
Funding the project 20
days
Tue
5/31/16
Mon
6/27/16 18,20 Funding the
project 20 days
Council permission 1 day Tue
6/28/16
Tue
6/28/16 21 Council
permission 1 day
Price negotiation 4 days Wed
6/29/16
Mon
7/4/16
Price
negotiation 4 days
Negotiation on material 1 day Wed
6/29/16
Wed
6/29/16 22 Negotiation
on material 1 day
Finalizing price 2 days Thu
6/30/16 Fri 7/1/16 24 Finalizing
price 2 days
Finance arrangement 1 day Mon
7/4/16
Mon
7/4/16 25 Finance
arrangement 1 day
Electrician consultation 4 days Tue Fri 7/8/16 Electrician 4 days
16

7/5/16 consultation
Identifying electrician 2 days Tue
7/5/16
Wed
7/6/16 26 Identifying
electrician 2 days
Contract signing with
electrician 1 day Thu
7/7/16
Thu
7/7/16 28
Contract
signing with
electrician
1 day
Self check out machine
purchase 1 day Fri
7/8/16 Fri 7/8/16 29
Self check
out machine
purchase
1 day
Customer notification 45
days
Mon
7/11/16 Fri 9/9/16 Customer
notification 45 days
Marketing through newspaper 30
days
Mon
7/11/16
Fri
8/19/16 30
Marketing
through
newspaper
30 days
Marketing through Online
channels
15
days
Mon
8/22/16 Fri 9/9/16 32
Marketing
through Online
channels
15 days
Front Shop improvement 21
days
Mon
9/12/16
Mon
10/10/16
Front Shop
improvement 21 days
Wiring the place 4 days Mon
9/12/16
Thu
9/15/16 33 Wiring the
place 4 days
Machine installation 9 days Fri
9/16/16
Wed
9/28/16 35 Machine
installation 9 days
Placing the machine 2 days Thu
9/29/16
Fri
9/30/16 36 Placing the
machine 2 days
Shop floor rearrangement 3 days Mon
10/3/16
Wed
10/5/16 37 Shop floor
rearrangement 3 days
Ensuring proper set up of
machine 3 days Thu
10/6/16
Mon
10/10/16 38
Ensuring
proper set up of
machine
3 days
IT firm consultation 7 days
Tue
10/11/1
6
Wed
10/19/16
IT firm
consultation 7 days
Software selection 3 days
Tue
10/11/1
6
Thu
10/13/16 39 Software
selection 3 days
Software installation 4 days
Fri
10/14/1
6
Wed
10/19/16 41 Software
installation 4 days
Data transfer/integration 9 days
Thu
10/20/1
6
Tue
11/1/16
Data
transfer/integrat
ion
9 days
Developing path for data
integration
2 days Thu
10/20/1
Fri
10/21/16
42 Developing
path for data
2 days
17

6 integration
Connecting servers 5 days
Mon
10/24/1
6
Fri
10/28/16 44 Connecting
servers 5 days
Ensuring Data Transfer 2 days
Mon
10/31/1
6
Tue
11/1/16 45 Ensuring
Data Transfer 2 days
Staff training 15
days
Wed
11/2/16
Tue
11/22/16 Staff training 15 days
Developing training agenda 3 days Wed
11/2/16
Fri
11/4/16 46 Developing
training agenda 3 days
Choosing right mode of
training 2 days Mon
11/7/16
Tue
11/8/16 48
Choosing
right mode of
training
2 days
Imparting training 10
days
Wed
11/9/16
Tue
11/22/16 49 Imparting
training 10 days
Staff working hours policy
change 7 days
Wed
11/23/1
6
Thu
12/1/16
Staff working
hours policy
change
7 days
Developing new policies 5 days
Wed
11/23/1
6
Tue
11/29/16 50 Developing
new policies 5 days
Communicating new policies
to all employees 2 days
Wed
11/30/1
6
Thu
12/1/16 52
Communicati
ng new policies
to all employees
2 days
Assigning staff to new
roles/responsibilities 3 days Fri
12/2/16
Tue
12/6/16
Assigning staff
to new
roles/responsibil
ities
3 days
Assigning of new roles and
responsibilities 3 days Fri
12/2/16
Tue
12/6/16 53
Assigning of
new roles and
responsibilities
3 days
Pilot test 20
days
Wed
12/7/16
Tue
1/3/17 Pilot test 20 days
Analysing errors in new
system 5 days Wed
12/7/16
Tue
12/13/16 55
Analysing
errors in new
system
5 days
Self check out system
correction 3 days
Wed
12/14/1
6
Fri
12/16/16 57
Self check
out system
correction
3 days
Front shop painting 2 days
Mon
12/19/1
6
Tue
12/20/16 58 Front shop
painting 2 days
1 week testing trial 3 days Wed Fri 59 1 week 3 days
18

12/21/1
6 12/23/16 testing trial
Checking functionality 2 days
Mon
12/26/1
6
Tue
12/27/16 60 Checking
functionality 2 days
Finding loopholes 5 days
Wed
12/28/1
6
Tue
1/3/17 61 Finding
loopholes 5 days
Project review/customers
feedback 8 days Wed
1/4/17
Fri
1/13/17
Project
review/customer
s feedback
8 days
IT and software system
correction 2 days Wed
1/4/17
Thu
1/5/17 62
IT and
software system
correction
2 days
CCTV installation 3 days Fri
1/6/17
Tue
1/10/17 64 CCTV
installation 3 days
19

20

21

CONCLUSION
From this present report, it is evident that The Shop at Bluebird is facing some crucial
operational issues and these issues are impacting the organization performance upto quite an
extent. This document showcases that different projects has been identified and venture has
focused on solving the issue of long ques for payment with the help of implementing self check
out system.
22

REFERENCES
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