Managing Processes And Systems - Assignment

Hi , all intsructions are on the document. please make sure that all questions framworks should be applied to the 2 different barbers. any explaniation shoudl be short and it bullet form. main aim if the assignmnet is to show this on framworks with brief or bulet point explanations,

Running Head: MANAGING PROCESSES AND SYSTEMS 1
Managing processes and systems
Student’s name
Institution affiliation

MANAGING PROCESSES AND SYSTEMS 2
1. Identify the process
Mapping and design layout (sample Framework provided)
 The plan is a value stream mapping that exploits the current condition and facilitates the
designing of future requirements of a process.
 It focuses on taking the services and products from the start to completion.
 The design layout is based on the availability of factors like space and closeness to
potential customers.
 The local barbershop is at the center of the local community in the region, and it’s
situated along the main road and a junction. It is at a walking distance from primary,
secondary schools and other businesses.
 The shop has a manager and a number of hairdressers to take care of the customers. The
new customers wait in line, and service is provided as per the order of arrival to the shop.
 The customers get to choose the best styles to suit their preferences and the specifications
for the same. Payment for the services is made after the session, and a hairdresser takes
care of the customers until they leave the shop.
 The new barbershop makes use of a digital platform for customer bookings. Only one
barber is centered on a specific shop and offers services once the customer has had an
approval 2hours earlier. The hairdresser cannot offer services before the customers are
approved from the portal.
Business objective
 The businesses seek to achieve both performance and market requirements with different
approaches.

MANAGING PROCESSES AND SYSTEMS 3
 Both businesses aim at staying and getting profitable over time. Other objectives include
excellent services to the customers, client retention, sustainable growth, as well as
productivity of resources and the people.
 The local barbershop embraces strategic options regarding its geographic location to
make sure it is available for the customers. It also tries to increase its profitability by
selling additional hair products to the clients.
 The new barbershop uses technology as a weapon to impart competitiveness. Customers
book their services online and then visit the shop to get the services. In this case, the
geographic location is of less concern, unlike the number of users who access the app and
use it to get the services.
Process objective & resources capabilities
 The local barbershop aims at obtaining its customers from the residents of the area as
well as students from the schools situated near it.
 It also seeks to improve the level of profit obtained by selling hair products to the same
customers. The working hours are maximized to ensure higher profits from the entity.
 The shop can also house up to five hairdressers with an accommodation room for the
customers to wait before the service is provided.
 The new barbershop seeks to utilize technology to its advantage. Customers are required
to book online and visit the shop with approval messages for the service to be offered to
them.
 However, the services are not maximized because only one hairdresser is available with
no waiting rooms. Customers have to wait for the services on the public benches, thus
inefficient.

MANAGING PROCESSES AND SYSTEMS 4
 The shop is open from Tuesday to Sunday at varying times, and the hairdresser is
required to serve the customers with 2hours notice.
 In terms of resource capabilities, the local barbershop is dependable because the
customers can access it at any time within their working hours. At the same time, the
shop accommodates up to five hairdressers; thus, the speed of offering services is good.
The costs are affordable and may be subject to bargaining, unlike the other online shop.
The quality of services delivered is good because one hairdresser follows up one
customer to make sure they are satisfied once they leave the shop.
 For the new barbershop, the use of technology is highly embraced, thus lowering its
dependability, cost, flexibility, and speed. The clients cannot get the services before 2
hours' notice from the app. In addition, only one hairdresser delivers the services to the
customers, thus lowering the speed for service delivery. The costs are higher even though
discounts are offered in the case of children. Its working hours are also not flexible
enough for individuals who want to make use of breaks in their working time to get the
services delivered to them.
IPO & SIPOC (sample Framework provided)
 Both IPO and SIPOC help to summarize the outputs and inputs of the business processes.
It also includes the customers, the suppliers, and the processes involved in a business that
lead to the attainment of the objectives.
 The local barbershop embraces both the internal and external supply system. The services
offered reside from within the shop because the equipment used is bought and may last
for a longer period. The hair products sold may be sourced from an external supplier
considering the fact that it does not manufacture the products from within its vicinity.

MANAGING PROCESSES AND SYSTEMS 5
 The inputs include shaving equipment, cleaning set-up, hair products, hairstyles, and
hairdressing seats.
 The respective process for the business is customer entry, allocation of a hairdresser to
the customer, conversations based on the most suitable hairstyle, delivery of the service,
discussions of whether or not the client will buy a hair product, and later payment after
which the customer leaves the shop.
 The output is well-groomed customers who are willing to revisit the store for the same
services. The customers, in this case, are all the individuals within the locality, especially
men and children from primary and secondary schools.
 In the case of the new barbershop, it sources its services from internet suppliers who
facilitate the running of the app. The inputs included are the hairdressing equipment and
the online app.
 The process involved is customer booking, delivery of the notice to the barber, customer
visit to the shop, delivery of the booked package, and then the client leaves the shop. The
output is well-shaved hair as per the preference of the customer.
 The customers include men and children who make use of various internet platforms for
easier accessibility.
4v’s (Framework provided)
 The local barbershop has a higher number of hairdressers to satisfy the higher volume of
demand, thus higher specifications to improve customer experience.
 The local barbershop offers a variety of styles for the customers to choose from while the
online shop does not have varying costs for various styles.
2. Identify challenges & problems

MANAGING PROCESSES AND SYSTEMS 6
Failure points
 The two barbershops may experience the same issues and difficulties with others
differing based on the method of service delivery. There are various failure points for the
business in this case.
 Inadequate reserves for cash may lead to failures, especially during the start where the
businesses have not stabilized to give profits. Using digital platforms may be expensive
until the business starts to realize profits.
 The failure to define and comprehend the market, the customers and their habits may lead
to losses, especially for the online business. The shop may be situated in a place where
individuals have little or no access to such platforms; thus, the number of bookings may
be lower than expected.
 Failure to employ the most appropriate pricing strategy may lead to most customers
leaving the shop for others. Higher prices for services that are offered by other local
hairdressers may result in customer loss, especially when the customers prefer quantity to
quality.
 Inadequate anticipation of cash flows in the business. Both shops have to create a balance
between the cash reserves and the payment of suppliers to prevent the depletion of
resources.
 The online shop may fail from the notion of managing the service delivery process under
one hairdresser. Involving other barbers help to increase service delivery speed and
customer satisfaction.
Risks
 Customer loss resulting from the lack of proper training by hairdressers.

MANAGING PROCESSES AND SYSTEMS 7
 Wrong location with inadequate space, especially for the new barbershop that uses online
booking of customers.
 Poor handling of customers may result in a surge in the income obtained from the shop.
Bottleneck
 Retention of employees may be difficult, especially in the case of the new barbershop,
where customer satisfaction is not guaranteed.
 Difficulty in determining the preferences of customers, especially in the case of local
barbershops, unlike in the online platform where an analysis of the customer experiences
can be undertaken.
3. Process analysis and evaluation
SIPOC
 What brings value to the clients in the case of local barbershop is the ability to get the
best hairdressing services that suit their preferences. It also includes buying high-quality
hair products from the shop to steer their satisfaction.
 The process is efficient in the location because of a good customer base that is from the
schools and the community.
 The ability to get timely and high-quality services that match the costs is what brings
value to online shop customers. The booking process is fast but inefficient, with the
presence of only one hairdresser to offer the services. It means that the services cannot be
depended upon as a lot of time is wasted.

MANAGING PROCESSES AND SYSTEMS 8
Demand & capacity management
 The local barbershops align the management of capacity with the demand diligently. It
has a good number of hairdressers and a waiting parlor for the customer awaiting the
services. Customers are also entitled to conversations surrounding various issues, thus are
not subject to boredom. Customers can visit the shop at any given time within the
working hours of the shop.
 The new barbershop has a poor way of handling their capacity and demand. Customers
are required to wait at public benches outside the shop and other areas. The hairdresser
also ought to have received the client’s notice 2 hours earlier before visiting the shop. As
such, a lot of time is wasted.
Planning and control
 The local barbershop has a manager who controls the flow of customers and their
allocation to a hairdresser. The process is timely and systematic, with every barber
watching after their specific customers until they leave.
 The new barbershop's planning and control approach are app-based. Payments are made
in the app, and the customer only comes to the shop to get the services he signed for on
the website.
Supply chain
 The chain of supply for the local barbershop is from the hair-products supply firms to the
barbershop, and the services are delivered to the customers together with the products.
 The supply chain for the new barbershop is from the online internet providers to the shop,
and later the services are offered to the customers.

MANAGING PROCESSES AND SYSTEMS 9
 Both supply chains are efficient based on the alignment of the resource capabilities to the
requirements in the market.
 The local barbershop supply chain is cost-effective and efficient, considering its location
and its mode of conducting the business.
Resources capabilities and alignment to market requirements
 The new barbershop is subject to misalignment despite its capability to avail enough
resources for the business. The idea of online booking is good, but the preceding process
after booking does not align with the requirements of speed in the market.
 The local barbershop also does not align with the need to embrace technological
advancements to improve the delivery of services. Online bookings help to avoid long
waiting hours for customers that may add up to them leaving the shop.
Process risk evaluation and possible impact analysis
 Risk evaluation helps to implement new initiatives to curb the failure points and
bottlenecks of the business.
 Poorly trained hairdressers may be unable to offer the best quality services to the
customer, thus the loss of the customers to other competitors.
 A wrong business location may result in losses imposed by a lack of customers who are
exposed to make use of the services.
 Poor care for the customers negatively affects the level of income from the businesses.
Time; Quality; cost; flexibility & dependability

MANAGING PROCESSES AND SYSTEMS 10
 The quality of services offered by the online barbershop is higher as compared to the
local barbershop. However, its dependability is lower because only one hairdresser
delivers the services.
 The cost range for the local shop is more efficient, unlike that for the online shop that is
elevated based on the processes followed.
 The local barbershop is more flexible, unlike the new shop because of its availability and
extended working hours. It also has enough number of hairdressers who can deliver the
services to the customers.
Throughput analysis
 Higher throughputs can be generated in the case of local bar shops than the online
barbershop.
 The local shop has a higher number of hairdressers and additional hair products to sell to
the customers. It is also situated at a good base for a consistent flow of customers.
 The new shop has good resources but less number of hairdressers thus less speed for
service delivery.
4. Performance Improvements and recommendations
Optimizing the process to deliver
 Both shops can make sure that there is higher utilization of resources with shorter waiting
times for the customers. It involves creating a balance between the number of
hairdressers to deliver services and the number of customers to be served in a day. It can
be best achieved in the case of online booking.
The trade-off (Framework provided)

MANAGING PROCESSES AND SYSTEMS 11
 The shop's management should analyze the best locations for the business, depending on
aspects like flexibility and costs and innovations within the area. It helps to determine the
best location of a business, thus increasing the number of customers.
Lean thinking / continuous improvement strategies
 Developing strategies that ensure the members of the team are encouraged to take part in
the decision-making process actively.
 Developing effective coaching and monitoring processes to make sure that teams and
individuals can support and implement strategies for continuous improvement.
 Documenting the performance of the hairdressers to identify various opportunities for
improvement.
Risk mitigations
 Both shops can mitigate risks by conducting training programs meant to escalate the level
of skills for the hairdressers. The management can monitor them after the programs to
determine their level of eligibility.
Re-designing process if possible (sample Framework provided)
 The local barbershop can embrace automation to improve on speed and the costs as well.
Both shops could also work on managing the bottlenecks that act as barriers to the flow
of processes.
 They should also focus on reducing failures that affect the experiences of customers and
their retention ability.

MANAGING PROCESSES AND SYSTEMS 12
Waste management
 Both shops can manage their wastes through transport.
Bottleneck exploitation
 The new shop should conduct regular online analysis to determine what most customers
prefer. It should also add a comment section where clients can add their experiences after
using the service.
 The local shop can conduct interviews on random clients to come up with customer
preferences and embrace them in service delivery.
Technology utilization
 The local bar shop should reduce the competitive pressure posed by the new barbershop
by engaging customers to book online to enjoy their services.
 The new shop should make use of IT options to enhance faster approvals that are less
than 2 hours.
Quality
 Both shops should train employers to help offer high-quality services as per customer
preferences. Besides, the management systems should be accommodative to create a
positive environment for business.
5. Implementation
Project management

MANAGING PROCESSES AND SYSTEMS 13
 The new barbershop can include a manager who will oversee the operations of the shop
on a day-to-day basis and create a welcoming environment for the clients. It may as well
increase the number of hairdressers and notice to improve dependability and flexibility.
 The local barbershop can embrace online booking to gain a competitive advantage.
Force field
 The local barbershop needs to implement appropriate technological advancement to
reduce competitive pressure.
 The new barbershop has less space for the business hence less flexibility and satisfaction.
It's IT management is also slow to allow for earlier notices to reach the hairdresser.
Project risk identification and management
 Both shops can engage risk identification techniques and tools like interviews and SWOT
analysis to determine the risks and work on mitigating them.
 Both shops should employ well-trained hairdressers to offer the best quality services.

MANAGING PROCESSES AND SYSTEMS 14