Analysis and Strategies for Improving Bellevue Cleaners Performance

This report provides a comprehensive analysis of Bellevue Cleaners Ltd, a dry cleaning and laundry specialist in London, focusing on strategies to improve its business performance. The analysis includes an evaluation of the company's operational strategy, financial performance, and existing problems such as long queues, poor quality of laundry services, and high return rates for alterations. Various investment appraisal methods, including Payback Period and Net Present Value, are used to assess the suitability of proposed improvements. The report also discusses the Hayes and Wheelwright model to understand the company's operational capabilities and suggests solutions like implementing a self-drop-off machine, opening a new processing shop, and improving alteration services with new equipment and a fitting area. The Performance-Importance matrix is used to prioritize improvements based on customer needs and business impact, ultimately aiming to enhance customer satisfaction and gain a competitive advantage.

IMPROVING BUSINESS PERFORMANCE

TABLE OF CONTENTS
Executive summary……………………………………………………………………..
Improving business performance report

3.1. Investment appraisal methods..................................................................................................7
4. CONTINUOUS IMPROVEMENT VS RADICAL CHANGE.....................................................12
5.0 Project Plan Draft for Bellevue Cleaners.....................................................................................14
METHOD 4: Importance Performance Matrix..................................................................................29
............................................................................................................................................................30
9.0. REFERENCES............................................................................................................................33
Improving business performance is described as ongoing process in the whole live
of organization that helps to improve its operations in order to achieve business goals and
objectives. In many situations where the business is struggling, management makes strategic
decisions which are believed to improve the organisational processes and its performance.
This paper will undertake deep qualitative and quantitative analysis of operational
strategy of fast growing dry cleaning and laundry specialist in London: Bellevue Cleaners ltd, with
the aim to evaluate and recommend most suitable improvements in line with business needs.
Further, organization capability to implement the change will be measured with the use of varied
appraisal tools such as Payback Period, Net Present Value, SAFe, Performance-Importance matrix,
FEMA etc. This analysis will help to select the most appropriate forms of actions, necessary to
improve business performance and achieve further benefits in the form of competitive advantage
over the other market or industry competitors.
Most importantly, report highlights the importance of operational function into the
development and implementation of the business strategy. Furthermore, it shows the complexity of
improvement process where managers of the business must apply various techniques which will
help them to get the full understanding of factors impacting the success of the business performance
(Zeithaml, Bitner and Gremler, 2010). To sum it up, business operations require consistent internal
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processes review and external environment monitoring in order to achieve sustained success in the
long term.
IMPROVING BUSINESS PERFORMANCE REPORT
1.0. Brief introduction of organisation, its products or services.
The organization undertaken for the purpose of this study is Bellevue Cleaners ltd. It’s the
fastest growing dry cleaning and laundry specialist in London. Since established in 1974, has
always been and still is a family run business. The business name comes from the French word
which means beautiful view. The mentioned organization is located in the centre of the busy
shopping street, just 5 minutes from Clapham Junction Station. The Bellevue Cleaners ltd is a
private limited company, ran by two brothers, with only one main shop, having no other dry
cleaning branches. It employs 4 fulltime contract employees and a part time tailor. The major
services provided by the Bellevue Cleaners ltd are divided into 3 main categories:
 General dry cleaning along with rugs, curtains, furniture covers and wedding dresses
cleaning
 Repairs and alterations services
 Laundry and shirt services
Furthermore, being located at the centre of the crowded shopping area, it attracts large
number of new customers. However, business has long line of the loyal customer base. The prices
of dry cleaning services are also reasonable as per give offered quality, fabric care and discreet
service.
2.0. Business performance analysis.
Base on the data available, it can be stated that business is going throughout hard time
(Illustration 1). The declining tendency in cash and net worth indicates that business is struggling to
achieve financial results as in previous years.
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their operations in south London only and with the passage of time, they plan to expand their
operations in different areas. Further, by giving customers quality of services for affordable prices
they are able to sustain a good base of loyal customers which will help them in increasing their
turnover and getting necessary funds for future expansion project (Ataman, Van Heerde and Mela,
2010). Moreover, their unique pricing strategy puts them ahead of same area competitors. However,
Bellevue Cleaners is lucking innovations thus bringing new machines and laundry equipment will
save more of their time and organization will be able to increase their profit and productivity.
Hayes and wheelwright model
Hayes and wheelwright projected a maturity model which explains operations which can be
moved from being a barrier in order to get the strategic success. This model reveals that operational
capability increases and this makes impact on the operations of business venture (Meedith and
Mantel, 2012). This model has four stages and these have been discussed down under:
Illustration 1: Hayes and wheelwright model
 Stage 1: Correct worst problem
Bellevue Cleaners were at the first stage as cited firm was facing many problems within the
business venture like long queues, poor quality of shirts and high volume of alteration order. For
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solving the problem of long queues, self drop off machine plan was developed as it will be a
technological innovation and will help firm as individual self will be able to drop their clothes and
take the receipt of taking the clothes. At this stage, alternative will be search for getting rid from
mentioned problem. For this, owner will visit at competitors place in order to review the self drop
off machine and its functioning.
 Stage 2: Adopt best practice
By evaluating the budget and overall requirement of firm, cited venture has focused on
solving the first problem of long queues by implementing self drop off machine. This will help
venture in order to reduce the long lines so that customer does not have to wait long for their
number. It will be a technical innovation which will give firm a competitive advantage (Douglas
and Craig, 2011). Here, best practice of self drop off machine will be adopted and according to it,
dsign of shop, project cost estimation, notification to Wandsworth Borough Council and related
activity will take into account.
 Stage 3: Link strategy with operations
Cited firm deals in laundry services and it is necessary for the firm to make changes as
customers do not like to wait for long and not giving them proper response will make them irritate
and they will not be the loyal customer for the business venture. Therefore, this strategy surely links
with the organization operations and with that firm will be able to get a competitive edge over the
rival firms who are working within the same industry. At this stage, cited laundry will refurnish the
shop in order to bring out the change in effectual manner. Further, staff training, wiring the place,
pilot test and related activity will be under taken.
 Stage 4: Give operational advantage
By implementing proper strategy will show whether it was good for cited firm or not.
Bellevue Cleaners creativity and proactive attitude has put them ahead when compared to their
rivals and they are easily able to win their operations when certain rules and regulations followed
(Leonidou and et.al., 2013). Here, feedback will be attained from customers and same will be
reviewed in order to correct the operational flaws. Through this, high customer satisfaction can be
attained.
2.1. Problem identification at Bellevue Cleaners.
However, as mentioned above firm is facing some problems which are affecting their
revenue and putting them one step behind the competition. Decreasing performance is not
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acceptable for small business like Bellevue Cleaners as in result their financial performance will be
impacted (Douglas and Craig, 2011). Performance of Bellevue is impacted by operational issues
such as:
Above table clearly shows that the Bellevue cleaner is facing three major operational
issues. In order to overcome these issues, cited firm has to work on adopting some changes. These
problems and changes proposed have been discussed below:
 Long queues
As identified earlier organization having broad customers base, thus they get a large number of
clothes every day. The busiest operational time falls in the morning drop off hours and afternoon
pick up times. Therefore, due to the lack of the front shop assistance there are existing long queues.
This causes a sense of dissatisfaction in the eyes of customers and causes brake down of loyalty of
old time customers (Leonidou, Palihawadana and Theodosiou, 2011). In result, long waiting time
makes customers to choose another place for cleaning their clothes. This issue can be solved by
introducing fully automatic self drop off machine. People can drop out their clothes and get a ticket
as prove of the service. This technological innovation will definitely improve customers’
satisfaction. Furthermore, it will help business to increase their revenue as by installing new
machines more order will be booked.
 Poor quality of shirt and laundry services
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The standard of the shirt and laundry services is also a major problem at Bellevue. High level of
customer complains and need of reclining is causing financial loses. Indentified problem is mainly
associated with the lack of space to install newest pressing machines. The shirts as well as laundry
are done by human, with no use of newest technology. Opening new processing shop in close by
location can solve the problem. The manager has to take necessary action in order to improve
organization performance. Having, other shop where the staff will focus only on high quality of
shirt and laundry will definitely improve customer`s satisfaction as well as rebuild business
perception in their eyes and firm position (Slater, Hult and Olson, 2010).
 High volume of returned alteration orders.
The volume of returned alteration order is continuously increasing. Is has been noted, that high
volume of customers coming back due to inaccurate cutting. Further, as it was discussed, firm lacks
from fitting area thus all alteration are done in non professional way without trying the garment on.
Moreover, employee`s are not well trained in alteration or repair field what also impact business
operations (Varadarajan, 2010). Bellevue Cleaners management must not ignore this business area
as correction of returned orders will decrease the quantity of the new order which can be taken from
clients. That in result will have a bad impact on their revenue. This problem can be resolved with
the replacement of the old sawing machines along with the installation of the changing room. With
this, customers can try the clothes on the premises and necessary suggestion can be given to them.
This change will save the time and extra cost.
3. PROJECTS EVALUATION
3.1. Investment appraisal methods.
Investment appraisal techniques are very useful tools that help management to decide which
business project to choose. By using various methods in assessing the suitability and feasibility of
the business to perform the change. Management must not relay on the outcome of one appraisal
method but should use many different financial and non-financial techniques as it is important to
look at the proposed change from many different angles in order to be sure all the stakeholders will
be satisfied (Slack et al, 2013) Some of the most commonly used investment appraisal method
include:
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Payback period, Net Present Value (NPV), Return of investment (ROI), Gearing ratio analysis,
SAFe and Importance-Performance matrix.
According to Morgan, Katsikeas and Vorhies (2012), Net Present Value is a discounted cash
flow approach which eventually assists firm in appraising and selecting a suitable project option.
Further, the NPV of an investment proposal is the present value of net cash flow minus the initial
cash outflow of the project. What`s important, this method as not many others takes into
consideration the decreasing time value of money. NPV also helps in easy comparisons of returns
from different projects and the changes which are made in discount rates are easily visualized in the
evaluation process. However, Fifield (2012) argued that NPV method is not suitable for comparison
between the two projects because they have indifferent lives of cash outflow.
Most often used project appraisal technique if Payback period. From the view point of
Hultman, Katsikeas and Robson (2011) the Payback period describes the number of years taken by
an organisation to payback the initial investment of the project with the help of cash flows. This
technique is the simplest one as it requires minimum analysis and knowledge. However, Payback
period approach does not taken into consideration the decreasing time value of money what can
mislead the management and lead to wrong decisions being made (Johnson et al, 2011).
Third technique used by managers in assessing project suitability Importance-Performance
matrix. Performance-Importance matrix is based on analysis to main factors: Performance of
organisation against its competitors and Importance for the customers (Slack et al, 2013). The score
achieved by different project will help management to see which one of the proposed changes is
most necessary. Furthermore, Importance/Performance technique critically evaluates business
position towards its competitions thus highlights week point of organisation and gives ideal
opportunity for the business to improve their processes.
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(Slack et al., 2013)
The last very common technique of project appraisal is SAFe criteria. Kumar and et al.,
(2013) defined SAFe as a complex method which includes analysis of three separate factors such as
Suitability, Acceptability and Feasibility which used together give the wider picture of project
success. Suitability of proposed change is evaluated by looking at the key strategic factors and the
impact that suggested change can make on the firm strategic operations (Johnson et al, 2011). It
helps to assess if the suggested change will match the business strategy (Slater, Hult and Olson,
2010). Acceptability of the project is mainly based on the analysis of the stakeholders’ expectations
(with the use of Shareholders matrix), risk and possible return, by looking at the mentioned before
payback period. (Johnson et al, 2011) Shareholders matrix indicates business of needs and
importance of certain change for stakeholder from customers, shareholders to employees. Lastly,
feasibility factor takes into consideration three main aspects such as financial recourses, people &
skills available and ability of business to integrate proposed change at the existing stage. Feasibility
criteria help business to asses if they the process of change implementation can be processed or
there will be a need to employ new staff or to gain additional funding.
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(Jonhson, Whittington and Scholes, 2011)
3.2. Application of project appraisal techniques for Bellevue Cleaners.
The changes proposed in task 2.2 will be evaluated with the use of NPV, Payback period
technique as well as Importance/Performance matrix and SAFe criteria (appendix 1). The main
reason for selecting above methods is that they involve analysis of financial as well as nonfinancial
aspects of the internal and external business environment. By using various techniques business
will be able to look at the investments from different angles thus the risk associated with the change
implementation can be reduced to minimum.
Bellevue Projects Appraisal Summary table
3.3. Result analysis.
Above table shows that only projects 1 e.i installation of new self-drop of machine achieved
positive results in case of all measurement taken therefore it is the most acceptable.
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Base on the Payback period calculations, both, Project 1: New self drop-off machine and
Project 3: New fitting room will be able to recover the cost of investment. However, project 1 is the
most favourable of all due to the shortest time of budget recovery i.e. 2 Years 11 months. In
accordance with payback period calculations, opening new processing shop investment is the least
suitable option as the money investment will not be recovered in the time given.
It can also be said that Project 1 i.e. installation of new drop off machine is the most
favourable base on Performance-Importance graph. This investment requires the urgent action due
to very high importance for customers compare with other two projects. Other suggested changes
fell into Improve grid what means they are less important for customers, but could also bring
positive result for firm. Secondly, the matrix showed that other competitors (dry cleaning shops)
already use this type of machine what puts Bellevue Cleaners in less favourable position against its
rivals. That factor may have strong impact on business performance thus is the most necessary of
all suggested.
According to the SAFe, only Improvement 1 i.e. installation of new machine fulfilled the
suitability, shareholders acceptability and feasibility criteria of the project. Unfortunately, other
changes are not possible to implement due to lack of physical recourses (space and finances) and
human resources.
4. CONTINUOUS IMPROVEMENT VS RADICAL CHANGE.
4.1. Literature review: Definition of Radical change and Continuous improvement.
According to Leonidou and et.al., (2007) continuous improvement can be defined as
ongoing process to improve the products, services or operational processes. It is also viewed as a
less risky that radical change management tool for reengineering business processes in order to
achieve their organizational goals and objectives (Hammer, M., Campy, J., 2013) Kaizen approach
is one of the well known methods of continuous project implementation (Varadarajan, 2010). Base
on Kaizen improvement technique, project implementation process is a long term method to
systematically achieve small and incremental changes in process for improving the service quality.
(Morgan, Katsikeas, Vorhies, 2012) Moreover, continuous improvement becomes the responsibility
of each and every worker at the organisation.
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(How your Business can Benefit from 5S Principles, 2010 )
It can be stated that continuous improvement is a slow and complex process that takes long time to
achieve the same result as with the case of radical change. Furthermore, gradual and slow
implication of changes may actually become outdated by the time it is fully incorporated into
business strategy as the demand of market place changes very quickly (Chan, Ip and Cho, 2010).
An opposite of continuous improvements is a radical change method. According to
Papadopoulos and Heslop (2014) radical change is a change which is derived from the accepted or
the traditional forms. Thus, this kind of change is more risky and dramatic in its approach. Under
this definition, it is expected that will be used by management in the case of a big and urgent
projects. For instance, radical change approach is strongly recommended when the business is in
trouble and high need for improvements. In order to implement project with the use of the radical
approach, business management must be ensured it has got all the financial and nonfinancial
resources (e.g. man power, skills, technology, organisational culture etc) to perform it (Cronin Jr
and et.al., 2011). Otherwise, it may put organisation in huge financial position. Moreover, radical
change takes employees out of their comfort zone and it becomes difficult for them perform well.
5S for continuous improvement
Leonidou, Palihawadana and Theodosiou (2011) stated that operation excellence can be
achieved with the help of the housekeeping techniques which is treated as 5S. This is a type of
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methodology which is used to organize the workplaces so that they become more efficient and
streamlined consistency for better output, lower costs and less waste. This 5S is widely believed to
have their origin from Japan and the same term is derived from 5 Japanese words- seiri, seiton,
seiso, seiketsu and shitsuke. Moreover, these terms were translated into English and now they stand
for sort, simplify, shine, standardise and sustain. The description of these words has been discussed
below:
 Sort – This means sorting of all unnecessary items, parts, files, supplies and the same is
removed from the area.
 Simplify– This means setting all the things in proper order. With the impelementation of
this, the work becomes more easy and accessible.
 Shine– (Sweep) – This point relates with the cleaning of area and also giving effective
participation in keeping the things in order.
 Standardize – Apply the same standard throughout the workplace.
 Sustain – This is the last stage where focus is to maintain the new standard and avoid
slipping back to old habits
Applying the Four Step Quality Model on Bellevue Cleaners change
It is suggested that cited firm should emphasize on PDCA cycle in order to apply the relative
change. This method of Deming cycle is quite good and effective. Further, this model has also the
potential of implementing the change with best of the perfection. Plan – In the first stage, mentioned company can make relative plans regarding the change.
This evaluates that strategies are to be decided regarding the development of automotive self
drop off machine. This will reduce the que which generally exist outside the venture. Do – At the initial time period, Bellevue Cleaners can implement the changes on a small
scale and can see the response of the customers as whether they use the same old format of
standing in line or drop their clothes in the drop off machine. Check – In this stage, company can analyse the results and can see whether the new
technique has made any difference in the performance of business or not (Zeithaml, Bitner
and Gremler, 2010). The impact of the same can be measured at the operational level.
 Act – After finishing the checking process, if organization feels like that this method is
successful, then they can implement that on wider scale. The result of the same can be
assessed on continuous base.
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SIX SIGMA
From the view point of Chabowski,Mena and Gonzalez-Padron (2011) six sigma is a set of
techniques which is used for process improvement and it is a type of business strategy which helps
the business enterprise to achieve their goals and objectives. Further, it is also considered as a
disciplined and a data driven approach which eventually eliminates the defects. Six sigma doctrine
asserts the continuous efforts which help the enterprise to achieve stable and predictable process
results. Further, with the help of six sigma there is achievement of sustainable quality improvement
and it requires pure dedication from entire members who are working within the business
enterprise.
These steps for continuous improvement will help Bellevue Cleaners to work with best of
their efficiency in order to achieve their organizational goals and objectives, moreover, with these
they will also be able to see that how much work has been accomplished and upto what level the
project has been successful.
4.2. Project implication method at Bellevue.
After reviewing all pros and cons of each approach, the radical change will be the most
suitable for chosen project at Bellevue Cleaners. The reason of that is the urgency of the problem as
the long waiting time causes decreases in customer base. Customers prefer to use other less busy
dry cleaning shops with lower serving time, especially in morning rush hours. That also has a bad
impact on Bellevue revenue. Thus, installation of a new self drop off machine must be done as soon
as possible to prevent business form further financial loses and radical approach is more suitable
that slow in nature Continuous approach. Bellevue Cleaners have to improve their performance
significantly in order to gain valuable results thus Kaizen approach will not be suitable.
5.0 Project Plan Draft for Bellevue Cleaners.
Bellevue Cleaners need to prepare the project plan in order to implement the suggested
change. For solving the issue of the long queues, firm will install automotive, self drop off machine
what will reduce improve business performance at whole.
Major factors that must be taken into consideration:
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 Appropriate funds – Mentioned project required funds. Firm can use their savings, reinvest
profits or have to arrange funds from other financial institutions.
 Strategic approval – company requires complete approval from council and neighborhood).
The people of management must evaluate the proposal from all the sides before
implementing the necessary option (Papadopoulos & Heslop, 2014 ) Contribution of
employee’s is also required as they are the only one who will be working on machines in
order to increase the revenue and profits for business venture.
 Planning – Planning is the most essential activity in accomplishing a project and the change
can only be accomplished with the help of developing effective plans. In the absence of
planning, some issues can arise which may affect the working of business enterprise.
Apart from it, project management phase can be taken into consideration which shows the
application of skills, knowledge, tools and techniques to broad range of activities which will help
cited firm to meet the requirement of particular project. In order to successfully accomplish the
tasks, project management model has been taken into consideration which comprises 5 different
stages. This has been discussed down under:
 STAGE 1: Understanding project environment
 STAGE 2: Definition of project
 STAGE 3: Planning of project
 STAGE 4: Technical execution
 STAGE 5: Project Control
This plan will help Bellevue Cleaners in conducing their business operations in effective
manner which will enhance their brand image and productivity. Further, with this model, cited firm
will also be able to witness different activities along with the duration it will take in completion.
Task Name Cost
Self drop off machine investigation/market research £80.00
Competitors onside visit £10.00
Taking advice of dry cleaning specialists £50.00
Designing front shop look £35.00
Resources identification £15.00
Project cost estimation £1.00
Finance examination £32.00
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Wandsworth Borough council notification £65.00
Construction team research £18.00
Builders consultation £10.00
Price negotiation £10.00
Finance arrangement £10.00
Refurbishment team selection £37.00
Electrician consultation £12.00
Self drop off machine purchase £5.00
Customer notification £130.00
Front Shop refurbishment £120.00
Wiring the place £20.00
Machine installation £30.00
IT firm consultation £67.00
Data transfer/integration £19.00
Staff training £36.00
Shop floor rearrangement £6.00
Staff working hours policy change £10.00
Assigning staff to new roles/responsibilities £4.00
Pilot test £100.00
Analysing errors in new system £5.00
Drop off system correction £5.00
Front shop painting £120.00
1 week testing trial £47.00
Project review/customers feedback £10.00
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ID Task
Mode
Task Name
1 Self drop off machine
investigation/market research
4 Competitors onside visit
6 Taking advice of dry cleaning
specialists
8 Designing front shop look
14 Resources identification
17 Project cost estimation
18 Finance examination
21 Wandsworth Borough council
notification
26 Construction team research
29 Builders consultation
31 Price negotiation
34 Finance arrangement
35 Refurbishment team selection
39 Electrician consultation
42 Self drop off machine purchase
43 Customer notification
46 Front Shop refurbishment
47 Wiring the place
50 Machine installation
55 IT firm consultation
60 Data transfer/integration
£80.00 Self drop off machine investigation/market research
£10.00 Competitors onside visit
£50.00 Taking advice of dry cleaning specialists
£35.00 Designing front shop look
£15.00 Resources identification
£1.00 Project cost estimation
£32.00 Finance examination
£65.00 Wandsworth Borough council notification
£18.00 Construction team research
£10.00 Builders consultation
£10.00 Price negotiation
£10.00 Finance arrangement
£37.00 Refurbishment team selection
£12.00 Electrician consultation
£5.00 Self drop off machine purchase
£130.00 Customer notification
£120.00 Front Shop refurbishment
£20.00 Wiring the place
£30.00 Machine installation
£67.00 IT firm consultation
£19.00 Data transfer/integration
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 1, 2016 Qtr 2, 2016 Qtr 3, 2016 Qtr 4, 2016 Qtr 1, 2017 Qtr 2, 2017 Qtr 3, 2017 Qtr 4, 2017 Qtr 1, 2018
ID Task
Mode
Task Name
66 Staff training
71 Shop floor rearrangement
74 Staff working hours policy change
77 Assigning staff to new
roles/responsibilities
80 Pilot test
81 Analysing errors in new system
82 Drop off system correction
83 Front shop painting
84 1 week testing trial
88 Project review/customers
feedback
£36.00 Staff training
£6.00 Shop floor rearrangement
£10.00 Staff working hours policy change
£4.00 Assigning staff to new roles/responsibilities
£100.00 Pilot test
£5.00 Analysing errors in new system
£5.00 Drop off system correction
£120.00 Front shop painting
£47.00 1 week testing trial
£10.00 Project review/customers feedback
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Qtr 1, 2016 Qtr 2, 2016 Qtr 3, 2016 Qtr 4, 2016 Qtr 1, 2017 Qtr 2, 2017 Qtr 3, 2017 Qtr 4, 2017 Qtr 1, 2018
The prepared draft plan has been designed in order highlight project timescale, recourses
necessary and process that must be followed. The main activities will be associated with the
implementation of drop off machine are highlighted above in the table along with resources and
cost. In this context, total price that will incur in installing self drop off machine is £1119.
6.0. PROJECT RISK EVALUATION.
6.1. Risk management literature review.
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Risk is inseparable aspect of every investment. There are many different type of risks
associated with finances, business operations, supplier base, innovation level or time (Slack et al,
2013) However, sooner the risks are identified and assessed the less chances of project failure
(Papadopoulos and Heslop, 2014). Therefore, risk management takes very important part in
reducing the likelihood of project fiasco. Identifying the risk at early stage helps the enterprise in
planning for future actions and developing the solution (Slack at el. 2013) Furthermore, the main
objective of risk management is to assure the uncertainty will not impact the project implication
(Hillson, 2004) There are varied qualitative and quantitative techniques which can help in
identifying potential barriers for project implementations. Quantitative methods such as FMEA,
PERT, MCA, are based on use of numerical data thus this approach are more accurate (Török,
2010). Thus in many cases of risk management qualitative analysis provide support for quantitative
investigation (Iacob, 2013).
6.2. Project Risk evaluation at Bellevue Cleaners.
Base on the above definitions, Failure Mode & Effect analysis (FMEA) together with
Profitability Impact matrix will be taken into consideration when assessing the risk and obstacles
for project selected at Bellevue Cleaners. Project will be evaluated by both qualitative and
quantitative methods what will provide useful information to the management. Moreover, FMEA
can identify the likely magnitude of associated risks, uncertainties on the qualitative data currently
available (Hillson, 2004). In result, both of methods will help to highlight potential threat areas and
its impact on the business operations. In result, management will be able to make necessary
adjustment to the project what will minimize or prevent the project failure.
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6.3. Risk appraisal summary
As seen from the detailed analysis (appendix 2), project risks are mostly associated with
the technological and human aspects. It is very essential for the manager of firm to take significant
action at time of project development otherwise whole activities which are carrying by Bellevue
Cleaners will be negatively impacted. Firstly, to mitigate possibility of risks business must pay
extra attention to technological innovations and backup solutions that will reduce its impact on
business operations. Secondly, detailed project planning or project specialist advice can help in cost
and resource overestimation. In addition to that, customers` education is also very important. By
notifying and educating customers at early stage of the project customers will feel more
comfortable with using new system thus approval of self drop off system will take less time. Lastly,
firm must take appropriate precautions to prevent risk of frauds which could spoil the project
success. After review of risks, project draft will be extended by below activities to mitigate it:
1. Installing CCTV outside shop
2. Virus protection purchase.
3. Extra Backup system installation4. Extra Filter installation
6.4. Risk register
Description FMEA Profitability Risk Risk owner
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of risk Impact
Score
response
Insufficient
resources 18 5
Billy
(General Director)
Electric power
cuts
3 4 Extra Filter
installation
Viruses 6 4
Virus protection
purchase
Robby
IT specialist
Poor level of
customer
education
18 6
Self drop off machine
manuals printing
Video manual
displaying
Kenan
2nd director
IT breakdown 3 3 Extra Backup system
installation
Robby
IT specialist
Fraud 18 5
Outside shop CCTV
installation
Directors
Billy
Kenan
Machine
breakdown/fire
3 4 Extra Filter
installation
Kenan
2nd Director
7.0. Final Project Plan for Bellevue Cleaners.
Task Name Duration Start Finish Predece
ssors
Resource
Names Cost
Self drop off machine
investigation/market research 9 days Mon 02-
05-16
Thu 12-
05-16 £80.00
Gaining data from secondary
sources 5 days Mon 02-
05-16
Fri 06-
05-16
Floor
manager £20.00
Analysing the data 4 days Mon 09- Thu 12- 2 Floor £60.00
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05-16 05-16
manager,
General
manager
Competitors onside visit 5 days Fri 13-
05-16
Thu 19-
05-16 2 £10.00
Identifying competitors in locality
and visiting them 5 days Fri 13-
05-16
Thu 19-
05-16 3,2 General
manager £10.00
Taking advice of dry cleaning
specialists 2 days Fri 20-
05-16
Mon 23-
05-16 4 £50.00
Meeting and discussing with
specialists 2 days Fri 20-
05-16
Mon 23-
05-16 5 General
manager £50.00
Designing front shop look 13 days Tue 24-
05-16
Thu 09-
06-16 6,7 £35.00
Making contact with layout
developers 2 days Tue 24-
05-16
Wed 25-
05-16 7 Floor
manager £5.00
Taking measurements 2 days Thu 26-
05-16
Fri 27-
05-16 9 Executive 1 £5.00
Developing layout 4 days Mon 30-
05-16
Thu 02-
06-16 7,10 General
manager £10.00
Identifying loopholes 2 days Fri 03-
06-16
Mon 06-
06-16 11
Floor
manager,
Executive
1,Executive
2,Executive 3
£5.00
Finalising Design 3 days Tue 07-
06-16
Thu 09-
06-16 12 Floor
manager £10.00
Resources identification 2 days Fri 10-
06-16
Mon 13-
06-16 13 £15.00
Assessing equipment to be
purchased
2 days Fri 10-
06-16
Mon 13-
06-16
7,13 Executive
2,Floor
£10.00
22

manager
Identifying manpower requirement 1 day Fri 10-
06-16
Fri 10-
06-16 7 General
manager £5.00
Project cost estimation 2 days Tue 14-
06-16
Wed 15-
06-16
7,13,15,
16
General
manager £1.00
Finance examination 26 days Thu 16-
06-16
Thu 21-
07-16 17 £32.00
Identifying different source of
capital 6 days Thu 16-
06-16
Thu 23-
06-16 17
Floor
manager,
General
manager
£12.00
Funding the project 20 days Fri 24-
06-16
Thu 21-
07-16 19 General
manager £20.00
Wandsworth Borough council
notification 16 days Fri 22-
07-16
Fri 12-
08-16 20 £65.00
Booking the appointment with
Wandsworth Borough council 2 days Fri 22-
07-16
Mon 25-
07-16 7,20 General
manager £5.00
Documents preparation 15 days Fri 22-
07-16
Thu 11-
08-16 7 Floor
manager £15.00
Council officer meeting 5 days Tue 26-
07-16
Mon 01-
08-16 22
Floor
manager,
General
manager
£25.00
Council permission 1 day Fri 12-
08-16
Fri 12-
08-16 23,24 Floor
manager £20.00
Construction team research 5 days Mon 15-
08-16
Fri 19-
08-16 25 £18.00
Search for builders 3 days Mon 15-
08-16
Wed 17-
08-16 25 Floor
manager £10.00
Selecting builder 2 days Thu 18- Fri 19- 27 Floor £8.00
23

08-16 08-16 manager
Builders consultation 2 days Mon 22-
08-16
Tue 23-
08-16 28 £10.00
Briefing about project 2 days Mon 22-
08-16
Tue 23-
08-16 28 Executive 2 £10.00
Price negotiation 3 days Wed 24-
08-16
Fri 26-
08-16 30,29 £10.00
Negotiation on material 1 day Wed 24-
08-16
Wed 24-
08-16 30 Floor
manager £5.00
Finalizing price 2 days Thu 25-
08-16
Fri 26-
08-16 32 Floor
manager £5.00
Finance arrangement 1 day Mon 29-
08-16
Mon 29-
08-16 20,33 General
manager £10.00
Refurbishment team selection 7 days Tue 30-
08-16
Wed 07-
09-16 29 £37.00
Identifying team 3 days Tue 30-
08-16
Thu 01-
09-16 34 Floor
manager £25.00
Negotiate on price and time 2 days Fri 02-
09-16
Mon 05-
09-16
33,34,3
6
General
manager £2.00
Contract signing with refurbishment
subcontractors 2 days Tue 06-
09-16
Wed 07-
09-16 37 General
manager £10.00
Electrician consultation 3 days Thu 08-
09-16
Mon 12-
09-16 35 £12.00
Identifying electrician 2 days Thu 08-
09-16
Fri 09-
09-16 37,38 Executive 3 £10.00
Contract signing with electrician 1 day Mon 12-
09-16
Mon 12-
09-16 40 Executive 3 £2.00
Self drop off machine purchase 1 day Tue 13-
09-16
Tue 13-
09-16 41 Floor
manager £5.00
Customer notification 45 days Wed 14- Tue 15- 42 £130.00
24

09-16 11-16
Marketing through newspaper 30 days Wed 14-
09-16
Tue 25-
10-16 25 Floor
manager £80.00
Marketing through Online platform 15 days Wed 26-
10-16
Tue 15-
11-16 44 General
manager £50.00
Front Shop refurbishment 10 days Tue 13-
09-16
Mon 26-
09-16 41 Executive
1,Executive 2 £120.00
Wiring the place 4 days Tue 27-
09-16
Fri 30-
09-16 46 Executive 3 £20.00
CCTV installation 2 days Tue 27-
09-16
Wed 28-
09-16 46 £0.00
Video manual 2 days Thu 29-
09-16
Fri 30-
09-16 48 £0.00
Machine installation 11 days Mon 03-
10-16
Mon 17-
10-16 46,47 £30.00
Placing the machine 2 days Mon 03-
10-16
Tue 04-
10-16 47 Executive
1,Executive 2 £15.00
Ensuring proper set up of machine 3 days Wed 05-
10-16
Fri 07-
10-16 51 Floor
manager £10.00
Checking proper functioning of
machine 4 days Mon 10-
10-16
Thu 13-
10-16 52 Floor
manager £5.00
Extra Filter installation 2 days Fri 14-
10-16
Mon 17-
10-16 53 £0.00
IT firm consultation 19 days Tue 18-
10-16
Fri 11-
11-16 46 £67.00
Software selection 3 days Tue 18-
10-16
Thu 20-
10-16
53,46,5
4
General
manager £10.00
Price negotiation of Software 2 days Fri 21-
10-16
Mon 24-
10-16 56 General
manager £5.00
Software installation 4 days Tue 25- Fri 28- 57 General £52.00
25

10-16 10-16 manager
IT and software system correction 10 days Mon 31-
10-16
Fri 11-
11-16 58 £0.00
Data transfer/integration 14 days Mon 14-
11-16
Thu 01-
12-16 58 £19.00
Developing path for data integration 2 days Mon 14-
11-16
Tue 15-
11-16 58,59 Floor
manager £10.00
Connecting servers 5 days Wed 16-
11-16
Tue 22-
11-16 61 Executive 1 £3.00
Ensuring Data Transfer 2 days Wed 23-
11-16
Thu 24-
11-16 62 Executive 1 £6.00
Virus protection purchase 1 day Fri 25-
11-16
Fri 25-
11-16 63 £0.00
Extra Backup system installation 4 days Mon 28-
11-16
Thu 01-
12-16 64 £0.00
Staff training 20 days Fri 25-
11-16
Thu 22-
12-16 63 £36.00
Developing training agenda 3 days Fri 25-
11-16
Tue 29-
11-16 63 Floor
manager £2.00
Choosing right mode of training 2 days Wed 30-
11-16
Thu 01-
12-16 67 Floor
manager £20.00
Finalising module 5 days Fri 02-
12-16
Thu 08-
12-16 68 General
manager £2.00
Imparting training 10 days Fri 09-
12-16
Thu 22-
12-16 69 Floor
manager £12.00
Shop floor rearrangement 17 days Mon 14-
11-16
Tue 06-
12-16 55 £6.00
Re-arranging machines for physical
layout 3 days Fri 02-
12-16
Tue 06-
12-16 50,65 Executive 3 £5.00
Ensuring one way flow of functions 5 days Mon 14- Fri 18- 53 Floor £1.00
26

11-16 11-16 manager
Staff working hours policy change 12 days Fri 09-
12-16
Mon 26-
12-16 69 £10.00
Developing new policies 5 days Fri 09-
12-16
Thu 15-
12-16 69 General
manager £5.00
Communicating new policies to all
employees 2 days Fri 23-
12-16
Mon 26-
12-16 69,70 Floor
manager £5.00
Assigning staff to new
roles/responsibilities 9 days Tue 27-
12-16
Fri 06-
01-17
70,76,7
5 £4.00
Developing new organisational
structure 6 days Tue 27-
12-16
Tue 03-
01-17 76 General
manager £2.00
Assigning of new roles and
responsibilities 3 days Wed 04-
01-17
Fri 06-
01-17 78 General
manager £2.00
Pilot test 1 day Mon 09-
01-17
Mon 09-
01-17
45,73,7
6,79,72,
71
Floor
manager £100.00
Analysing errors in new system 15 days Tue 10-
01-17
Mon 30-
01-17 80 Floor
manager £5.00
Drop off system correction 8 days Tue 31-
01-17
Thu 09-
02-17 81 Floor
manager £5.00
Front shop painting 5 days Fri 10-
02-17
Thu 16-
02-17 82 Executive 3 £120.00
1 week testing trial 7 days Fri 17-
02-17
Mon 27-
02-17 83 £47.00
Checking functionality 4 days Fri 17-
02-17
Wed 22-
02-17 83 Floor
manager £10.00
Finding loopholes 2 days Thu 23-
02-17
Fri 24-
02-17 80,85
Executive
1,Executive
2,Executive 3
£25.00
Taking corrective actions 1 day Mon 27- Mon 27- 86 Floor £12.00
27

02-17 02-17
manager[50
%],General
manager[50
%]
Project review/customers feedback 20 days Tue 28-
02-17
Mon 27-
03-17 87 Floor
manager £10.00
ID Task
Mode
Task Name Duration Start
1 Self drop off machine
investigation/market research
9 days Mon
02-05-16
2 Gaining data from secondary
sources
5 days Mon
02-05-16
3 Analysing the data 4 days Mon 09-05-16
4 Competitors onside visit 5 days Fri 13-05-16
5 Identifying competitors in
locality and visiting them
5 days Fri 13-05-16
6 Taking advice of dry cleaning
specialists
2 days Fri 20-05-16
7 Meeting and discussing with
specialists
2 days Fri 20-05-16
8 Designing front shop look 13 days Tue 24-05-16
9 Making contact with layout
developers
2 days Tue 24-05-16
10 Taking measurements 2 days Thu 26-05-16
11 Developing layout 4 days Mon 30-05-16
12 Identifying loopholes 2 days Fri 03-06-16
13 Finanlising Design 3 days Tue 07-06-16
27 30 03 06 09 12 15 18 21 24 27 30 02 05 08 11 14 17 20 23 26 29 02 05 08 11 14 17
April 2016 May 2016 June 2016 July 2016
ID Task
Mode
Task Name Duration Start
14 Resources identification 2 days Fri 10-06-16
15 Assessing equipements to be
purchased
2 days Fri 10-06-16
16 Identifying manpower
requirement
1 day Fri 10-06-16
17 Project cost estimation 2 days Tue 14-06-16
18 Finance examination 26 days Thu 16-06-16
19 Identifying different source of
capital
6 days Thu 16-06-16
20 Funding the project 20 days Fri 24-06-16
21 Wandsworth Borough council
notification
16 days Fri 22-07-16
22 Booking the appointment
with Wandsworth Borough
council
2 days Fri 22-07-16
23 Documents preparation 15 days Fri 22-07-16
24 Council officer meeting 5 days Tue 26-07-16
25 Council permission 1 day Fri 12-08-16
30 02 05 08 11 14 17 20 23 26 29 02 05 08 11 14 17 20 23 26 29 01 04 07 10 13 16 19
May 2016 June 2016 July 2016 August 2016
ID Task
Mode
Task Name Duration Start
26 Construction team research 5 days Mon 15-08-16
27 Search for builders 3 days Mon 15-08-16
28 Selecting builder 2 days Thu 18-08-16
29 Builders consultation 2 days Mon 22-08-16
30 Breifing about project 2 days Mon 22-08-16
31 Price negotiation 3 days Wed 24-08-16
32 Negotiation on material 1 day Wed 24-08-16
33 Finalizing price 2 days Thu 25-08-16
34 Finance arrangement 1 day Mon 29-08-16
35 Refurbishment team selection 7 days Tue 30-08-16
36 Identifying team 3 days Tue 30-08-16
37 Negotiate on price and time 2 days Fri 02-09-16
38 Contract signing with
refurbishment subcontractors
2 days Tue 06-09-16
39 Electrician consultation 3 days Thu 08-09-16
40 Identifying electrician 2 days Thu 08-09-16
41 Contract signing with electrician1 day Mon 12-09-16
20 23 26 29 01 04 07 10 13 16 19 22 25 28 31 03 06 09 12 15 18 21 24 27 30 03 06 09 12
July 2016 August 2016 September 2016 October 2016
28

ID Task
Mode
Task Name Duration Start
42 Self drop off machine purchase 1 day Tue 13-09-16
43 Customer notification 45 days Wed 14-09-16
44 Marketing through newspaper30 days Wed 14-09-16
45 Marketing through Online
platform
15 days Wed
26-10-16
46 Front Shop refurbishment 10 days Tue 13-09-16
47 Wiring the place 4 days Tue 27-09-16
48 CCTV installation 2 days Tue 27-09-16
49 Video manual 2 days Thu 29-09-16
50 Machine installation 11 days Mon 03-10-16
51 Placing the machine 2 days Mon 03-10-16
52 Ensuring proper set up of
machine
3 days Wed
05-10-16
53 Checking proper functioning
of machine
4 days Mon
10-10-16
54 Extra Filter installation 2 days Fri 14-10-16
55 IT firm consultation 19 days Tue 18-10-16
56 Software selection 3 days Tue 18-10-16
57 Price negotiation of Software 2 days Fri 21-10-16
58 Software installation 4 days Tue 25-10-16
59 IT and software system
correction
10 days Mon
31-10-16
06 09 12 15 18 21 24 27 30 03 06 09 12 15 18 21 24 27 30 02 05 08 11 14 17 20 23 26
September 2016 October 2016 November 2016
ID Task
Mode
Task Name Duration Start
60 Data transfer/integration 14 days Mon 14-11-16
61 Developing path for data
integration
2 days Mon
14-11-16
62 Connecting servers 5 days Wed 16-11-16
63 Ensuring Data Transfer 2 days Wed 23-11-16
64 Virus protection purchase 1 day Fri 25-11-16
65 Extra Backup system installation4 days Mon 28-11-16
66 Staff training 20 days Fri 25-11-16
67 Developing training agenda 3 days Fri 25-11-16
68 Choosing right mode of training2 days Wed 30-11-16
69 Finalising module 5 days Fri 02-12-16
70 Imparting training 10 days Fri 09-12-16
71 Shop floor rearrangement 17 days Mon 14-11-16
72 Re-arranging machines for
physial layout
3 days Fri 02-12-16
73 Ensuring one way flow of
functions
5 days Mon
14-11-16
74 Staff working hours policy change12 days Fri 09-12-16
75 Developing new policies 5 days Fri 09-12-16
76 Communicating new policies
to all employees
2 days Fri 23-12-16
08 11 14 17 20 23 26 29 02 05 08 11 14 17 20 23 26 29 01 04 07 10 13 16 19 22 25 28
November 2016 December 2016 January 2017
ID Task
Mode
Task Name Duration Start
77 Assigning staff to new
roles/responsibilities
9 days Tue 27-12-16
78 Developing new
organisational structure
6 days Tue 27-12-16
79 Assigning of new roles and
responsibilities
3 days Wed
04-01-17
80 Pilot test 1 day Mon 09-01-17
08 11 14 17 20 23 26 29 01 04 07 10 13 16 19 22 25 28 31 03 06 09 12 15 18 21 24 27
December 2016 January 2017 February 2017 March 2017
ID Task
Mode
Task Name Duration Start
81 Analysing errors in new system 15 days Tue 10-01-17
82 Drop off system correction 8 days Tue 31-01-17
83 Front shop painting 5 days Fri 10-02-17
84 1 week testing trial 7 days Fri 17-02-17
85 Checking functionality 4 days Fri 17-02-17
86 Finding loopholes 2 days Thu 23-02-17
87 Taking corrective actions 1 day Mon 27-02-17
88 Project review/customers
feedback
20 days Tue 28-02-17
07 10 13 16 19 22 25 28 31 03 06 09 12 15 18 21 24 27 02 05 08 11 14 17 20 23 26 29
January 2017 February 2017 March 2017
8.0. Conclusion.
From the above report it is articulated that Bellevue Cleaners is suffering from some
operational issues and these issues can be resolved by adapting appropriate project. This report
showed that business must constantly review its performance and make necessary changes in order
to survive in very competitive market place.
29

30

9.0. Appendixes.
9.1. Appendix 1
NET PRESENT VALUE (NPV) CALCULATIONS
PROJECT 1: New Drop off Machine
Year Cash Inflow PV Factor Inflow by considering
PV
1 35 000 0.909 31 815
2 45 000 0.826 37 170
3 55 000 0.751 41 305
4 65 000 0.683 44 395
Total Inflow 200 000 154 685
Less: initial invest 130 000
NPV 24 685
PROJECT 2: New processing shop
Year Cash Inflow PV Factor Inflow by considering
PV
1 40 000 0.909 36 360
2 50 000 0.826 41 300
3 55 000 0.751 41 305
4 65 000 0.683 44 395
Total Inflow 200 000 163 360
Less: initial invest 190 000
NPV -26 640
31

PROJECT 3: New fitting room
Year Cash Inflow PV Factor Inflow by considering
PV
1 50 000 0.909 45 450
2 50 000 0.826 41 300
3 50 000 0.751 37 550
4 50 000 0.683 34 150
Total Inflow 200 000 158 450
Less: initial invest 150 000
NPV 8 450
METHOD 2: PAYBACK PERIOD CALCULATIONS
Project 1: New drop off machine
Year Cash Inflow Cumulative Cash flow
0 (130 000) (130 000)
1 35 000 (95 000)
2 45 000 (50 000)
3 55 000 5 000
4 65 000 70 000
Money invested in project 1 will be recovered after 2 years and 11 months.
50 000/55 000 x 12=10.9
Project 2: New processing shop
Year Cash Inflow Cumulative Cash flow
0 (185 000) (185 000)
1 30 000 (155 000)
32

2 45 000 (110 000)
3 48 000 (62 000)
4 51 000 (11 000)
Base on the above calculations money invested in opening new processing shop will not be
recovered in the period of 4 years.
Project 3: Fitting room installation
Year Cash Inflow Cumulative Cash flow
0 (55 000) (55 000)
1 15 000 (40 000)
2 15 000 (25 000)
3 22 000 (3 000)
4 30 000 33 000
Payback period for proposed change is 3 years and 2 months.
3 000/30 000 x 12=1.2
METHOD 3: SAFE Criteria
A) Suitability ranking table:
Strategic option: Quality
of service
Volume/sold
amount
Keeping low
cost
Location RANK
33

34

Project 1
Self drop off machine
√ √ √ √ YES
Project 2
New processing shop
√ √ X √ YES
Project 3
Changing room
√ √ √ X YES
B) Acceptability criteria.
Project 1: New drop off machine
Key shareholders- customers
Project 2: New processing shop
35

Key shareholders- customers
Project 3: Fitting room installation
Key shareholders- customers,
C) Feasibility ranking table.
36

Financial
resources
People and
Skills
Integrating
resources
RANK
37

Improvement 1
Self drop off machine
√ √ √ YES
Improvement 2
New processing shop X X X
NO
Improvement 3
Changing room
√ √ X NO
SAFe Summary table:
38

Suitability Acceptability Feasibility RANK
39

Improvement 1
Self drop off machine
√ √ √ YES
Improvement 2
New processing shop √ X X
NO
Improvement 3
Changing room
√ √ X NO
METHOD 4: Importance Performance Matrix
Project 1: New drop off machine
Project 2: New processing shop
Project 3: Fitting room
40

9.2. Appendix 2.
Risk management method 1: Profitability Impact matrix
Risk 1: Insufficient resources (5)
HIGH (3)
MEDIUM (2) X
LOW (1)
LOW (1) MEDIUM (2) HIGH (3)
Risk 2: Electric power cuts (4)
HIGH (3)
MEDIUM (2) X
LOW (1)
LOW (1) MEDIUM (2) HIGH (3)
Risk 4: Viruses (4)
HIGH (3)
MEDIUM (2)
LOW (1) X
LOW (1) MEDIUM (2) HIGH (3)
Risk 5: Poor level of customer education (6)
HIGH (3) X
MEDIUM (2)
LOW (1)
LOW (1) MEDIUM (2) HIGH (3)
Risk 6: Fraud (5)
HIGH (3)
41

MEDIUM (2) X
LOW (1)
LOW (1) MEDIUM (2) HIGH (3)
Risk 7: Fire (4)
HIGH (3)
MEDIUM (2)
LOW (1) X
LOW (1) MEDIUM (2) HIGH (3)
Risk management method 2: FMEA
Type of Risk Effect Cause A B C Total
1. Insufficient
resources
Project delays
Lose of customers
Customers
dissatisfaction
Poop project planning and
forecasting skills
Lack of research
3 3 2 18
2. Electric power
cuts
Project delays Unforeseen 1 3 1 3
3. Viruses System crush
Lose of data
Faulty system 1 2 3 6
4. Poor level of
customer
education
System crush
Customers`
Dissatisfaction
Unclear instructions
No dry run
3 3 2 18
5. IT breakdown System crush
Extra cost
Overloaded IT system
Data crash
1 3 1 3
6. Fraud Financial loss
Lose of reputation
and loyalty
No monitoring/ CCTV
system
Credit card operator
problem
2 3 3 18
7. Machine
breakdown/fire
Lose of data Faulty wire/ electric 1 3 1 3
42

Lose of goods
Financial cost
installation
A- Likelihood of risk occurring
B- Potential severity
C- Difficulty of detection
43

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