Lean Management in a Salon

Powerful Essays
1.0. About the organization
Yellow Nails Salon is a privately run business which specializes in nail care and started off as a nail-bar 5 years ago. It is a small setup with 10 service staff, one main work floor, 2 treatment rooms, a storeroom, a pantry and a restroom. The owner visits the salon every day for a couple of hours to keep an eye on the over-all running of the salon and to ensure work is being done up to the standard. The salon services about 20 customers on weekdays and up to 40 customers on weekends/peak seasons, and receives about 20% turn-away customers daily.

1.1. Main products and services
The core services provided by the salon are different types of manicures and pedicures. Since 2010 the salon has grown in popularity and seen a demand from regular clients to offer more varied services, so hair treatments, massage services, hair removal and specialized facials have been introduced. The salon also stocks nail polishes which the customers can purchase.

1.2. The customers
The client base consists of women from low to mid-income families residing in the area. These are women that like the convenience of having a salon close by that they can visit regularly and pamper themselves, yet not blow a hole in their pockets by doing so. A lot of the customers treat their salon time as a requirement rather than an indulgence and slot it in as a job in their busy schedules.

1.3. Order qualifiers and order winners for the company
The order winners for the salon are the prices offered along with the decor and environment. There are no other salons in the area with a matching stylish interior while offering similar competitive rates. Any salons that offer this type of ambience will be too pricey, and those that are not, will not have the same sort of interiors. The order qualifiers are the experience of the staff, the services offered and the location.

2.0. Challenges
One of the biggest challenges faced by the business is that a lot of



References: • Abdi, F. et al. (2006) Glean Lean: How to use Lean approach in service industries?. Journal of Services Research, 6 p.191-206. • Alsmadi, M. et al. (2012) A comparative analysis of Lean practices and performance in the UK manufacturing and service sector firms. Total Quality Management & Business Excellence, 23 (4), p.381-396. • Bonaccorsi, A. et al. (2011) Service Value Stream Management (SVSM): Developing Lean Thinking in the Service Industry. Journal of Service Science and Management, 4 p.428-439. • Bortolotti, T. and Romano, P. (2013) 'Lean first, then automate ': a framework for process improvement in pure service companies. Production Planning & Control: The Management of Operations, 23 (7), p.513-522. • Coote, P. and Gould, S. (2006) Technical Matters - Lean Management. Financial Management, p.31-34 • Draghici, M. and Jenica Petcu, A. (2011) Knowledge Transfer - The Key to Drive Innovation for Service Organizations Excellence.Journal of Knowledge Management, Economics and Information Technology, (4), p.44-53. • Maleyeff, J. (2006) Exploration of internal service systems using lean principles. Management Decision, 44 (5), p.674-689. • Piercy, N. and Rich, N. (2009) High quality and low cost: the lean service centre. European Journal of Marketing, 43 (11/12), p.1477-1497. • Slack, N. et al. (2011) Essentials of Operations Management. Harlow: Prentice Hall Financial Times, p.1-318.

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