Business - Talent Drycleaners - Case Study Example

Talent Drycleaners Executive Summary The document is about business planning setting up procedures and guidelines for the new business to follow. Itgives opportunities to the students in postgraduate education and entrepreneurial businesses classes to cogitate the all-important ideas of logjams in handling service operations. It also looks into detail the capacities of the various sub-processes while at the same time using the identical data to analyze the break-even points, capacity utilization, and all the significant facts of service strictures of improvement period in an archetypal dry-cleaning service.

 Moreover, it frameworks the important stepladders that are hypothetical and to be approved in order to improve the entire procedure and also inspect the frugalities of the business if the owner is keen to move out of the current position and up to the newfangled emergent positions in Lagos metropolis. Background The scenario is set up in the Nigerian background of Lagos. The objective of the situation is to make the operations of the business better, faster, and cheaper for the Nigeria based similar businesses.

The example necessitates the use of rudimentary procedure stream apparatuses to apprehend the impairments to productivity, viability, and development in an extremely inexpensive setting. It is also used as a lesson to entrepreneurs who deal with the challenges of managing the operations of a dry-cleaning business and can be used as an illustration to other interested investors who encounters similar problems. Analysis The sample scenario scrutinizes the whole process that a business should undergo trough to be a fully-fledged business in Nigeria.

These include the mandatory requirements by the government of Nigeria and the ideologies and the financial planning methods that should be incorporated by the business (Shim & Siegel, 1999).). The first step for the dry cleaning business in Nigeria is the registration process. The instance starts with the business owner registering the customer, and doing a thorough inspection of the clothes that have been brought by the customer before they depart. The person responsible for this task is the registration clerk.

The process of inspection is a thorough process, which includes inspecting the pockets in order to confirm that there is no valuable item such as money or identity cards. Inspection is also done to ensure that there are no major stains or tear. If such a major stain or tear is found, the clothes are returned back to the customer or forwarded to tailoring depending on the wish of the customer. On registration, the cloths are then tagged with a solvent proof material that bears a unique number, and later a receipt is issued to the customer, which indicates the customers cleaning and scratches preferences including the collection date.

The tagged number is also a way of easy tracking the cloth during collection time. Next is the initial inspection and sorting stage. This time around, it is carried out by the technical staff after the cloth have been taken to the back office. During this stage, the technical staff determines the type of cleaning which is required for each differentiated cloth whereby they place another different tag. This stage leads Eze to decide the best method that he can use based on his experience in the dry cleaning industry (Thom, 2011).

On completing this process, the following process is spotting. At this stage, the work activity is performed on a table and took care of the traditional areas such as the armpit and the collars, which all require special attention. These areas are treated with special solvents that remove the dirt before the dry cleaning service. This process also helps to detect the clothes with the breeding properties. It is further divided into wet and dry areas and is manned by a staff member (Lewis & Slack, 2003).

The next step is the laundry whereby this activity is manned along with the dry cleaning process and is carried out by hand experienced member. It is the main process and involves special consideration of packing and watching the washing machine until the complete load is processed. The dry cleaning process, whereby the machines can only accommodate five kilograms of clothes, then follows that stage. The process takes a short time of 12 minutes per wash where the solvents are drained (Ojadi, 2007).

The last stage is the finishing stage. This stage involves ironing, collating, quality checks, packaging, and tagging. The Talent Dry-cleaning services mainly use the manual system of ironing whereby they hire additional workers especially during the festive seasons (Ojadi, 2007: Goldsmith, 2009). However, various challenges encounter the sample scenario. One of them is that, Eze, the owner of the firm has limited financial resources. He therefore engaged himself in reading educational materials and consulting professionals in order to realize whether he is making profits or losses.

He intends to add an additional collection point at Oshodi, Lekki-Epe and Surulere as an expansion program. He also plans to put up a school to train dry cleaning students (Ojadi et al, 2007). Recommendations and Conclusions It is advisable for Eze to continue consulting with professionals in order to maintain a healthy business and avoid making losses. It is also a noble idea for Eze expand his business to accommodate more people and benefit from the economies of scale References Berger, L. et al. (2003). Talent Management Handbook (eBook).

Newyork: McGraw-Hill Professional. Print. Goldsmith, M. (2009). Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent. John Wiley & Sons. Print. Lewis, M. & Slack, N. (2003). Operations Management: Critical Perspectives on Business and Management. Boston: Routledge. Print. Ojadi, F. et al. (2007), Talent Dry Cleaners. Lagos business school, reference no 607-009-1 p.1-8 Rudis, E. (2007). CEO challenge: Perspectives and analysis 2007 edition.

(R-1418-08-RR). New York: The Conference Board. Shim, J. & Siegel G. (1999). Operations Management, London: Barron's Educational Series. Print. Thom, M. (2011). Business Incubation- How to Manage the Know-how Transfer. New York: GRIN Verlag. Print.