Operations Management Technology

Progress Report of TPS Implementation at Microenterprise

Instructor: Dr. Syed Zahoor Hassan

Submitted by:

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Progress Report of TPS at ABHS.pdf

Two weeks back, a plan was formulized at Ali Bhai Hair Saloon (ABHS) to implement TPS and
embrace the lean philosophy. The plan was as follows:

1) By the end of 1st week  Segregate stations

2) By the end of 3rd week  Standardize shaving and facial procedures
3) By the end of 4th week  All barbers equally skilled in shaving and facial procedures

This report details the progress and feedback.

Segregated Workstations

The first target that had been set was segregation of workstations; every workstation (barber seat
and table) would have a dedicated barber linked with it, and every workstation would have its
own set of supplies such as gel, shaving cream, scissors, shaving machine etcetera.

ABHS has implemented the latter part of this suggestion. The supplies have now been designated
to each workstation. Though Ali Bhai could not indicate that this had improved things
operationally, he was willing to keep the practice going for basic reason that this was an
inexpensive reallocation of resources.

The former part of the suggestion has not been put into practice. Ali Bhai argues that it is not
possible for him to force all his barbers to be at the shop all the time, and to religiously stick to
one working station. ‘The barbers see no point in this, and frankly neither do I – I would have to
be at the shop overlooking them for this to happen and I do not want to create unnecessary
conflict.’

We attempted to reason and explain that the segregation of workstations can only reap rewards if
both of its requirements are met. Segregation of supplies needs to be married with segregation of
workers to truly identify where wastage is occurring and then to try to eliminate it.

Ali Bhai, however, insisted that such a practice can only be ensured if there is one
manager/supervisor constantly overlooking the barbers. And that is not financially feasible for a
business with dwindling customer base.

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Progress Report of TPS at ABHS.pdf

Standardizing Processes

Ali Bhai was initially receptive to the idea of standardizing the processes of facial and shaving.
We had suggested examples such as one or two pumps of shaving cream per customer. The
barbers reportedly said that they already followed this practice but were now more conscious of
it. However, Ali Bhai could not substantiate their claims as he candidly revealed he was not at
the shop for large periods of the day.

Building expertise of all barbers in shaving and facial

This suggestion had been initially met with skepticism, with Ali Bhai arguing that it was not
possible for the young boys working in the shop to learn the skills required. Upon our insistence,
he had begrudgingly accepted that this is something to be looked at. However, it turned out to be
just for the sake of getting us to drop the topic.

When we inquired about the progress of training, Ali Bhai got upset – ‘Do not teach me how to
train. I know more than you and I know how to manage my people’.

Outcome

The check on progress highlighted why TPS is not successfully emulated by the biggest players
as its implementation boils down to the mindset that needs to accompany it. For Ali Bhai, our
suggestions are the fancy talk of MBA students that disregard the core problem of his financial
distress. He would rather we bring in more customers, do marketing and provide financial
resources to uplift his situation.

It is very well possible that our communication strategy failed, and the strength of our
relationship was not as such as to influence him. However, for a person to completely change
their way of looking at things is an ask too much. Where the mindset is that I need more money
and a bigger shop, the thought of segregating stations to avoid waste is a thought that does not
even cross the mind.

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