I need help for the Madureria Institute of the Beleza Natural case (attached) to answer these questions (and showing the work):

==>IMAGES CAN BE READ PERFECTLY WELL, I CHECKED. thank you.

THE PROCESS VJhen a client entered an institute, she took a number and proceeded to the front desk [see Exhibit 11 for an example of an institute layout). The receptionist then welcomed her, asked if she had been to a Eeleza Nahu'al institute before, and processed her payment; the super relaxante treatment cost E13365. Taking the client' s ticket and payment took two minutes. Before proceeding with the superrelaxante treatment, new customers {who represented 13% of all clients) had to have a hair evaluation given by an employee trained in that procedure. 'When a client's hair was too damaged from a previous coloring treatment, she could not begin the superrelaxante treatment immediately. Instead, she had to have a hair recovery treatment at the hydration station and then return to the institute in a month, after having used Beleza Natural products at home diuing that period. Ninety percent of those who could not have the superrelaxante treatment right away chose to have the hair recovery treatment and then wait as required. The employee who perfoimed the hair evaluation also explained the whole process to the client and told her about all the products that were available for home use. The evaluation usually took 1D to 15 minutes. Next, an employee checked to see that the client had made her payment before she entered the salon section. Then the client proceeded to the first step of the super-relaxante treatment, the division process. Depending on the length of the client' s hair and how tangled it was, the division process took from 1D to 15 minutes. Next, the client was given the superrelaxante treatment itself; the patented Beleza Natural products were applied, creating smooth hair and welldefined curls. The superrelaxante process took 4D minutes on average, but it could take as little as 25 minutes or as much as an hour, depending on the client's hair type and the consultora de beleza's skills. After a client left the superrelaxante station, she went to the hydration station to have her hair shampooed and conditioned. which took an average of eight minutes per client. Last of all, the client had her hair dried and styled, which could include having it cut andfor colored. Twentyfive percent of dients had their hair cut, which took an average of 13 minutes. Coloring took an average of =15 minutes, although the hairdresser spent only 15 minutes with the customer, who then waited 3D minutes more for the dye to set. ICllnly 1 it; of customers chose to have their hair colored. 'While the client had her hair dried and styled, which took 1!] minutes on average, the auxiliar also told her how to comb her hair at home. Once the treatment was finished, customers could buy monthly maintenance products at the sales counter next to the styling station. Sixtyfive percent of customers who received the superrelaxante treatment bought beauty care products at the institute before leaving. The average basket value of the products was R4340, with a margin of 5D%. Exhibit 12 shows the number of employees at each station of the superrelaxante process; Exhibit 13 shows the observed demand for each institute. On average, the prodqu used dining the superrelaxante treatment cost R$4 per customer; the institutes received supplies of products once a week. Exhibit 14 shows other costs related to the operation of the institutes. 1Velez contmented, "Many different factors had to be dealt with as we worked to streamline our process so that we could accommodate more customers.\"5 lClick here to watch Velez discuss operations management issues in her growing company. The conjunction of weekly and seasonal patterns of demand along with Brazil's labor laws made implementing the necessary operational changes a challenge: If Beleza hired additional staff to meet the high demand on weekends. the company would end up having to pay salaries to employees who would be idle for most of the week. \"And even though not all of our employees perform equally well,\" she said! \"they are all highly skilledparticularly the consultoras de beleza, who receive special training in the superrelaxante treatment. We need to bear in mind that hiring additional staff means having to invest in more training.\"r Workforce management was only one among a host of potential issues identified. 1te'tt'hile Velez and the rest of the management team well iuiderstood the issues and had ideas for potential fixes, they did not necessarily agree on where they should start. What impact would improvement measures have on Eeleza Nahu'al's operations, and how should the team prioritize these measures? Cli here to watch Velez discuss expansion plans at Beleza Natural. History of Beleza Natural Beleza Natural was a Brazilian chain of beauty institutes, which specialized in products and services for Afro-Brazilian" women with naturally textured curls, or wavy hair. The company also had its own factory in Rio de Janeiro, where its research and development team worked to improve Beleza Natural's current products and create new ones. All the products used at the institutes were made at the factory. The company also produced shampoos, conditioners, and hair creams to sell to clients as maintenance kits for home use. Beleza Natural products were sold exclusively at the institutes. Beleza Natural was founded in Rio de Janeiro in 1993. Leila Velez, Heloisa and Rogerio Assis, and Jair Conde had developed a new hair treatment process and business idea. Heloisa Assis and her husband both had very curly hair, and they wanted it to be smoother, shinier, and less full, so Heloisa started trying different combinations of hair care products for herself and her husband, Jair. After years of trial and error, she hit upon the perfect formula for naturally textured curls, and wavy hair. During that same period, Leila Velez and Rogerio Assis worked at a fast-food chain, where they learned about the benefits of efficiency, productivity, and scale. Building on that experience, they developed a system for delivering the hair treatment that Heloisa Assis had created. The process was divided into a series of steps, each performed by employees trained in the particular skills necessary for that stage of the treatment. With those ideas in mind, the four partners opened their first beauty institute, specializing in treatments for naturally curly hair." They set out to create a company that, by offering these services at lower prices than classical salons charged, would enable less affluent Afro-Brazilian women to have access to professional hair care. Their objective was to use the treatment to loosen their clients' natural curl pattern, which would change the hair texture from Type 4 to Type 3 or from Type 3 to Type 2, for example (see Exhibit 2). In 2011, Beleza Natural had over 1,000 employees, more than 60,000 customers per month, and 11 beauty institutes-10 in Rio de Janeiro and one in Salvador de Bahia.' (See Exhibit 3 for a list of the institutes and their sizes.) Most of its clients were lower-income Afro-Brazilian women with naturally curly hair who came to Beleza Natural for its main service, the super- relaxante treatment. This exclusive treatment used a patented product that was applied from the roots to the ends of a client's hair to alter the hair type, which helped make it shinier and softer, formed smooth waves, reduced volume, and created greater movement (see Exhibit 4).Exhibit 12 Staff Performing Super-Relaxante Treatment # workers at each station Super Institute Reception Division Relaxing Hydration Hairstyling Alcantara 4 10 3 F Campo Grande 6 14 5 7 IN Caxias IN 16 6 9 Ipanema 2 3 10 2 4 Jacarepagua 10 3 4 Liberdade-Salvador 14 2 5 Madureira 2 8 18 9 Niteroi IN 6 14 3 6 Nova Iguacu 2 5 12 3 6 Tijuca IN 5 14 6 Vitoria 4 12 6 Source: ECLA presentation by Beleza Natural, New York City, January 11, 2011. Exhibit 13 Observed Demand Clients Clients per Clients Mon- Institute Clients Fri Clients Sat per month week Thu Alcantara 5,000 1,167 164 223 288 Campo Grande 7,000 1,634 230 311 403 Caxias 7,700 1,797 253 342 443 panema 3,500 816 115 155 201 Jacarepagua 3,500 816 115 155 201 Liberdade- Salvador 4,100 958 135 182 236 Madureira 8,900 2,081 293 396 513 Niteroi 6,400 1,492 210 284 368 Nova Iguacu 6,000 1,399 197 266 345 Tijuca 6,200 1,448 204 275 357 Vitoria 5,150 1,200 169 228 296