COIN BASED LAUNDRY PROJECT REPORT.edited (1).docx

Coin-Based Laundry Project Report 1
COIN-BASED LAUNDRY PROJECT REPORT
Student’s Name
Professor’s Name
Affiliation
Course
Date

Table of Contents
Business case.....................................................................................................................................3
Project Scope ....................................................................................................................................4
WBS..................................................................................................................................................6
Project Schedule ...............................................................................................................................7
Project Gantt Chart..........................................................................................................................8
Decision Making and Financial Evaluation.....................................................................................10
Project Costs....................................................................................................................................11
Risk Identification, Evaluation, and Management..........................................................................12
Stakeholder management................................................................................................................13
Project Handover............................................................................................................................14
Post-Project Review........................................................................................................................14
Reference List.................................................................................................................................16

Business case
The dry cleaning company in the question is Laundromat coin-based dry cleaning
company. It is possible to pay for washing services with coins at a facility known as a laundromat,
which also provides drop-off dry cleaning and deep cleaning services for items worn in the oil
field. The term "coin laundry" refers to commercial-grade, self-service laundry equipment located
in a retail location and made available for clients. These machines typically accept coins as
payment for their services. Typically, coin laundries will occupy retail space on long-term leases
(varying from 10 to 25 years) and generate a steady cash flow during the lease duration. These
leases can last anywhere from 10 to 25 years. Even if manual processes provide satisfactory
outcomes, using them consumes a lot of time and increases the likelihood of making mistakes. The
widespread application of manual labor provides the path for discovering the new potential for
automated laundry system applications. For this to be possible, the entire system, including the
categorization, labeling, cleaning, and cataloging of the many articles of clothing, would need to
be automated (Micheler et al., 2016). The washing industry is plagued by extensive and widespread
disadvantages, some of the most prevalent being a lack of timeliness, convenience, and expensive
rates. Although they appear connected to the customer, they are often defined by several elements
linked to the process.
In addition, trust is often engaged at some point during money laundering. Customers rarely
believe that a service provider would protect their garments and adhere to the agreed-upon
schedule. Because of the incorporation of automation into the process, the likelihood of
committing an error during the activity will be eliminated. One of the most typical gripes clients
have regarding businesses in the dry cleaning sector is that they lost one of their belongings while
cleaning their clothes. In the dry cleaning industry, human error is the most common cause of
misplaced or lost products. Implementing an automated system would eliminate the need for

manual classifying, searching, and cleaning, which would be one solution to this problem. Another
alternative would be to find another technique to solve this problem. The report will be on the
Coin-based laundry Laundromat.
Project Scope
A further component of project management is called the "scope," which refers to the
anticipated result when the project is ready to be delivered. In addition, the project's scope will be
evaluated to provide the greatest possible opportunity for the business project management plan
and the essential quality of the project, which is provided as the success measure of the project's
scope. This evaluation will occur in conjunction with the essential quality of the project. Laundry
can cultivate a productive and diverse workforce. Re-engineering a process model to get rid of
phases that aren't necessary and building a highly advanced automated system are both included
in the scope of the project; however, these activities are not the only ones covered by the project
(Ho & Shaari, pp.743-752). This will, in the end, help in one, increasing the performance of the
company, two, reducing and lowering associated errors from the process during the laundry
process washing machine, three, reducing time and therefore reduced consequence on time that is
consumed in the process by the Laundromat machine, and finally, increasing the customer loyalty
and satisfaction from the output and results of the process. This project will have one of its aims
to reduce inconsistencies, which will be accomplished by developing an automated system that is
user-friendly, efficient, and trustworthy for the users. Another goal of this project will be the
improvement of accuracy. This will help identify and implement an automated system that will
make the process more effective, efficient, and error-free.
When looking at the broader scope of the work in greater detail, there will be no discernible
difference between the manual process and the automated workflow in picking things up, cleaning

them, or delivering them to their respective destinations. Nevertheless, the enhancements will
include tagging the customers' identification cards, registering the customers, and attaching tagged
goods to the customers' clothing. In addition, the tagged products will be assigned to the customers'
clothing. In addition, this project's scope will incorporate the coin-based and automated payment
system as part of its functionality. For the project to realize its full potential, it is necessary for
customers to not only place purchases in several different categories but also to cancel orders.
Following the placement of the orders, the workflow is taken over by the automated system
responsible for tagging, cleaning, and issuing customer IDs to the items of apparel that have been
tagged. It is planned to employ a mobile app for registering new customers and placing their orders.
Customers can adjust to their preferences, maintain a record of their clothes purchases, and take
control of their payments through a mobile application that will be made available to them
(Bressaneli et al., pp. 128). After the customer's registration has been successfully processed, they
will be provided with a unique identification number. The one-of-a-kind customer ID will act as a
central identifier for all processes, including the procedures for placing an order and making a
payment, as well as those for the delivery and pickup of things. When the customer drops off his
order, the clothing will be scanned and matched with the customer's ID rather than receiving a
paper ticket. The customer will not receive a paper ticket when the order is dropped off. During
the tagging step of the laundry cleaning procedure, a computerized tracking system is utilized to
maintain track of every component of the laundry as it is being processed. In addition, the tagging
is made up of a highly sophisticated tagging system based on the company's preferences. The IDS
that has been allotted will be utilized by the payment system that is integrated into the automated
laundry system. This will make it possible to exercise unfettered control over the washing rooms
by combining the use of one's hands and the conveyer belt. The completely computerized and

automated procedure will be lightning fast while maintaining an extremely high level of accuracy.
It is planned that the automated tagging will act as the jumping-off point for the computerized
laundry management system that will ultimately be implemented. The transaction is complete
when customers ask for their clothes to be picked up. It is projected that deploying this automated
system will eliminate the need for manual labor, discrepancies and delays, and the loss of
customers' laundry. This goal will be accomplished by reducing the amount of time spent on each
of these processes.
WBS
A work breakdown structure, often known as a WBS, is a tool for managing projects that
follows a systematic, step-by-step approach to completing complex projects that involve several
moving parts. A WBS allows for integrating the project's scope, cost, and deliverables into a single
tool by dividing the project into smaller components.
The final deliverable is shown at the very top of the phase-based WBS. The WBS levels
below highlight the six phases that make up a project (initiation, planning, execution, control, and
closeout) conclusion). The project phases are separated into work packages and project

deliverables in the same manner done in the work breakdown structure (WBS) based on the
deliverables. From the above diagram, the initiation process is the remote access to laundry
(Burghate, pp. 453-461). This phase is basically about registering and paying for the remote. The
second phase in the WBS is the planning phase. This phase, and from our diagram, is where the
customer drops the laundry. The third phase in the WBS is the execution process. From our
diagram. The tagging of the customer ID represents this. The next phase is the control process,
represented by cleaning the laundry, which includes cleaning, checking the product, ironing,
folding, checking the product again, and packing the product. The fifth phase is the closeout phase,
where the laundry in the process is assigned with the customer's ID. The last phase is the conclusion
phase, where the customer picks the completed laundry. The WBS is now complete.
Project Schedule
Network Diagram

(2,2) (6,4)
A(2) B(4) C(6) E(11) (15,14)
D(6) (6,8)
F(13) (28,29) (42,42) (56,56)
G(14) H(14)
The above network diagram shows the flow of activities over the project. The first activity
is project charter approval which takes up to 2 weeks. The second activity is system design
completed which goes up to week 4. The next activity from activity one is still the project plan
approval from week 2 to week 6. The following activity is systems design implementation from
week 6 to week 11. The following activity from activity 4 is design testing from week 10 to week
13. The sixth activity is client acceptance, which runs from week 13 to week 14, and the final is
the project closing, which runs in the 14th week and marks the end of the project.
Project Gantt Chart
Week1 to 7 Week8 to 14
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Projectcharter
approval
Projectplan
approval ◆
Systemdesign
completed
Start 1
2
3
4
5
6
7

Systemdesign
implementation
◆
Designtesting
Client
acceptance
Projectclosing
The work breakdown structure above does not adequately depict the project's life cycle.
However, this problem can be rectified by using a Gantt chart. As a result, a Gantt chart above is
created that lays a lot of emphasis on the project's schedule. This is what happened as a result. A
project's life cycle is also included in this definition. The success of a project will be determined
by its performance, cost, and schedule under project management. No matter how many times a
project comes in ahead of schedule, it's still a failure in our view because of how much emphasis
we place on speed and efficiency in our daily lives. Because we place such a high value on success,
even if it is judged successful most of the time, it would still be a complete failure.
The Gantt chart provides a clear view of the project's activities and the lengths of time
associated with those activities. The phases are at least extremely near to what is expected and that
the standard of practice in traditional project scheduling is comparable to this new system. The
standard of practice in alternate project scheduling methods is comparable to this one. According
to the estimations, the entire project will take fourteen weeks to begin and end. After the system
design is done in seven weeks, it can begin implementation. Upon the completion of the fourteenth
week, the project will be deemed completed (Brčić & Mlinarić, pp. 179-192). You can spread the
14 weeks across several months or even a year. On the other hand, it is necessary to allow the

implementer to pick how to do so. As a direct result of this, one of the project objectives is to
improve the ability to respond quickly and effectively to changes in circumstances.
Decision Making and Financial Evaluation
An automated laundry processing system is beneficial not only for owners of businesses
but also for their clients. It is assumed that all of the users have at least a fundamental
comprehension of English. The decision-making process was influenced by many factors,
including efficiency, cost-effectiveness, and mistake reduction. However, it is vital to consider
both the project's technical and economic aspects. To finish the financial analysis, it was necessary
to do much more than giving figures and values. Evaluating a component of the project as a whole
was necessary to acquire critical data and locate crucial structures to move the project forward
(Yescombe, 2013). During the analysis of the project's finances, it was made sure to consider
anything that could be in the way of successfully completing it. Despite this, the group concluded
that taking into account all factors that could influence the project was neither desired nor required.
Value, cost-benefit analysis, and quantity were all considered in making financial judgments. The
primary purpose of the new system is to facilitate improvements in quality, as well as increases in
production speed, error prevention, and cost reduction. The total price is largely determined by a
number of factors, including the amount of time and resources required to complete the task. The
elimination of human labor is at the heart of this method's cost-effectiveness, which, in turn,
contributes to increased precision and decreased overhead expenses. The purpose of financial
analysis is to analyze several alternative projects' feasibility, profitability, and cost-effectiveness.
The cost of an automated laundry system will include all of these expenses, including the cost of
building and maintaining the mobile app, purchasing the computerized system, and maintaining
the new model. The client will be responsible for any costs associated with their education and
advertising to prospective clients if they choose to participate in this project.

Consequently, an investigation of the possibility that the idea was correct was done.
Methods that had been used successfully in the past were used. Aspects of performance such as
eliminating unnecessary activities and all potential errors, task organization, and reducing the
amount of time needed to complete work all impact the decision-making process and the appraisal
of the finances. In addition, monetary resources for the routine maintenance of the workplace, such
as funding for purchasing laundry essentials like detergent and water, will be necessary
(Yescombe, 2013). It is important to note, however, that financial analysis is just one of the many
aspects that determine whether a project will be cost-effective. There are many additional factors,
such as advertising and customer education.
Project Costs
PARTICULARS
MONTHLY
COST
ANNUAL
COST
TOTAL
COST
Laundry space - - 167,000
Automated
Laundry System
- - 125,000
Laundry
products & inventory
45,000 540,000 540,000
TOTAL COST
OF PROJECT
832,000
Other Operational Expenses

Wages will include selling and distribution expenses of 45,000, duties and taxes,
administration expenses, power and fuel, wages, and other operational expenses amounting to
250,000. The company also has fixed assets such as printers, computers, and furniture.
Risk Identification, Evaluation, and Management
One of the obstacles is getting the project team to embrace collaboration and open
communication. The most significant hurdle to the plan will be the resistance to change. Laundry
automation is a new sector with many unanswered questions from the customer's perspective.
However, the clients will appreciate a computerized system's improved quality and operating
efficiency. The start of the risk management process got postponed until later in a project's
lifecycle results in poor project risk management. When documenting the project and turning it
off, a systematic approach was used because it was the most efficient. The planning process for
the project handover should begin on the very first day of the project. The project's overall plan
should be cohesive and appropriate for all stakeholders (Akintove et al., pp. 361-369). As a direct
result of this, the group developed the idea of open, unambiguous, and transparent communication
in conjunction with proper engagement on the part of all parties. As a result of this, the group
decided to develop a unique economic model for an automated laundry processing system.
Bottom-up and top-down approaches are used to evaluate which criteria are most fundamental.
The group keep going through this procedure until they figured out which requirements are the
most basic.
The people who were involved in the initiative should begin preparing for the inevitable
completion of the effort as soon as it becomes clear that deadlines will be met, including taking
complete leadership of the situation.

Stakeholder management
The duties that each group member takes on inside the organization affect the dynamic of
the group. The ability to effectively lead others and communicate with one another was of the
utmost significance to us. As a result, it was concluded that it would be best to delegate the job of
effectively speaking for the team to two persons who were considered to be more effective leaders
and negotiators than the rest of the team members. The majority of the members of the group were
initially unwilling to make concessions regarding their own goals and interests, which hindered
the advancement of the organization. This was likely the most difficult issue that the team has
faced. To move forward as a group, it was necessary for members to express the continued faith
in one another's capabilities. After that, the group members started collaborating to reach a decision
and held each other accountable for completing the assigned tasks. Another thing that boosted the
team's ingenuity was keeping their communication lines open and maintaining a positive mindset.
On the first day of the get-together as a group, the group was confronted with the harsh reality of
defeat. Because of the short time frames, the group members were hurriedly concerned about
putting together a plan (Michele, Goh & Lohse, pp. 553-558). The second thing that can be
recommended is omitting that was an important step in the process of planning the project.
Last but not least, most of the group members were clueless regarding how the planning
would influence the effective completion of the project. Even though the group members had
conflicting opinions at first, they were compromised and decided to collaborate. Although the
group did a good job overall, the group members might have done even better in terms of
organization and delegation. There were a total of five members in the squad. The group members
were able to delegate and complete tasks when they cooperated. In hindsight, the group members
should have been more reasonable about the deadlines set for while ensuring sufficient time was
provided to each component of the project.

Project Handover
The key partners are the first process in handing over the project, including the first step in
notifying and engaging the parties involved. The second step in handing over is deadlines, where
there is clear communication of the deadline when the project will be handed over (George, pp.
1553-1557). The next step is the transfer of ownership. Despite this, on many occasions, members
of the team carried out consequential judgments without taking into account constructive
comments from other team members. This was not completely incorrect because it is reasonable
for members to have an ultimate say on a duty that has been delegated to them. The next step in
handing over the project is transferring the credentials and accounts of the project—lastly, the
updates where there should be transparent and clear.
Post-Project Review
The reviewal of the post-project process is checking the project's effectiveness and whether
it is as in the original proposed plan. The project is then comparing the planned and actual costs
and checks if there is deviation and whether it is effective or not. Reviewing the project, we also
identify areas with positive and negative effects. For our project, the effects are positive, and all
the areas cause positive effects. Lastly is recommending the opportunities for increasing
profitability. Despite this, numerous team members made significant decisions without consulting
their colleagues. Having members decide on an allocated work was not wholly incorrect.
It is possible for one to get a better grasp of how teams work, increasing the bargaining
talents, and improved the ability to work under pressure. These are the most transferable qualities
in the entire project management process. Successfully completing a project demands a full
awareness of the project's scope and knowledge of the project's hidden logistical difficulties and

challenges. Reflection is an opportunity to address some of the errors that would have hindered
the team's success. Procrastination, a lack of clear communication among team members, and
missing meetings were the most widespread. Despite this, transferring responsibilities was
practically hard for the team members to achieve. The team's clashing schedules, workloads, and
other unrelated commitments were also a serious difficulty. On top of all the time management
considerations, the group members should have thought about splitting up the job more efficiently.
Delegation may have saved much time, especially when quickly performing given obligations.
They were arguments about folks coming up late for scheduled meetings and handing up work
late. Assess was done on team members' general lack of dedication due to the rigid timelines. The
only way to cover all of the elements of project management is to have a taste of project planning
early on in the course.

Reference List
Akintoye, A., Beck, M., Hardcastle, C., Chinyio, E., & Asenova, D. (2001, September).
The financial structure of private finance initiative projects. In Proceedings of the
17th ARCOM Annual Conference, Salford University,Manchester (Vol. 1, pp. 361-
369).
Bressanelli, G., Saccani, N., Perona, M. and Baccanelli, I., 2020. Towards circular
economy in the household appliance industry: An overview of
cases. Resources, 9(11), p.128.
Burghart, Mukul. "Work breakdown structure: Simplifying project management."
International Journal of Commerce and Management 3, no. 2 (2018): 453-461.
George, C. (2020). The Essence of Risk Identification in Project Risk Management: An
Overview. International Journal of Science and Research (IJSR), 9(2), 1553-1557.
Ho, R.C.C.L., Zulkipli, M. and Shaari, M.F., 2021. Design of a Low-Cost Coin Acceptor
for Vending Machine. Progress in Engineering Application and Technology, 2(1),
pp.743-752.
Micheler, S., Goh, Y. M., & Lohse, N. (2016). Influencing factors for implementing
automation in manufacturing businesses–a literature review. Advances in
Manufacturing Technology XXX, 553-558.
Yescombe, E. R. (2013). Principles of project finance. Academic Press.

APPENDIX
Work Breakdown Structure
Gantt Chart
Week1 to 7 Week8 to 14
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Projectcharter
approval
Projectplan
approval
◆
Systemdesign
completed
Systemdesign
implementation
◆
Designtesting
Client
acceptance

Projectclosing
Project Costs
PARTICULARS
MONTHLY
COST
ANNUAL
COST
TOTAL
COST
Laundry space - - 167,000
Automated
Laundry System
- - 125,000
Laundry
products & inventory
45,000 540,000 540,000
TOTAL COST
OF PROJECT
832,000
Network Diagram
(2,2) (6,4)
A(2) B(4) C(6) E(11) (15,14)
D(6) (6,8)
F(13) (28,29) (42,42) (56,56)
G(14) H(14)
Start 1
2
3
4
5
6
7

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