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Figure 6.1 Simplified service processes PowerPoint PPT Presentation


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Figure 6.1 Simplified service processes. Figure 6.2 Changing front office and back office activities. Figure 6.3 Customer perceived risk and social interaction. Figure 6.4 Volume–variety matrix. Figure 6.5 Motor insurance process profile.

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Figure 6.1 Simplified service processes

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Figure 6 1 simplified service processes

Figure 6.1 Simplified service processes


Figure 6 1 simplified service processes

Figure 6.2Changing front office and back office activities


Figure 6 1 simplified service processes

Figure 6.3Customer perceived risk and social interaction


Figure 6 1 simplified service processes

Figure 6.4 Volume–variety matrix


Figure 6 1 simplified service processes

Figure 6.5 Motor insurance process profile


Figure 6 1 simplified service processes

Figure 6.6 Depicting different surgery processes


Figure 6 1 simplified service processes

Figure 6.7 Off-diagonal processes


Figure 6 1 simplified service processes

Figure 6.8Key decision area matrix (KDAM)Adapted from Larsson and Bowen (1989) and Clutterbuck et al. (1993).11


Figure 6 1 simplified service processes

Figure 6.9 Changing task allocation


Figure 6 1 simplified service processes

Figure 6.10Traditional operations process mapping symbols


Figure 6 1 simplified service processes

Figure 6.11Simplified process map for a loan application


Figure 6 1 simplified service processes

Figure 6.12Walk-through audit of an electrical store


Figure 6 1 simplified service processes

Figure 6.13Emotion map of the loan process


Figure 6 1 simplified service processes

Figure 6.14Example of CEA for a real estate agent


Figure 6 1 simplified service processes

Figure 6.15A capable process and out-of-control process


Figure 6 1 simplified service processes

Figure 6.16 Statistical process control chart


Figure 6 1 simplified service processes

Figure 6.17 Pressures to change


Figure 6 1 simplified service processes

Figure 6.18 Strategies for change


Figure 6 1 simplified service processes

Figure 6.19 Start-up to starburst


Figure 6 1 simplified service processes

Figure 6.20 The market–operations gap


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