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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


Figure 6.2Changing front office and back office activities


Figure 6.3Customer perceived risk and social interaction


Figure 6.4 Volume–variety matrix


Figure 6.5 Motor insurance process profile


Figure 6.6 Depicting different surgery processes


Figure 6.7 Off-diagonal processes


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


Figure 6.9 Changing task allocation


Figure 6.10Traditional operations process mapping symbols


Figure 6.11Simplified process map for a loan application


Figure 6.12Walk-through audit of an electrical store


Figure 6.13Emotion map of the loan process


Figure 6.14Example of CEA for a real estate agent


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


Figure 6.16 Statistical process control chart


Figure 6.17 Pressures to change


Figure 6.18 Strategies for change


Figure 6.19 Start-up to starburst


Figure 6.20 The market–operations gap


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