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Figure 6.1 Simplified service processes

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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  1. Figure 6.1 Simplified service processes

  2. Figure 6.2Changing front office and back office activities

  3. Figure 6.3Customer perceived risk and social interaction

  4. Figure 6.4 Volume–variety matrix

  5. Figure 6.5 Motor insurance process profile

  6. Figure 6.6 Depicting different surgery processes

  7. Figure 6.7 Off-diagonal processes

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

  9. Figure 6.9 Changing task allocation

  10. Figure 6.10Traditional operations process mapping symbols

  11. Figure 6.11Simplified process map for a loan application

  12. Figure 6.12Walk-through audit of an electrical store

  13. Figure 6.13Emotion map of the loan process

  14. Figure 6.14Example of CEA for a real estate agent

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

  16. Figure 6.16 Statistical process control chart

  17. Figure 6.17 Pressures to change

  18. Figure 6.18 Strategies for change

  19. Figure 6.19 Start-up to starburst

  20. Figure 6.20 The market–operations gap

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