figure 6.1 simplified service processes
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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. - PowerPoint PPT PresentationTRANSCRIPT
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Slide 6.1
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.1 Simplified service processes
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Slide 6.2
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.2 Changing front office and back office activities
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Slide 6.3
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.3 Customer perceived risk and social interaction
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Slide 6.4
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.4 Volume–variety matrix
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Slide 6.5
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.5 Motor insurance process profile
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Slide 6.6
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.6 Depicting different surgery processes
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Slide 6.7
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.7 Off-diagonal processes
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Slide 6.8
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.8 Key decision area matrix (KDAM)Adapted from Larsson and Bowen (1989) and Clutterbuck et al. (1993).11
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Slide 6.9
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.9 Changing task allocation
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Slide 6.10
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.10 Traditional operations process mapping symbols
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Slide 6.11
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.11 Simplified process map for a loan application
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Slide 6.12
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.12 Walk-through audit of an electrical store
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Slide 6.13
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.13 Emotion map of the loan process
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Slide 6.14
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.14 Example of CEA for a real estate agent
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Slide 6.15
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.15 A capable process and out-of-control process
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Slide 6.16
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.16 Statistical process control chart
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Slide 6.17
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.17 Pressures to change
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Slide 6.18
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.18 Strategies for change
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Slide 6.19
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.19 Start-up to starburst
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Slide 6.20
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.20 The market–operations gap