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
Slide 6.1
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.1 Simplified service processes
Slide 6.2
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.2 Changing front office and back office activities
Slide 6.3
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.3 Customer perceived risk and social interaction
Slide 6.4
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.4 Volume–variety matrix
Slide 6.5
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.5 Motor insurance process profile
Slide 6.6
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.6 Depicting different surgery processes
Slide 6.7
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.7 Off-diagonal processes
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
Slide 6.9
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.9 Changing task allocation
Slide 6.10
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.10 Traditional operations process mapping symbols
Slide 6.11
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.11 Simplified process map for a loan application
Slide 6.12
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.12 Walk-through audit of an electrical store
Slide 6.13
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.13 Emotion map of the loan process
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
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
Slide 6.16
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.16 Statistical process control chart
Slide 6.17
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.17 Pressures to change
Slide 6.18
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.18 Strategies for change
Slide 6.19
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.19 Start-up to starburst
Slide 6.20
Johnston & Clark, Service Operations Management, 3rd Edition, © Pearson Education Limited 2009
Figure 6.20 The market–operations gap