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