who has stood in line at a bank while a single teller assisted a customer with a lengthy transaction understands this principle. One solution is to cluster tasks with similar levels of difficulty into separate groups with their own procedures and performance. For example, a bank branches with large numbers of retail customers (with relatively simple transactions) and commercial customers (making large deposits and withdrawals) might want to introduce separate teller windows for each group of customers. Place Linked Processes in Close Physical Proximity Complex services involve many steps and may require paperwork or customer files to be shuffled between contact staff, back office and support departments. The time taken to move paperwork or customers is very costly in terms of time and efficiency. Tertiary student enrolment provides a great example of complex processes that are often not very customer-friendly. Students must firstly see an academic advisor to ensure that their course progress in on track, then see an administrative advisor to check that paperwork is in order and finally see a cashier to pay tuition fees and pay any fines, such as overdue library books before they can finalise their enrolment. In many institutions, this enrolment process can take half a day – and requires students to run from pillar to post as they complete each step. Locating each stage in close proximity has many advantages. Not only does it improve operational efficiency, it has the potential to allow service staff to focus on the total process and gain a better understanding of the ways that their actions impact on other parts of the system. In short, it forces employees to focus not just on the activities for which they are directly responsible. Eliminate Loop-Backs In manufacturing, a loopback occurs when work is returned to a previous step for further processing. Loop-backs typically create delays because they cause consequential problems along the production line. Given that service processes involve humans, rather than machines, processing may be complicated by employees' choices concerning which tasks to undertake and how to schedule them. If loop-backs present a problem, management can assist employees to clarify roles and tasks by focusing on their place within the overall service process. Control Fail Points Failures in service process may be attributed to either the service provider or the customer. It is possible that the service provider did not utilise resources in a way that best serves