If however we see the services as separate and distinct, this can give us a different
perspective. How efficient is each of the production lines? How many people does
it need, etc? In some of the roles, this separateness is clear – for example the
procurement staff do only procurement, so their input, activity and output are
ring-fenced. The problem comes when we have a department whose staff are
involved in work to produce several services, or where the ‘service’ as such is the
output of effort of more than one workgroup. Take the second line, who fix
assigned problems, but also install computers, carry out moves and also conduct
numerous projects. These cannot be so easily separated.