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Capacity Management in Financial Services By: Dr. J. Lehr McKenzie, Ph.D. December 23, 2005I. Abstract With the increase in competition, the Financial Services industry is faced with many of the same challenges manufacturing had ten or fifteen years ago. It is no longer possible to view capacity as a problem for only equipment-intensive industries, and Financial Services must gain an understanding of how to manage the capacity efficiency of the human capital employed. The Capacity Efficiency Management Model provides: a vehicle to accomplish this goal; a tool that is compatible with a firm’s other performance management tools; and a means for managing capacity efficiency from the strategic to the tactical levels.II. IntroductionThe Financial Services Industry has frequently set itself apart from manufacturing’s managementmethodologies such as activity-based costing, theory of constraints, and capacity management.In general, the industry refuses to consider that manufacturing methodologies would have anyapplication to the services industry. However, as suggested by Bramorski, et al., the time forchange may be forced on management by economic conditions. In recent years, service industries have faced significant competitive pressures resulting from globalization, rapid advances in technology, and high degree of customer sophistication . . . Various modern management philosophies and techniques have been developed and successfully applied in the manufacturing sector. Today’s service organizations face competitive pressures similar to those faced by the manufacturing industry during the past decade. Well-publicized business turnarounds in the traditional manufacturing sections, specifically the automotive industry, have encouraged the service organizations to assess the