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Eliminate activities

Eliminate unnecessary activities

Eliminate non-value adding practices

Reijers, H., & Liman Mansar, S. (2005). Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics. Omega, 33(4)

Description

A common way of regarding a activity as unnecessary is when it adds no value from a client's point of view. Typically, control activity in a workflow do not do this; they are incorporated in the model to fix problems created or not elevated in earlier steps. Control activities can often be found back as iterations and reconciliation tasks.

The heuristic is widespread in literature, for example see Peppard and Rowland (1995), Berg and Pottjewijd (1997), and Van der Aalst and Van Hee (2002). Buzacott (1996) illustrates the quantitative effects of eliminating iterations with a simple model.

Performance considerations

The aims of this heuristic are to increase the speed of processing and to reduce the cost of handling a case. An important drawback may be that the quality of the service deteriorates.

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Foundational free Patterns

Distinguish case types

Determine whether activities are related to the same type of case and, if necessary, distinguish new business processes

Isolate exceptions

Design business processes for typical cases and isolate exceptional cases from the normal flow

Consolidate Work

Collect similar work items and work in batches

Green Compensation

Start implementing actions that can offset or counterbalance the environmental effects generated by business processes that cannot be changed.

Automate for environmental impact

Implement automation in a sustainable way

Role-based task assignment

Assign tasks based on resources' roles in the organisation

Constraint-based task assignment

Allocate tasks considering business process execution constraints

Quality-based task assignment

Allocate task based on past feedback or quality metrics

Cost-based task assignment

Delegate tasks according to resource cost

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