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)
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.
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.
Foundational free Patterns
Buffer external information and subscribe to updates
Avoid shared responsibilities for tasks by people from different functional units
Consider the division of a general activity into two or more alternative activities
Let customers interact with the company wherever they want to
Let customers interact with your organization whenever they want to.
Offer customers the possibility to choose among privacy settings
Reassign tasks along the organisational hierarchy
Performance-based task assignment
Allocate tasks based on past performance: execution time and success
Allocate task based on past feedback or quality metrics