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
Determine whether activities are related to the same type of case and, if necessary, distinguish new business processes
Reduce the number of contacts with customers and third parties
Consider whether activities may be executed in parallel
Execute tasks when the grid is powered by renewable energy
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
Performance-based task assignment
Allocate tasks based on past performance: execution time and success
Allocate task based on past feedback or quality metrics
Delegate tasks according to resource cost