Too many cooks spoil the broth
Minimize the number of departments, groups and persons involved in a business process
Reijers, H., & Liman Mansar, S. (2005). Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics. Omega, 33(4)
Employing this approach should mitigate coordination issues. Time saved on coordination can be allocated to case processing. Decreasing department count could reduce shared responsibilities, akin to the split responsibilities approach. Yet, it might hinder expertise development (quality concern) and routine efficiency (cost concern).
Foundational free Patterns
Reduce the number of contacts with customers and third parties
Empower workers for more decision-making authority
Design business processes for typical cases and isolate exceptional cases from the normal flow
Collect similar work items and work in batches
First-contact problem resolution
Establish a one-contact resolution for customer issues
Expertise-based task assignment
Match tasks to experts' specialized skills for efficiency
Assign tasks based on resources' roles in the organisation
Workload-based task assignment
Allocate tasks based on individuals' incomplete workload
Allocate task based on past feedback or quality metrics
Reduce the number of contacts with customers and third parties
If capacity is insufficient, consider increasing the available number of resources