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Minimize numerical involvement

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)

category: Organization
class: Resource Rules
frameworkAspect: Org-.structure
perspective: organizational/resource

Description

Performance considerations

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).

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Foundational free Patterns

Automate activities

Consider automating activities

Appoint case managers

Assign a responsible individual for handling each case type

Work in customer teams

Form cross-department teams for end-to-end case handling.

Apply Integral technology

Elevate physical constraints by applying new technology

Parallelize activities

Consider whether activities may be executed in parallel

Specialist-generalist

Consider to deepen or broaden the skills of resources

Apply triage

Consider the division of a general activity into two or more alternative activities

Tailored privacy settings

Offer customers the possibility to choose among privacy settings

Expertise-based task assignment

Match tasks to experts' specialized skills for efficiency

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Connected to

Reduce touchpoints

Reduce the number of contacts with customers and third parties

Deploy extra resources

If capacity is insufficient, consider increasing the available number of resources

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