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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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Assign cases

Let workers perform as many steps as possible for single cases

Distinguish case types

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

Establish standardized interfaces

Consider a standardized interface with customers and partners

Apply triage

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

Generalize your process

Explore whether a process can easily be used for additional products or services

Expertise-based task assignment

Match tasks to experts' specialized skills for efficiency

Workload-based task assignment

Allocate tasks based on individuals' incomplete workload

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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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