Reduce the number of contacts with customers and third parties
Reijers, H., & Liman Mansar, S. (2005). Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics. Omega, 33(4)
The exchange of information with a client or third party is always time-consuming. Especially when information exchanges take place by regular mail, substantial wait times may be involved. Each contact also introduces the possibility of intruding an error. Hammer and Champy (1993) describes a case where the multitude of bills, invoices, and receipts creates a heavy reconciliation burden.
Note that this heuristic is related to the Interfacing heuristic in the sense that they both try to improve on the collaboration with other parties.
Reducing the number of contacts may therefore decrease throughput time and boost quality. Note that it is not always necessary to skip certain information exchanges, but that it is possible to combine them with limited extra cost. A disadvantage of a smaller number of contacts might be the loss of essential information, which is a quality issue. Combining contacts may result in the delivery or receipt of too much data, which involves cost.
Foundational free Patterns
Empower workers for more decision-making authority
If capacity is insufficient, consider increasing the available number of resources
Delegate and optimize your operations
Collect similar work items and work in batches
Automate for environmental impact
Implement automation in a sustainable way
Preference-based task assignment
Let people do what they love to do
Constraint-based task assignment
Allocate tasks considering business process execution constraints
Allocate task based on collaborative experience: handover time, interactions, diversity
Establish standardized interfaces
Consider a standardized interface with customers and partners
Minimize numerical involvement
Too many cooks spoil the broth
First-contact problem resolution
Establish a one-contact resolution for customer issues