Consider to deepen or broaden the skills of resources
Reijers, H., & Liman Mansar, S. (2005). Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics. Omega, 33(4)
Resources may be turned from specialists into generalists or the other way round. A specialist resource can be trained for other qualifications; a generalist may be assigned to the same type of work for a longer period of time, so that his other qualifications become obsolete. When the redesign of a new process is considered, application of the pattern comes down to considering the specialist-generalist ratio of new hires.
A specialist builds up routine more quickly and may have a more profound knowledge than a generalist. As a result he or she works quicker and delivers higher quality. On the other hand, the availability of generalists adds more flexibility to the process and can lead to a better utilization of resources. Depending on the degree of specialism or generalism, either type of resource may be more costly.
Note that this heuristic differs from the Triage concept in the sense that the focus is not on the division of tasks.
Foundational free Patterns
Establish a case-based mindset
Remove batch-processing and periodic activities from your business process
Minimize numerical involvement
Too many cooks spoil the broth
Avoid shared responsibilities for tasks by people from different functional units
Consider the division of a general activity into two or more alternative activities
Let products appear greener
Let customers interact with the company wherever they want to
Assign tasks based on resources' roles in the organisation
Workload-based task assignment
Allocate tasks based on individuals' incomplete workload
Delegate tasks according to resource cost
Consider the division of a general activity into two or more alternative activities