An optimization of business processes can basically start with the following process characteristics: - at the goals (What should be achieved?), - the approach (How should it be achieved?), - the methods and resources used (How is it to be achieved?) - the time available (by when should it be achieved?) and - the people/institutions involved (by whom or with whom should it be achieved?).

1. 42* Tips for
Optimizing Processes
S T U D I O A R C H I T E K T U R
*Yes, 42 is the answer ...
Christian Müller-Roterberg

2. Eliminating
Process Steps
S T U D I O A R C H I T E K T U R
Eliminate unnecessary activities that do not contribute
to value creation or that duplicate efforts.
#1
Christian Müller-Roterberg

3. Simplifying
the Process
S T U D I O A R C H I T E K T U R
The number of variants or the complexity of
the product or service must be reduced.
#2
Christian Müller-Roterberg

4. Re-Arranging
the Entire Process
S T U D I O A R C H I T E K T U R
Activities are restructured in terms of content,
e.g., several process steps are merged or split.
#3
Christian Müller-Roterberg

5. Changing the Order
of Process Steps
S T U D I O A R C H I T E K T U R
The sequence of activities is changed
by moving steps forward or backward.
#4
Christian Müller-Roterberg

6. Standardizing
the Entire Process
S T U D I O A R C H I T E K T U R
Guidelines for the standardized implementation
of activities are introduced.
#5
Christian Müller-Roterberg

7. Automating
the Process
S T U D I O A R C H I T E K T U R
Single activities or the entire process are to be automated.
#6
Christian Müller-Roterberg

8. Modularizing
the Process
S T U D I O A R C H I T E K T U R
Activities are to be broken down into independent modules,
which are to be carried out separately in other processes.
#7
Christian Müller-Roterberg

9. Flexibilizing
the Process
S T U D I O A R C H I T E K T U R
The execution of activities is made more flexible
depending on the situation.
#8
Christian Müller-Roterberg

10. Parallelizing
Process Steps
S T U D I O A R C H I T E K T U R
The execution of activities is overlapped
or completely parallelized.
#9
Christian Müller-Roterberg

11. Removing
Overlaps
S T U D I O A R C H I T E K T U R
The overlapping or parallelism of activities is to be eliminated
in order to prevent the joint use of resources at the same time
or to mitigate inefficient multi-tasking.
#10
Christian Müller-Roterberg

12. Shortening
the Process Time
S T U D I O A R C H I T E K T U R
The time allocated for individual activities is reduced.
#11
Christian Müller-Roterberg

13. Extending
the Process Time
S T U D I O A R C H I T E K T U R
The time budget overall or for individual activities is increased
in order to achieve the process objectives.
#12
Christian Müller-Roterberg

14. Reducing
Waiting Times
S T U D I O A R C H I T E K T U R
Waiting times or interruptions between activities are reduced.
#13
Christian Müller-Roterberg

15. Introducing
Waiting Times
S T U D I O A R C H I T E K T U R
Waiting times are deliberately extended or
newly introduced to increase process quality.
#14
Christian Müller-Roterberg

16. Eliminating
Discontinuities
S T U D I O A R C H I T E K T U R
Media discontinuities are avoided to enable a smooth workflow.
#15
Christian Müller-Roterberg

17. Introducing
the Pull Principle
S T U D I O A R C H I T E K T U R
Activities are to be initiated only when they are required.
#16
Christian Müller-Roterberg

18. Creating Transparency
in the Process
S T U D I O A R C H I T E K T U R
Everyone involved in the process immediately has
the correct information that is relevant to them in real time.
#17
Christian Müller-Roterberg

19. Accelerating
Decision-Making
S T U D I O A R C H I T E K T U R
Decisions on content, time and cost budget are
made quickly, e.g. by involving fewer decision-making levels.
#18
Christian Müller-Roterberg

20. Synchronizing
the Entire Process
S T U D I O A R C H I T E K T U R
Time dependencies between individual activities
are to be introduced.
#19
Christian Müller-Roterberg

21. Introducing or
Eliminating Repetitions
S T U D I O A R C H I T E K T U R
Some activities are repeated to increase process quality.
The reverse is the elimination of unnecessary repetitions
in order to speed up the process or make it more cost-effective.
#20
Christian Müller-Roterberg

22. Improving
Coordination
S T U D I O A R C H I T E K T U R
Coordination within the process or with stakeholders
in the process environment is improved
(e.g., introducing a communication plan).
#21
Christian Müller-Roterberg

23. Establishing
Cooperations
S T U D I O A R C H I T E K T U R
Partnerships within or even outside the company
should be explored in order to carry out the process together.
#22
Christian Müller-Roterberg

24. Outsourcing
Process Steps
S T U D I O A R C H I T E K T U R
Individual activities or up to the entire process are to
be outsourced to others with whom the process goal
can be achieved faster, better and/or more cost-effectively..
#23
Christian Müller-Roterberg

25. Re-Allocating
Tasks
S T U D I O A R C H I T E K T U R
Responsibilities are re-assigned within the process team.
#24
Christian Müller-Roterberg

26. Re-Arranging
Ownership of Tasks
S T U D I O A R C H I T E K T U R
Individual activities are to be carried out
by the client during or after the process.
#25
Christian Müller-Roterberg

27. Removing
Interfaces
S T U D I O A R C H I T E K T U R
The number of partners or process participants must be reduced
to the minimum necessary to eliminate interfaces.
#26
Christian Müller-Roterberg

28. Substituting
Activities
S T U D I O A R C H I T E K T U R
Individual activities are to be replaced by better,
faster or more cost-effective alternatives.
#27
Christian Müller-Roterberg

29. Re-Defining
Process Boundaries
S T U D I O A R C H I T E K T U R
The process is re-defined in terms of
what belongs to it and what does not.
#28
Christian Müller-Roterberg

30. Reducing
the Scope
S T U D I O A R C H I T E K T U R
The scope can be made more precise by limiting or
focusing more clearly on the substantive process activities.
#29
Christian Müller-Roterberg

31. Expanding
the Scope
S T U D I O A R C H I T E K T U R
New activities are to be added to achieve the
process objectives faster, better or more cost effectively.
#30
Christian Müller-Roterberg

32. Decreasing
Resources
S T U D I O A R C H I T E K T U R
The number of employees or the material
or capital is to be cut for the process.
#31
Christian Müller-Roterberg

33. Increasing
Resources
S T U D I O A R C H I T E K T U R
The number of employees or the material
or capital is to be increased for the process
(especially for bottlenecks).
#32
Christian Müller-Roterberg

34. Changing
Responsibilities
S T U D I O A R C H I T E K T U R
Responsibilities of individual process team members
are to be changed.
#33
Christian Müller-Roterberg

35. Replacing
Process Participants
S T U D I O A R C H I T E K T U R
Employees with higher (or even lower) qualifications are to be
deployed to speed up or improve the process
(or make it more cost-effective).
#34
Christian Müller-Roterberg

36. Training
Employees
S T U D I O A R C H I T E K T U R
The people involved in the process are to be trained on-the-job.
#35
Christian Müller-Roterberg

37. Providing
Incentives
S T U D I O A R C H I T E K T U R
Incentives (financial or non-financial) are given
to process team members.
#36
Christian Müller-Roterberg

38. Decreasing
Material Quality
S T U D I O A R C H I T E K T U R
The material required is to be reduced
in quality to make the process more cost effective.
#37
Christian Müller-Roterberg

39. Increasing
Material Quality
S T U D I O A R C H I T E K T U R
The quality of the material required is to be increased in order to
improve the quality (and eventually speed up) of the process.
#38
Christian Müller-Roterberg

40. Improving
System Usefullness
S T U D I O A R C H I T E K T U R
Improving the accessability, usability, utility, joy of use
and performance of the technical systems used
can increase process quality.
#39
Christian Müller-Roterberg

41. Monitoring
the Process
S T U D I O A R C H I T E K T U R
Regular control of process parameters is to be performed or
inconsistent measurements are to be improved.
#40
Christian Müller-Roterberg

42. Reducing
Control Effort
S T U D I O A R C H I T E K T U R
Reducing the burden of control to allow freedoms
or diminish bureaucracy.
#41
Christian Müller-Roterberg

43. Ensuring
Fun at Work
S T U D I O A R C H I T E K T U R
Motivate process team members every day with a purposeful spirit,
charismatic leadership, and a sense of humor.
#42*
*That is truly 42!
Christian Müller-Roterberg