Putting operations in a different order — when it makes sense — can result in greater efficiency.

Processes can sometimes be combined, and you can even improve by adding operations or resources to leverage comparative advantage.

This is a form of Lean Engineering.

The ability to rearrange operations is governed by before-after dependencies. Other than that, one should be alert for opportunities to leverage parallel and serial arrangements to compress total process time.

Project managers can rearrange tasks to reduce total process time using similar principles. The critical path will represent the minimum overall time possible, taking dependencies into account.

Redesigning processes using guides or jigs can make operations faster and more consistent.

This concept also applies to IT and other situations where you structure the operation or interface in a way that speeds things up and reduces errors (e.g., UIs, equipment templates for different processes).

Relocating processes to be in closer to each other eliminates transport time and handling. That said, organized queues can be included and sized to best react to planned and unplanned outages.