We can learn better about new technology by observing its real-life applications. That’s why we have compiled process mining case studies from different resources. As we review them, we understand how the insights from process mining can improve different businesses. This article aims to reveal typical results and usage areas of process mining, including a summary of these case studies.

What are the typical results of process mining projects?

After mining their processes, many companies gained vital insights into their businesses. These insights helped them to execute better process analysis and prepare action plans. In conclusion, companies have achieved various results for process improvement. Top 3 typical results are as the following:

1- Data-driven decision making: An essential benefit of process mining is to be data-driven. While extracting processes, the software always uses real data. This enables insights from the process mining tool to be factual. As a result, companies can diagnose their processes confidently. They move forward with real data; not personal opinions or guesses.

2- Reduced costs: One thing companies usually try to aim is to reduce their costs and generate higher profits. By analyzing event logs, process mining can show a company the duration of each stage in its process, its costs, and ways to improve it. The company can get rid of unnecessary costs and make relevant moves to reduce them.

Here is an example:

By using process mining, Vodafone discovered that they have low automated transactions, and decided to focus on this area. As it started to use robotic process automation (RPA) to improve its order process, Vodafone has decreased its unit process order costs from $3.22 to $2.85.

3- Identification of the bottlenecks: At some point, the processes may have several stages which take too much time and cause processes to slow down. This reduces efficiency because it affects other stages for not working properly. The companies can identify those stages and take action to reduce them.

For example, Zig Websoftware discovered that it had three major bottlenecks after it mined its housing allocation process. The company aimed to cut these bottlenecks and recreated its whole process by automating its digital offering system. With this action, they reduced their turnaround by 4000 days in the first six months.

To have more details, you can read our article about process mining benefits.

What are typical processes to be mined?

The companies mine various processes to understand what their actual processes look like and find ways to improve them. These processes are usually the ones which the company can increase its level of automation.

The typical processes we have observed from the case studies are:

  • Purchase-to-Pay
  • Order-to-Cash
  • Logistics
  • Quality Management
  • Finance

Below, you can find the extended list of case studies which we have collected from different resources. You can filter the list by the service provider, industry, or process and investigate the achieved results.

CompanyCountryProcess Mining ToolIndustryProcessResults
AkzonobelNetherlandsCelonisChemicalsPurchase-to-Pay, Accounts Payable, and Order-to-Cash▪ Identified that 18% of process have manual changes
▪ Improved SRM efficiency from 40% to 70% in one year
▪ Reduced costs
AllianderNetherlandsLexmarkUtilitiesPurchasing▪ Gained insights into the complexity of the process
▪ Elimination of unnecessary steps
▪ Standardization of the process
▪ Discovery of the need of staff re-training
Ana Aeroports de PortugalPortugalProcess SphereTravel & LeisureService Process▪ Identification of unoptimized steps
▪ Elimination of non-value-add tasks which speeds up the process
▪ Quick identification of problems and improvement opportunities
APGNetherlandsCelonisPension FundingFinance▪ Identification of dramatic deviations of throughput time
▪ Increased first-time response rate
▪ Improved customer satisfaction
BaronaFinlandQPRSupport ServicesInvoicing▪ Identification of the bottlenecks
▪ Discovery of improvement opportunities
BaswareFinlandQPRTechnologyInvoice Management▪ Identification of bottlenecks
▪ Increased customer satisfaction
BridgeLoanSouth AfricaQPRInsuranceLoan Processes▪ 40% faster process
▪ Reduction in manual work
▪ Quick reaction to possible problems in process
CaverionFinlandQPRConstruction & MaterialsAd Hoc Service Process
Management
▪ Improved cash flow
▪ Removal of bottlenecks
▪ Faster invoicing
EDEKAGermanyCelonisRetailIT Service
Management
▪ Simplified process
▪ Reduced cost
▪ Increased process quality
Eissmann AutomativeGermanyCelonisAutomative & PartsPurchase-to-Pay, Master Data Management and Manufacturing▪ Shortened throughput time by 30%
▪ Visualization of real-time production cycle
▪ Elimination of problematic process steps
EYUKProcessGoldConsultingExternal Audit Processes▪ Ability to more complete audit assesment
▪ Automation of insights into audit risks
▪ Reduced audit preparation time by 50%
FennovoimaFinlandQPRUtilitiesDocument Handling ▪ Creation of a centralized portal which contains documentation and information about business processes
▪ Identification of root causes of process delays
KemiraFinlandQPRChemicalsOrder-to-Cash and Process-to-Pay▪ Increased customer satisfaction
▪ Improved lead times
▪ Increased responsiveness to possible problems
Komerční BankaCzech RepublicQPRBankingFinance▪ Identification of the bottlenecks
▪ Improved lead times
Lassila & TikanojaFinlandQPRSupport ServicesOrder-to-Cash▪ Improved customer satisfaction
▪ Reduced ERP implementation costs
▪ Improved KPI measures
▪ Reduced risk of ERP deployment and vendor dependency
▪ Increased data quality
LOEN EntertainmentSouth KoreaFluxiconMediaCustomer Journeys▪ Simplified process
▪ Achieved user segmentation
Metsä BoardFinlandQPRForestry & PaperSupply Chain▪ Identification of the bottlenecks
▪ 60% increase in order lines & volume
▪ Conformant order lines from 40% to 80 %
NesteFinlandCelonisUtilitiesLogistics, Quality Management and Finance▪ Identification of the bottlenecks
▪ Improved customer satisfaction
▪ Secured on-time payments
NokiaFinlandQPRTelecomunicationsOrder-to-Cash and Process-to-Pay▪ Harmonization of different processes
▪ Identification of improvement opportunities
▪ Improved lead times
PatriaFinlandQPRAerospace & DefenseOrder-to-Cash▪ Increased customer satisfaction
▪ Elimination of newly discovered unnecessary tasks
▪ Minimization of resources spent on rework
PGGMNetherlandsFluxiconInsuranceProcess Improvement▪ 66% time savings expected
▪ Improvement verification when an improvement is implemented
Piraeus BankGreeceQPRBankingConsumer Loan▪ Identification of the bottlenecks
▪ Improved KPI measures
▪ Diagnosis of variations in the process
▪ Shortened application process from 35 minutes to 5 minutes on average
RuukkiFinlandQPRConstruction & MaterialsProcess Management▪ Reduced value of raw material stock
▪ Identification of the bottlenecks
Siemens AGGermanyCelonisPersonal & Household GoodsService Process
Management
▪ Automation of ordering channels
▪ Standardization of the process
▪ Quick identification of inefficiencies
StarkDenmarkQPRRetailOrder-to-Cash▪ Identification of the bottlenecks
▪ Improved communication with employees
▪ Improved operating efficiency by rescheduling good replacement tasks
SuncorpAustraliaQueensland University of TechnologyInsuranceHome Insurance Claim▪ Identification of two major bottlenecks
▪ Reduced processing time from 30-60 days to 5 days
TelefonicaSpainFluxiconTelecomunicationsIT Service Management▪ Major incidents decreased from 124 to 13 in two years
▪ Halved restoration time in one year
▪ Improved customer relations
TerbergNetherlandsCelonisIndustrial TransportationPurchase-to-Pay and Accounts Payable▪ Identified root causes of delayed deliveries
▪ Immediate time savings
▪ Reduced costs
VaisalaFinlandQPRIndustrial EngineeringProcess Management▪ Improved process by around 59% depending on product
▪ Reduced operational costs
▪ Improved customer satisfaction
▪ Quick identification of process deviations
VecoNetherlandsFluxiconIndustrial EngineeringQuality Management and Logistics▪ Reallocation of workstations to reduce delays
▪ Same amount of work done by fewer people
▪ Shorter lead time
VodafoneUKCelonisTelecomunicationsSource-to-Pay▪ Increased perfect purchase orders from 73% to 85%
▪ Reduced cost from $3.22/PO to $2.85/PO
▪ Improved time to market by 20%
VTBRussiaCelonisBankingLoan Process▪ Shortened throughput time by 30%
▪ Increased percentage of timely-handled accounts from 68% to 98%
▪ Decreased application processing time by fourfold
▪ Discovery of the need for employee training
▪ Improved customer satisfaction
Zig WebsoftwareNetherlandsFluxiconTechnologyHousing Allocation Process▪ Identification of three major bottlenecks
▪ Recreation of the process by automating its digital offering system
▪ Reduced waiting period from 16.4 hours to 64 minutes
▪ Shortened turnaround by 4000 days for the first six months

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