Business leaders know that process improvement reduces costs and increases customer satisfaction. Therefore, businesses follow process improvement methodologies or deploy tools such as process modeling, process mining and RPA to discover, modify and automate their processes. However, it can be difficult for process experts and business analysts to understand the different process improvement approaches and the results they should expect.
Read our process improvement approaches guide for a categorization of process improvement approaches so you can rely on a framework to structure your process improvement initiatives. In this article, we share typical process improvement project results and case studies. Our aim is to provide benchmarks so business analysts and leaders can set targets for their own initiatives.
What are the typical project results?
Process improvement solutions help businesses define weaknesses and take action to solve these problems. In the case studies we collected, the most common project results that we came across are as follows:
1- Improved efficiency: Most businesses increase the efficiency of their processes by adapting process improvement methodologies. After defining their problems, companies eliminate unnecessary steps in processes, reduce their costs, and shorten process times. As a result, they achieve faster processes and higher quality output with fewer resources.
For example, in a process mining case study, a manufacturer leveraged a process mining software to analyze the procure-to-pay processes. It is claimed that the manufacturer could:
- Reduce maverick buying and saved $60,000 in reworking cost by detecting and managing deviations, mismatches and early payments.
- Improve purchase order and invoice processes by automating 75% of line creation and delivery activities. As a result, the company decreased the invoice registration and approval time.
2- Enhanced customer satisfaction: The increasing quality of output and faster processes can also reflect on customer satisfaction. Process improvement solutions help businesses reduce waiting time and focus on customer value. For example, it is claimed that by adopting the Kaizen methodology, Tata Steel has shortened its response time and delivered more on-time orders to its customers.1
3- Harmonization of different teams/processes: For large companies, handling different processes simultaneously can be a big challenge. Teams should be informed about what others do, and processes need to work in sync to avoid problems. With process improvement solutions, businesses can have a full understanding of all their companies and align different processes successfully.
Here is an extended list of case studies which are collected from different resources. You can filter the list by the process improvement solution, service provider, industry, or process and investigate the achieved results.
Company | Country | Solution | Vendor | Industry | Process | Results |
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3M | United States | Lean Six Sigma | Manufacturing | Manufacturing | • Saved approximately $30 million per year by redesigning, or recycling and reusing waste materials | |
Aegon | UK | Lean Six Sigma | Catalyst Consulting | Insurance | Customer services | • Stopped the annual cost of £20M on external contract resource • Paid back the cost in training investment within the first six months |
Afrisam | South Africa | Process Mining | QPR | Construction & Materials | Risk management | • Improved overall process efficiency • Identification and better visualization of risks • Real-time performance montioring |
Akzonobel | Netherlands | Process Mining | Celonis | Chemicals | Purchase-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 |
Alliander | Netherlands | Process Mining | Lexmark | Utilities | Purchasing | • Gained insights into the complexity of the process • Elimination of unnecessary steps • Standardization of the process • Discovery of the need of staff re-training |
Allianz Indonesia | Indonesia | BPM | Camunda | Insurance | Legacy applications processes | • Successful support in 6 different time zones • Harmonization of different processes |
Amag | Switzerland | Process Mining | QPR | Automative | Finance & controlling | • Improved KPI measures • Improved operating efficiency by focusing on underperforming targets |
Ana Aeroports de Portugal | Portugal | Process Mining | Process Sphere | Travel & Leisure | Service process management | • Identification of unoptimized steps • Elimination of non-value-add tasks which speeds up the process • Quick identification of problems and improvement opportunities |
An automobile manufacturer | Japan | RPA | Argos Labs | Manufacturing | Online app testing and monitoring | • Reduced quality assurance effort |
Bancolombia | Colombia | RPA | Automation Anywhere | Financial Services | Back office processes | • Reduction of labor and errors |
A blue-chip, international organization | Global | BPM | Torque Management | IT service management | • Increased customer satisfaction by 62% • Improved IT capability by 1.8 levels |
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BridgeLoan | South Africa | Process Mining | QPR | Insurance | Loan processes | • 40% faster process • Reduction in manual work • Quick reaction to possible problems in process |
Caverion | Finland | Process Mining | QPR | Construction & Materials | Ad hoc service process management | • Improved cash flow • Removal of bottlenecks • Faster invoicing |
City Union Bank | India | RPA | Antworks ANTstein | Finance | KYC automation | • 66% reduction in effort • 7x improvement in turn around time • Reduction in errors |
Collins Bus Corporation | United States | Lean | Transportation | Manufacturing | • Reduced downtime • Reduced costs by using resources more efficiently |
|
A consumer finance company | Agile | PM Solutions | Finance | Project management, stakeholder governance, business analysis, and quality assistance | • Rejection rates of work submitted for QA testing dropped from 30% to 5% over six months • 400% improvement in the throughput of task completions over time |
|
CooperVision | United States | Lean Six Sigma | Catalyst Consulting | Manufacturing | Production | • 75% improvement in productivity • 70% reduction in quality defects |
Dell EMC | United States, India | RPA | Automation Anywhere | Technology | Various processes including invoicing process, renewal quote generation | • $2M savings per year |
DeutscheBahn Cargo | Germany | BPM | Camunda | Logistics | Logistics | • Optimization of European rail freight transport |
DuBois-JohnsonDiversey | United States | Lean | Chemicals | Production | • Energy saving by 60% • Reduction in water usage by 80% • Waste stream was cut by 85-95% |
|
EDEKA | Germany | Process Mining | Celonis | Retail | IT service management | • Simplified process • Reduced cost • Increased process quality |
EY | Global | RPA | Professional Services | Crawling through meeting registrations and finding individuals that have not booked their air tickets | •50% reduction in effort • 20% reduction in air travel ticket prices |
|
HP | Brazil | RPA | UiPath | Technology | Invoice tax accounting and reporting sub-processes automated | • 85% reduction in effort leading to $100k cost savings |
An industrial machinery company | Global | RPA | PM Solutions | Utilities | Supply chain, materials management | • Increased delivery speed by 66% • On-time integration of the automation initiative with more than 18% under budget • Improved inventory accuracy • Increased productivity |
A US insurance company | United States | BPM | PM Solutions | Insurance | Portfolio management, IT | • Elimination of approximately 100 non-value-adding projects |
Juniper Networks | Global | RPA | Automation Anywhere | Technology | Invoice generation | • Error reduction |
Kahiki Foods | United States | Value Stream Mapping, Six Sigma | Food & Drinks | Production | • Reduced wasted resources by almost 70% in six months • Reduced costs • Harmonization of production processes of different foods |
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Line mobile communication app | Japan | RPA | Argos Labs | Technology | Mobile app testing and monitoring | • Reduced quality assurance effort |
Lockheed Martin | United States | Lean | Aerospace & Defense | Chemical and hazardous waste management | • Reduced work scope and elimination of unneeded work • Reduced facility size by 1/3 • Reduced chemical storage capacity to 2% of it's original size • Reduced costs |
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Mercedes Benz Brazil | Brazil | Lean, Kaizen | Automative | Production | • 10-20% reduction in HPU (Hour per Unit) in manufacturing • 300% increase in deployment processes |
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Merchants Insurance Group | United States | BPM | PM Solutions | Insurance | Portfolio management | • Improved on time project delivery to 80% • 758% revenue growth in the first two months |
Metsä Board | Finland | Process Mining | QPR | Forestry & Paper | Supply chain | • Identification of the bottlenecks • 60% increase in order lines & volume • Conformant order lines from 40% to 80 % |
Microsoft | United States | Six Sigma | Technology | Various processes including sales, customer service | • Reduced errors - the sigma level improved by over 2σ in less than one year • Identification of customer groups |
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Nokia | Finland | Process Mining | QPR | Telecomunications | Order-to-Cash and Process-to-Pay | • Harmonization of different processes • Identification of improvement opportunities • Improved lead times |
npower | UK | RPA | Blue Prism | Utility | • $10M savings per year • 2 million hours of work automated per year |
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One of Big 4 | Global | RPA | Automation Anywhere | Professional services | Tax returns, business intelligence Reporting | • $18m savings p.a. |
PGGM | Netherlands | Process Mining | Fluxicon | Insurance | Process improvement | • 66% time savings expected • Improvement verification when an improvement is implemented |
A global pharmaceutical company | Global | BPM | Flowforma | Pharmaceutical | Artwork management | • 60% efficiency improvement • Full visibility of the entire process • Increased coordination with other departments in different countries |
Piraeus Bank | Greece | Process Mining | QPR | Banking | Consumer 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 |
A US regulatory body | United States | BPM | Torque Management | Government | Quality management | • Reduced cycle time by 50% • Increased process throughput by 40% • Improved quality |
Siemens AG | Germany | Process Mining | Celonis | Personal & Household Goods | Service process management | • Automation of ordering channels • Standardization of the process • Quick identification of inefficiencies |
Stant | United States | RPA | Automation Anywhere | Manufacturing | Invoice matching, manual invoice creation, approval workflow, data validation, exception & metrics reporting, general ledger coding | • 80% invoice straight through processing achieved |
Starbucks | United States | Lean Six Sigma | Food & Drinks | Customer services | • Reduced waiting time • Faster ordering processes |
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Synergy | Australia | RPA | Automation Anywhere | Energy | Transactional billing process | • $2.3m annual value savings • Error reduction • 280+ bots deployed |
Tata Steel Europe | UK | Kaizen | Construction & Materials | Production, order management | • Improved product quality • Reduced rework time • Faster response times, giving more customers their orders on time |
|
Telco | Germany | BPM | Interfacing | Telecomunications | Production, process documentation, IT service management | • Increased efficiency • Improved CRM processes • Alignment of IT processes |
Telefonica O2 | UK | RPA | Blue Prism | Telecommunications | 15 processes representing 35% of back-office transactions | • Reduced need for FTE growth • Reduced turn-around time |
TreasuryOne | South Africa | RPA | Automation Anywhere | Financial Services | Back-office operations, including performing settlements and sending out deal confirmations | • Error reduction |
Tui Ora | New Zealand | BPM | Flowforma | Various processes including payroll allowance, purchase requisitions HR staff change | • 75% improvement in productivity • 70% reduction in quality defects |
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University Hospitals Birmingham NHS Trust | UK | RPA | Blue Prism | Healthcare | Patient self check-in | • 50% reduction in effort • 2x improvement in turn around time • Improved data quality |
Vodafone | UK | Process Mining | Celonis | Telecomunications | Source-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% |
VTB | Russia | Process Mining | Celonis | Banking | Loan processes | • 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 |
Walgreens | Global | RPA | Blue Prism | Retail | Various processes including worker's compensation claims | • 73% reduction in effort |
World Vision | South Africa | Process Mining | QPR | NGO | Performance management | • Shortened performance evaluation process • Improved data management |
Zig Websoftware | Netherlands | Process Mining | Fluxicon | Technology | Housing allocation processes | • 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 |
Further Reading
If you want to learn more on process improvement, these articles can also interest you:
Check out comprehensive and constantly updated list of process mining case studies to process mining real-life examples and compare them to process improvement case studies.
If you want to manage and improve your processes, check out our data-driven and up-to-date list of vendors for:
- Workflow management software
- Business process management software
- Low-code/No-code development platform
- Onboarding software
- Process mining
- Business process automation software
If you still have questions about process improvement, we would like to help:
External Links
- 1. “Process Improvement – A continuing initiative.” Tata Steel. 2008. Retrieved at May 17, 2024.
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