Insights from process mining enable data driven decision making, identify bottlenecks and reduce costs . This article aims to reveal typical results and usage areas of process mining, including a summary of these case studies.
Business outcomes of process mining projects
After mining their processes, many organizations 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.
Real-life example
For 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.
Real-life example
For example, BridgeLoan has integrated a process mining tool into its ERP system to identify the bottlenecks in their loan application processes. After recreating their processes, the process started to progress 40% faster and the company can now process 30,000 applications in a month.
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
Feel free to read our guide to learn more on process mining use cases.
Process mining case studies
Below, you can find the extended list of process mining (PM) 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.
| Company | Country | PM Tool | Industry | Process | Results |
|---|---|---|---|---|---|
| AB InBev | Belgium | QPR | Food & Drink | Supply chain | ▪ Reduced operational costs ▪ Better visibility of actual performance |
| Afrisam | South Africa | QPR | Construction | Risk management | ▪ Improved overall process efficiency ▪ Identification and better visualization of risks ▪ Real-time performance monitoring |
| Akzonobel | Netherlands | 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 |
| Alexianer | Germany | Lana Labs | Healthcare | Emergency hospitalization | ▪Optimized the patient care quality ▪reduced waiting times by 80% ▪Improved communication across functions |
| Alliander | Netherlands | 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 |
| Amag | Switzerland | QPR | Automotive | Finance & Controlling | ▪ Improved KPI measures ▪ Improved operating efficiency by focusing on underperforming targets |
| Ana Aeroports | Portugal | Process Sphere | Travel | Service Process | ▪ Identification of unoptimized steps ▪ Elimination of non-value-add tasks which speeds up the process ▪ Quick identification of problems and improvement opportunities |
| Anonymous | Australia | Not disclosed | Bank | Mortgage Approval process | ▪ Identification of communication issues between front office and back office. |
| Anonymous | Eastern Europe | StereoLOGIC | Bank | Back Office Operations | ▪ Process optimization by an average of 16%. ▪ 4 month ROI |
| Anonymous | Canada | StereoLOGIC | Financial services | Call Center Operations, Back Offices | ▪33.6 % process efficiency gain in less than 3 months |
| APG | Netherlands | Celonis | Pension Funding | Finance | ▪ Identification of dramatic deviations of throughput time ▪ Increased first-time response rate ▪ Improved customer satisfaction |
| Barona | Finland | QPR | Support Services | Invoicing | ▪ Identification of the bottlenecks ▪ Discovery of improvement opportunities |
| Basware | Finland | QPR | Technology | Invoice Management | ▪ Identification of bottlenecks ▪ Increased customer satisfaction |
| BridgeLoan | South Africa | QPR | Insurance | Loan Processes | ▪ 40% faster process ▪ Reduction in manual work ▪ Quick reaction to possible problems in process |
| Caverion | Finland | QPR | Construction | Ad Hoc Service Process Management | ▪ Improved cash flow ▪ Removal of bottlenecks ▪ Faster invoicing |
| Credem Bank | Italy | IBM | Banking | Back Office operations | ▪Detection of repetitive and manual work ▪ Analysis and automation over 50 processes |
| EDEKA | Germany | Celonis | Retail | IT Service Management | ▪ Simplified process ▪ Reduced cost ▪ Increased process quality |
| Eissmann Automotive | Germany | Celonis | Manufacturing | Purchase-to-Pay, Master Data Management and Manufacturing | ▪ Shortened throughput time by 30% ▪ Visualization of real-time production cycle ▪ Elimination of problematic process steps |
| EY | UK | ProcessGold | Consulting | External Audit Processes | ▪ Ability to more complete audit assesment ▪ Automation of insights into audit risks ▪ Reduced audit preparation time by 50% |
| Fennovoima | Finland | QPR | Utilities | Document Handling | ▪ Creation of a centralized portal which contains documentation and information about business processes ▪ Identification of root causes of process delays |
| Isala Hospital | Netherlands | PROM | Healthcare | Healthcare Patients' Records Management | ▪Compliance analysis of the whole patients' records management. ▪Detection of 30 unnecessary medical steps, ▪Reduction of the emergency management total duration |
| ING Bank | Australia | Celonis | Banking | Website and call center improvements | ▪Develop their website and call center. |
| KB Card | South Korea | Puzzle Data | Credit Card | Credit Card Issue Process | ▪Identification of bottlenecks and time consuming activities |
| Kemira | Finland | QPR | Chemicals | Order-to-Cash and Process-to-Pay | ▪ Increased customer satisfaction ▪ Improved lead times ▪ Increased responsiveness to possible problems |
| Komerční Banka | Czech Republic | QPR | Banking | Finance | ▪ Identification of the bottlenecks ▪ Improved lead times |
| Lassila & Tikanoja | Finland | QPR | Support Services | Order-to-Cash | ▪ Improved customer satisfaction ▪ Reduced ERP implementation costs ▪ Improved KPI measures ▪ Reduced risk of ERP deployment and vendor dependency ▪ Increased data quality |
| LOEN Entertainment | South Korea | Fluxicon | Media | Customer Journeys | ▪ Simplified process ▪ Achieved user segmentation |
| Maastricht University Medical Center | Netherlands | Fluxicon | Healthcare | Clinical pathways | Analyzed clinical pathways by leveraging medical records and pathway definitions Developed and run conformance checks across new methodologies in clinical pathway adherence. |
| Manufacturing firm | Multinational | IBM | Manufacturing | Order-to-cash process | ▪ Enabled quick, data-backed automation decisions, ▪ Reduced reworking by automating 75% of Delivery Activity, ▪ Saved EUR 50,000 in the line creation activity, ▪ Decreased lead time by 3 days, ▪Reached to USD 60,000 in cost savings |
| Maxima Medical Center | Netherlands | Fluxicon | Healthcare | Patient Treatment Analysis | Discovered the care flow of a given disease Comprare care paths between discovered model and pre-defined rules |
| Metsä Board | Finland | QPR | Forestry & Paper | Supply Chain | ▪ Identification of the bottlenecks ▪ 60% increase in order lines & volume ▪ Conformant order lines from 40% to 80 % |
| Neste | Finland | Celonis | Utilities | Logistics, Quality Management and Finance | ▪ Identification of the bottlenecks ▪ Improved customer satisfaction ▪ Secured on-time payments |
| Nokia | Finland | QPR | Telecom | Order-to-Cash and Process-to-Pay | ▪ Harmonization of different processes ▪ Identification of improvement opportunities ▪ Improved lead times |
| Patria | Finland | QPR | Defense | Order-to-Cash | ▪ Increased customer satisfaction ▪ Elimination of newly discovered unnecessary tasks ▪ Minimization of resources spent on rework |
| PGGM | Netherlands | Fluxicon | Insurance | Process Improvement | ▪ 66% time savings expected ▪ Improvement verification when an improvement is implemented |
| Piraeus Bank | Greece | 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 |
| Rabobank | Netherlands | Not disclosed | Banking | Process improvement | ▪ Identification of continous change and improvement. |
| Ruukki | Finland | QPR | Construction | Process Management | ▪ Reduced value of raw material stock ▪ Identification of the bottlenecks |
| Siemens AG | Germany | Celonis | Household Goods | Service Process Management | ▪ Automation of ordering channels ▪ Standardization of the process ▪ Quick identification of inefficiencies |
| Stark | Denmark | QPR | Retail | Order-to-Cash | ▪ Identification of the bottlenecks ▪ Improved communication with employees ▪ Improved operating efficiency by rescheduling good replacement tasks |
| Suncorp | Australia | Not disclosed | Insurance | Home Insurance Claim | ▪ Identification of two major bottlenecks ▪ Reduced processing time from 30-60 days to 5 days |
| Telefonica | Spain | Fluxicon | Telecom | IT Service Management | ▪ Major incidents decreased from 124 to 13 in two years ▪ Halved restoration time in one year ▪ Improved customer relations |
| Terberg | Netherlands | Celonis | Manufacturing | Purchase-to-Pay and Accounts Payable | ▪ Identified root causes of delayed deliveries ▪ Immediate time savings ▪ Reduced costs |
| Vaisala | Finland | QPR | Industrial Engineering | Process Management | ▪ Improved process by around 59% depending on product ▪ Reduced operational costs ▪ Improved customer satisfaction ▪ Quick identification of process deviations |
| Veco | Netherlands | Fluxicon | Industrial Engineering | Quality Management and Logistics | ▪ Reallocation of workstations to reduce delays ▪ Same amount of work done by fewer people ▪ Shorter lead time |
| Vodafone | UK | Celonis | Telecom | 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 | Celonis | Banking | Loan 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 |
| VTB Bank | Russia | Celonis | Banking | IT support process | ▪Cheaper and faster processes ▪Optimized products |
| World Vision | South Africa | QPR | NGO | Performance Management | ▪ Shortened performance evaluation process ▪ Improved data management |
| Zacatecas State | Mexico | QPR | Government | Quality Management | ▪ Identification of process deviations ▪ Better and more timely evaluation of KPIs ▪ Improved decision-making |
| Zig Websoftware | Netherlands | Fluxicon | Technology | Housing 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 |
Find out more comprehensive and recently updated version of process mining case studies.
Also, don’t forget to check out our comprehensive and data-driven list of process mining software. If you still have questions about process mining software, we would like to help:
Comments
Your email address will not be published. All fields are required.