Process Mining is a technology that enables the analysis of business processes by evaluating digital footprints in IT systems. It provides companies with deep insights into their actual operations, helping to uncover deviations from planned processes and inefficiencies. This transparency is crucial for optimizing workflows, as it allows for the targeted identification and elimination of bottlenecks and unnecessary steps. As a result, companies can not only increase their efficiency but also ensure compliance with regulatory requirements. Moreover, Process Mining supports data-driven decision-making by providing managers with concrete information about the performance of their processes. Consequently, Process Mining significantly contributes to enhancing customer satisfaction and strengthening the competitiveness of the business.

A consumer goods company, like many others, was undergoing a digital transformation. This shift posed significant challenges to process management in analyzing and optimizing digital processes. The goal was to identify suitable (mass) processes for the application of process mining in order to identify and implement optimization potential.

Process Selection
In a first step, suitable processes were selected. The most important criteria for decision-making were process complexity, degree of digitization, and the suitability of the systems used in the process for process mining.

Based on this evaluation, an appropriate process for implementation as Proof of Concept was selected, and the process was detailed with a focus on information flow and the activities carried out in the relevant systems.

Proof of Concept
The system data needed for the pilot process were determined, and the data connection to the system was established. Based on this data, the next step involves data transformation to create the “”event log”” and visualization using process mining software. Concurrently, employees received practical training in using the process mining software. The results obtained were analyzed, and savings potentials greater than 1 million euros per annum were identified.

Subsequently, (1) a roadmap for implementing the potentials was created, and (2) the implementation and integration of process mining into the organization took place.

Implementation & Organizational Integration
1) Technology Selection: A criteria catalog for comparing and evaluating different providers is created based on company-specific requirements.

2) Implementation: After selecting a technology, implementation takes place. This includes not only the introduction and modification of the software but also the establishment of the necessary infrastructure.

3) Development of the Operating Model: To ensure the long-term integration of process mining, responsibilities and communication processes are defined.

4) Communication & Change Management: A clear communication and change strategy ensures acceptance and cooperation in the introduction of new technologies within the company.

5) Pipeline Management: Selection and application of process mining to further processes according to the steps described above.

Savings potentials exceeding 1 million euros were identified particularly in the areas of invoicing and supplier management. On this basis, a concrete implementation plan was created, and a controlling solution for tracking the realization was implemented using process mining.

Furthermore, the use and application of process mining were organizationally embedded, making it a standard tool for process management and process optimization.

Process Mining is a technology that enables the analysis of business processes by evaluating digital footprints in IT systems. It provides companies with deep insights into their actual operations, helping to uncover deviations from planned processes and inefficiencies. This transparency is crucial for optimizing workflows, as it allows for the targeted identification and elimination of bottlenecks and unnecessary steps. As a result, companies can not only increase their efficiency but also ensure compliance with regulatory requirements. Moreover, Process Mining supports data-driven decision-making by providing managers with concrete information about the performance of their processes. Consequently, Process Mining significantly contributes to enhancing customer satisfaction and strengthening the competitiveness of the business.

A consumer goods company, like many others, was undergoing a digital transformation. This shift posed significant challenges to process management in analyzing and optimizing digital processes. The goal was to identify suitable (mass) processes for the application of process mining in order to identify and implement optimization potential.

Process Selection
In a first step, suitable processes were selected. The most important criteria for decision-making were process complexity, degree of digitization, and the suitability of the systems used in the process for process mining.

Based on this evaluation, an appropriate process for implementation as Proof of Concept was selected, and the process was detailed with a focus on information flow and the activities carried out in the relevant systems.

Proof of Concept
The system data needed for the pilot process were determined, and the data connection to the system was established. Based on this data, the next step involves data transformation to create the “”event log”” and visualization using process mining software. Concurrently, employees received practical training in using the process mining software. The results obtained were analyzed, and savings potentials greater than 1 million euros per annum were identified.

Subsequently, (1) a roadmap for implementing the potentials was created, and (2) the implementation and integration of process mining into the organization took place.

Implementation & Organizational Integration
1) Technology Selection: A criteria catalog for comparing and evaluating different providers is created based on company-specific requirements.

2) Implementation: After selecting a technology, implementation takes place. This includes not only the introduction and modification of the software but also the establishment of the necessary infrastructure.

3) Development of the Operating Model: To ensure the long-term integration of process mining, responsibilities and communication processes are defined.

4) Communication & Change Management: A clear communication and change strategy ensures acceptance and cooperation in the introduction of new technologies within the company.

5) Pipeline Management: Selection and application of process mining to further processes according to the steps described above.

Savings potentials exceeding 1 million euros were identified particularly in the areas of invoicing and supplier management. On this basis, a concrete implementation plan was created, and a controlling solution for tracking the realization was implemented using process mining.

Furthermore, the use and application of process mining were organizationally embedded, making it a standard tool for process management and process optimization.