Süreç Madenciliği ile Süreç İyileştirme - ITSM Vaka İnceleme

Editor's Notes

• #17: Any of these processes that are supported by an IT system can be analyzed with process mining techniques. The IT system must at least capture the following information about each activity that is performed: a Case ID, an activity name, and a timestamp.
• #21: In a customer-facing service refund process customers complained that the process was too slow, but the process manager did not know where cause of this problem was. Process mining objectively and automatically detects wherein the process the biggest delays occur, on average and cumulatively calculated over all process executions. In the service refund process a bottleneck with one of the forwarding companies was detected. In another process at an insurance company, the department head had to approve all claims, which he only did once per week, causing a significant delay for the process. Once the bottleneck is discovered, you can then change the process or allocate resources to resolve this bottleneck. This practice can be repeated after the bottleneck has been addressed. The analysis then reveals the next-slowest process part as the new bottleneck, therefore allowing you to continuously improve the process performance.
• #22: For example, in the service refund process mentioned above, additional documents were requested from the customer as a result of incomplete information at the outset of the process if it was started through a particular channel. Such hidden activities are sometimes called ‘hidden factories‘ as they bind resources but nobody knows they exist. Another example of waste is rework, where certain process steps are repeated once or multiple times. Process mining makes the actual process – including all the rework and ping-pong behavior – visible automatically by reconstructing the real process flows from the IT records of the IT systems. For example, the Figure highlights a dominant rework loop in a purchasing process, where existing requests for quotation are amended frequently
• #23: For example, To reduce lead times in the process, targeted training was given to a selected group of employees. The repeat analysis confirms that the time between the diagnosis and the resolution steps was reduced by almost five days on average. However, one can also see that the waiting times between other steps in the process have not been reduced. The ability to verify the effectiveness of process changes provides a powerful tool for any process manager who wants to be in control of the process they are responsible for.