This article is part of a collection of process mining examples organized by industry. You can find the full overview here.
Logistics and transportation examples often focus on the efficiency but also fluidity of their processes.
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Boris Nikolov from Vanderlande applied process mining in the area of logistic process automation. He validated and optimized test scenarios during some of the most critical phases of a project — acceptance testing and operational trials.
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Christian Pohle from Lufthansa Technik AG used process mining in combination with the Theory of Constraints (TOC) to identify and address bottlenecks in the parts repair process.
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Remco Bunder and Jacco Vogelsang from the Dutch Railway applied process mining on every dataset they could put their hands on. They analyzed the bike rental service, how the lockers at the stations were used, and the resolution of broken windows, escalators, and elevators.
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Marc Gittler and Patrick Greifzu from DHL analyzed the parcel delivery process based on hundreds of millions of events. They also reduced their audit time by 25% in comparison to classical data analytics by using process mining to analyze the quality of their own audit process.
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Marc Tollens from KLM analyzed data from Jira, a project management software for (agile) software development, to see if he can help the teams learn from each other. He compared the flows of three teams to identify key differences in behavior and the resulting effects.
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Zbigniew Paszkiewicz applied process mining to the Inventory Processes Dendro, a mattress production company in Poland. The mining was performed on data coming from the WMS as it is, without any modifications of the system or special preparations.
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Bram Vanschoenwinkel from AE worked with a package delivery company in Belgium, which processes around 300,000 packages on a daily basis. See also their case study here.
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The refund process of an electronics manufacturer in Germany required the coordination of many external entities: repair centers, callcenters, dealers, and logistics companies. Process mining allowed to analyze the end-to-end process across all of these companies (PDF version).
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John Hansen and Claudia Billing analyzed the baggage handling process at Copenhagen Airports A/S. They found that the process bottlenecks were not related to the baggage factory belt performance.
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Walter Vanherle analyzed the operational process at a security services company. Service delivery is managed via contractual obligations based on target performance. One of the challenges was that the data came from multiple devices with different clocks (PDF version).
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Ana Aeroportos is responsible for managing the entire airport infrastructure in Portugal. They analyzed their ITIL “Change Order” process with process mining.