In many companies, there is still a belief that process optimization tools are a topic for corporate giants. Meanwhile, mid -level organizations are increasingly reaching for them – looking for non -spectacular innovations, but transparency. Because before we automate anything, you must first know where the problem is. Modern technologies allow measurable and objective to determine which elements of work require improvements.
– People say: “This process is too long” or “Everyone stumbles on it”, but it's still emotions. We are primarily interested in numbers – says Damian Reszuta, senior manager at EY.
The residential team connects two tools: Process Mining, which analyzes data from systems used for daily work and Task Mining, analyzing what exactly employees do. Effect? More specifics, fewer guesses.
Process optimization in practice
Process Mining analyzes data from systems, following each step – from invoices in accounting to orders in the supply chain. It shows where the work stops, how much time each stage requires and which paths differ from the norm.
Task Mining allows you to see what no systems show. – The employee opens an email, copies data to Excel, switches between the windows, looks for the right file, complements the form, approves – says the resident. – Nothing extraordinary, but when the same steps are repeated thousands of times a week, he eats working hours.
The combination of both approaches gives a full picture – from a bird's flight perspective to a detailed insight into everyday life. Process Mining can show that inviting invoice lasts on average 3 days, and Task Mining will explain why – because the accountant must manually rewrite data from PDFs to three different systems, each time looking for the same information
It's not about slowing down people
In one of the implementation, led by the EY consulting team, the operation of the operational department in one of the companies operating in Great Britain was analyzed. Of the 60 employees, 33 spent enough time at the computer to be examined in detail their actions. The analysis showed that it is possible to automate tasks corresponding to up to 12 full -time jobs.
– It is worth noting that the effects of our work are not synonymous with a reduction in employment. It is all about not wasting the potential of employees to routine activities – says Wojciech Zajączkowski, Partner and Digital GBS Transformation Leader in EY. – Companies are increasingly wanting people to deal with tasks of greater value: data analysis, customer relationships, solving complex problems.
Different faces of savings
In the same organization, the team initially planned to automate the process of manual cancellation of orders – because it was this stage that employees most often complained. However, data analysis revealed that the actual problem lies elsewhere: in inefficient supply management and lack of synchronization of information about the availability of goods
In one month, the company canceled over 10 million orders – mainly due to deficiencies in the warehouse. Data on the availability of goods existed, but was dispersed in various systems. – If information about orders and storage states were integrated earlier, up to 60 percent could be saved. of them – adds Damian Reszuta.
This story shows that automation should not always start where the process is the most time -consuming or burdensome. Sometimes instead of improving “cleaning” after the problem, it is better to understand its source – and that's where to look for the real business value.
– Mining gives a new quality – it allows you to see the whole process, not just its selected fragments – explains Damian Reszuta. – It's like the difference between watching individual photos and a full movie showing how we actually act.
His team implemented these tools, including in trade, finance, production and pharmacy. One of the pharmaceutical companies discovered that samples for clinical trials were sent routinely by air, because various teams operated in complete isolation – everyone ordered transport themselves, not knowing about the activities of others. Only the analysis of the entire process revealed the scale of the problem and allowed to optimize the costs without affecting the quality of the tests.
You don't need a Mercedes to move
The implementation of comprehensive systems for process analysis involves significant investments – the cost of a license for one business process can reach up to 150 thousand. euro. This means that many medium -sized companies are moving such projects to later.
Experts, however, suggest an alternative approach: start with a smaller scale pilot analysis. This solution allows you to test the optimization potential for a fraction of the cost of full implementation – just like a trial driving by car before buying it.
The largest barrier? Way of thinking
Experts emphasize that the most important obstacle in implementing process analyzes are not technological or financial issues at all, but the way the entrepreneurs look at their organizations.
– We think: “I have 7 people, there is nothing to optimize.” Or maybe these people are part of the process that passes through the next five departments and 23 people? – asks Zajączkowski.
The problem is that companies often perceive their structure through the prism of organizational silos – departments, teams, units – instead of looking at the flow of work and information through the entire organization. This means that they do not see the full potential of optimization.
Many companies are still looking for improvements in cutting costs or moving people between departments. Meanwhile, the answer often lies elsewhere: in data that they have been gathering for years, but which they have never analyzed in the context of a comprehensive process.
