CPI – Center for Process Intelligence

Former Projects

Here you can find some of our previously conducted projects. Feel free to browse around and get inspired!

Process Analytics at a

Large Insurance Firm

By analyzing the process of insurance claims of traffic accidents, we uncovered various improvement points and bottlenecks.
 

Challenges and Objectives

To operate at a large scale, the inter-organizational communication between different branches of the company is key. Yet, the interaction between branches located in different regions introduces challenges in process management:

“It is impossible to identify noncompliance and bottlenecks for hundreds of distinct pathways without investigating each case.”

The insurance company consulted CPI to better understand their insurance policy management processes, operated by thousands of users in hundreds of branches. With the long-term goal to create a data-driven culture within the organization, together with CPI, the company developed a transformation strategy based on a true understanding of their insurance polity management processes' operational quality.

The CPI Solution

Achieving process transparency is the first step towards a reliable digital transformation strategy.

As a basis for comparison between conformance and non-conformance, we discover the "As-Is" process model and modify it into "To-Be" process with our customer side-by-side. Providing the violations and deviations identified, we diagnosed the root causes with the customer's domain experts.

The process efficiency is assessed from various aspects, e.g., workload, the complexity of cases, different phases in the processes, and the reviewer's decisions. By analyzing the performance systematically, we provide a reliable base for optimizing their processes. Moreover, we quantify the potential improvements according to the best-practice cases.

Insights and Benefits

CPI identified the rework and missing executions as the major non-compliance in the processes, i.e., among hundreds of distinct process executions detected. Meanwhile, the main difference between different claims is the necessity to modify the insurance policiesThe duration of the claims requiring modification is five times higher than the ones not requiring further executions.

Most of the claims are handled within half a workday. However, some claims may take up to 2 months to review. The root causes of the inefficiencies are the sequential execution design and the uneven distribution of the resource among branches. Optimizing the process speeds up the claim handling time by 50%.

  • Among nearly 500 of the different pathways detected, 20% of the policies require further modifications.
  • Nearly 90% of the claims are processed within 4 hours.
  • 99% of the claims are handled with 2 hours of delay on average, due to an uneven distribution of resources.

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Leading Production Technology Provider

Our process performance analyses revealed that batched executions lead to high unnecessary costs.
 

Challenges and Objectives

The company faced the challenges of controlling and optimizing their processes with traditional process management. They have identified the power of process mining and want to apply the technology throughout all the subsidiaries worldwide. After several projects with other process mining solution providers, the company was unsatisfied with the results and looked for experts who can further exploit the technology.

After deploying a new system in Asia, they are especially interested in the differences between the processes using legacy and the latest systems. Based on the results with the focus of comparing the Accounts Payable Processes in different subsidiaries, the company chose CPI as their long-term partner in their digital transformation journey.

The CPI Solution

Achieving process transparency is the first step towards a reliable digital transformation strategy.

As a basis for comparison between conformance and non-conformance, we discover the "As-Is" process model and modify it into "To-Be" process with our customer side-by-side. Providing the violations and deviations identified, we diagnosed the root causes with the customer's domain experts.

The process efficiency is assessed from various aspects, e.g., workload, the complexity of cases, different phases in the processes, and the reviewer's decisions. By analyzing the performance systematically, we provide a reliable base for optimizing their processes. Moreover, we quantify the potential improvements according to the best-practice cases.

Insights and Benefits

We compared the behavior, conformance, and efficiency of the processes. In general, the process using an updated system outperforms the one based on the legacy system in most aspects. The process using the updated system yields a higher percentage of invoices paid, the resources are distributed better, and more cases are compliant to the reference process model. However, there is a higher percentage of duplicated payments, which is a severe issue.

In terms of performance, the bottlenecks in the processes can take up to 2-3 months due to the accumulation of cases for batched executions. Such a delay results in failing to capture discounts, which accounts for nearly € 500k of losses.

  • The process recorded in the latest system outperforms the one in legacy system with 11% of conformity.
  • Handling the payments in time may save up to €500k.
  • Adopting the latest system as a best-practice, the efficiency of the process recorded in the legacy system can be increased by 33% (the duration decreases 33%).

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Leading Consultancy Firm

By analyzing the invoicing process, we uncovered various improvement points and bottlenecks.
 

Challenges and Objectives

With the rapidly growing popularity of process mining, the company identified the opportunities this technology can bring. However, the company does not yet have capabilities with this relatively new technology in the industry.

Aiming to build expertise in process mining to boost their business and ensure their competitiveness, CPI helped the company have a deeper understanding of the technology by applying process mining to identify the automation opportunities for their Accounts Payable Process.

The CPI Solution

CPI provided an end-to-end solution, i.e., from transforming the data into a format that can be used by process mining techniquesd to the development a strategic roadmap for the company.

The analysis process starts with transforming the records of executions of processing invoices in SAP system into an event log, i.e., the input for all the process mining techniques.

The quality of the operation, i.e., conformance, is evaluated with a focus on payments of invoices. CPI provides general statistics of the process compliance as well as concrete examples of deviations for reference. Together with the company's domain experts, we investigate and diagnose the root causes of non-compliance.

The priority and benefits of automation were quantified by comparing the efficiency with best-practice cases. Based on the results, CPI developed a transformation roadmap for data-driven process optimization and management.

To equip the company with the capabilities to perform process mining, CPI documents the analysis with emphasis on each phase's process and objectives.

Insights and Benefits

We found that no major pathway was followed in the process, i.e., only three to four process instances follow the same execution. Meanwhile, nearly half of the invoices are reversed in SAP. This indicates that further training of the employees should be performed, or the process must be redesigned in order to reduce the possibility of mistakenly executed actions.

In terms of performance, due to batched executions, significant delays occur for invoice archiving, i.e., after invoices are paid. The invoices that caused the delay are prioritized for automation. Meanwhile, there are more resources utilized than required. Therefore, adjustment of the distribution of resources was recommended.

  • An estimated one-fourth of the payments are paid multiple times or paid without invoices.
  • Nearly ten thousand distinct process executions are detected, and 3-4 cases follow the same execution
  • Most of the invoices are paid within 30 days; however, due to batched executions, the overall delay of the cases' closure is unnecessary long.

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