In this issue’s end-user’s corner, we have the pleasure to publish a fast-flowing double interview with Ivan Neskovic (in the following, IN) and David Suana (in the following, DS). Ivan is Regional Solution Champion Operations Planning and David is Head of Commercial Sampling Operations at Givaudan, a large international company in the flavour and fragrance industry.

Where and when did you first hear about process mining?

IN: We first heard about process mining when we were looking for possibilities to visualize information flow and analyse workload in re-engineered supply chain processes with split responsibilities between local and central functions. It was then when we got in contact with new process mining solution providers.

How do you use process mining in your organization?

DS: We use process mining as a central source to identify continuous improvement potential and to visualize – as well as partially automate – our daily work. Further, it helps us standardize ways of working whilst giving us the possibility to provide customized solutions to our customers – where it’s required and worth it.

How do your counterparts perceive and adopt process mining?

IN: It was a challenge at the beginning, actually. At first, many perceived “process mining” as just another buzzword. But once we got a good use case together and showed tangible insights that were made available at a tremendous speed, everyone was on board and started to get creative about how and where we could employ process mining.

What is the major challenge while using process mining?

IN: The major challenge with process mining is change. From our point of view, process mining gives you a tool to foster transparency. And transparency isn’t about individual performance measurement. It’s about uncovering structural waste and becoming better as a team by eliminating inefficiencies. Further, a key topic not to underestimate is the time required to identify and understand the data points to get the best results.

What was your “ah-ha” moment while using process mining?

DS: That was probably when we saw the number of variations in our supply chain processes. On one hand, we were confused because we would have thought our ways of working were standardized. On the other hand, it showed us the great customer-centric approach the teams take to deliver a superior customer experience.

How do you see process mining in the future?

DS: We would like every team lead to use process mining as a tool to understand, manage and improve her or his processes. It enables to take over the managerial responsibility to engineer lean, standardized but still flexible processes.