Process Mining as Alternative to Traditional Methods to Describe Process Performance in End-to-End Order Processing of Manufacturing Companies

2022 ◽  
pp. 1-8
Author(s):  
Günther Schuh ◽  
Andreas Gützlaff ◽  
Seth Schmitz ◽  
Calvin Kuhn ◽  
Noah Klapper
2021 ◽  
pp. 127-137
Author(s):  
G. Schuh ◽  
A. Gützlaff ◽  
S. Schmitz ◽  
C. Kuhn ◽  
N. Klapper

CIRP Annals ◽  
2020 ◽  
Vol 69 (1) ◽  
pp. 381-384 ◽  
Author(s):  
Günther Schuh ◽  
Andreas Gützlaff ◽  
Seth Schmitz ◽  
Wil M.P. van der Aalst

2020 ◽  
Vol 110 (06) ◽  
pp. 429-434
Author(s):  
Philipp Scherwitz ◽  
Steffen Ziegler ◽  
Johannes Schilp

Die Fähigkeit der additiven Fertigung in Losgröße 1 zu fertigen, erzeugt eine hohe Komplexität in der Auftragsabwicklung. Dies stellt die datenbasierte Optimierung der Prozessabläufe vor große Herausforderungen. Durch die geringen Stückzahlen, bei einer hohen Variantenanzahl, ist die Prozessaufnahme in der additiven Fertigung mit signifikanten Aufwänden verbunden. Abhilfe kann hier eine automatisierte Prozessaufnahme schaffen. Deshalb soll in diesem Beitrag die Technologie des Process Mining untersucht und darauf aufbauend eine Vorgehensweise für die datenbasierte Optimierung in der additiven Fertigung vorgestellt werden.   The capability of additive manufacturing to produce in batch size 1 creates a high degree of complexity in order processing. This creates great challenges for the data-based optimization of process flows. Due to the low number of pieces, with a high number of variants, the process recording in additive manufacturing is connected with significant expenditures. This can be overcome by automated process recording. Therefore, this article will examine the technology of process mining and, based on this, present a procedure for data-based optimization in additive manufacturing.


2020 ◽  
Vol 45 ◽  
pp. 417-422
Author(s):  
Günther Schuh ◽  
Andreas Gützlaff ◽  
Sven Cremer ◽  
Marco Schopen

Author(s):  
Minsu Cho ◽  
Minseok Song ◽  
Junhyun Park ◽  
Seok-Ran Yeom ◽  
Il-Jae Wang ◽  
...  

Emergency room processes are often exposed to the risk of unexpected factors, and process management based on performance measurements is required due to its connectivity to the quality of care. Regarding this, there have been several attempts to propose a method to analyze the emergency room processes. This paper proposes a framework for process performance indicators utilized in emergency rooms. Based on the devil’s quadrangle, i.e., time, cost, quality, and flexibility, the paper suggests multiple process performance indicators that can be analyzed using clinical event logs and verify them with a thorough discussion with clinical experts in the emergency department. A case study is conducted with the real-life clinical data collected from a tertiary hospital in Korea to validate the proposed method. The case study demonstrated that the proposed indicators are well applied using the clinical data, and the framework is capable of understanding emergency room processes’ performance.


2020 ◽  
Vol 11 ◽  
Author(s):  
Susanne Schmidt ◽  
Olga Zlatkin-Troitschanskaia ◽  
Jochen Roeper ◽  
Verena Klose ◽  
Maruschka Weber ◽  
...  

To successfully learn using open Internet resources, students must be able to critically search, evaluate and select online information, and verify sources. Defined as critical online reasoning (COR), this construct is operationalized on two levels in our study: (1) the student level using the newly developed Critical Online Reasoning Assessment (CORA), and (2) the online information processing level using event log data, including gaze durations and fixations. The written responses of 32 students for one CORA task were scored by three independent raters. The resulting score was operationalized as “task performance,” whereas the gaze fixations and durations were defined as indicators of “process performance.” Following a person-oriented approach, we conducted a process mining (PM) analysis, as well as a latent class analysis (LCA) to test whether—following the dual-process theory—the undergraduates could be distinguished into two groups based on both their process and task performance. Using PM, the process performance of all 32 students was visualized and compared, indicating two distinct response process patterns. One group of students (11), defined as “strategic information processers,” processed online information more comprehensively, as well as more efficiently, which was also reflected in their higher task scores. In contrast, the distributions of the process performance variables for the other group (21), defined as “avoidance information processers,” indicated a poorer process performance, which was also reflected in their lower task scores. In the LCA, where two student groups were empirically distinguished by combining the process performance indicators and the task score as a joint discriminant criterion, we confirmed these two COR profiles, which were reflected in high vs. low process and task performances. The estimated parameters indicated that high-performing students were significantly more efficient at conducting strategic information processing, as reflected in their higher process performance. These findings are so far based on quantitative analyses using event log data. To enable a more differentiated analysis of students’ visual attention dynamics, more in-depth qualitative research of the identified student profiles in terms of COR will be required.


One of the most debated areas regarding the introduction of new technologies into companies of all sizes is ERP systems implementation. These integrated software packages normally encompass the main transaction processing and information reporting requirements of a company, spanning sales order processing, financial management, human resource management, stock movement, and inventory control. It has led to a widespread debate in the literature regarding the respective merits of procuring and implementing an ERP system or deploying individual standalone software packages. The increased take-up of packaged software also coincided with the spread of business process re-engineering (BPR) to improve efficiencies and reduce overheads. The two became closely linked as BPR projects were frequently combined with the introduction of new software solutions. In this chapter, three such cases are reviewed, all involving major new packaged software implementations in manufacturing companies and all associated with varying degrees of process change.


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