Call Centre and Process Mining

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Call Centre and Process Mining

  1. 1. <ul><li>Connecting Process Professionals </li></ul>
  2. 2. Business Process Mining © 2009
  3. 3. What is Process Mining? <ul><li>Process Mining is about; </li></ul><ul><ul><li>the discovery, analysis and improvement of business processes by extracting information from an organisation’s event logs </li></ul></ul><ul><ul><li>the reverse-engineering of processes </li></ul></ul><ul><ul><li>analysis of human workflows </li></ul></ul><ul><ul><li>conformance, performance analysis and </li></ul></ul><ul><ul><li>auditing capabilities </li></ul></ul>Business Process Mining © 2009
  4. 4. The Call Centre Case Study Business Process Mining © 2009
  5. 5. Call Centre – the ‘as designed’ process Business Process Mining © 2009
  6. 6. Event Log – generated by the call centre process case or process instance Business Process Mining © 2009 Event log mxml PromImport Prom case or process instance process mining software Process_ID EventName EventType Timestamp Originator Type Server Outcome 33116 VRU start 1/01/1999 0:00:31 No_Server PS No_Server Hang 33116 VRU complete 1/01/1999 0:00:36 No_Server PS No_Server Hang 33117 VRU start 1/01/1999 0:34:12 No_Server PS No_Server Hang 33117 VRU complete 1/01/1999 0:34:23 No_Server PS No_Server Hang 33118 VRU start 1/01/1999 6:55:20 Michael PS Michael Agent 33118 VRU complete 1/01/1999 6:55:26 Michael PS Michael Agent 33118 Regular_Service start 1/01/1999 6:55:44 Michael PS Michael Agent 33118 Regular_Service complete 1/01/1999 6:56:37 Michael PS Michael Agent 33119 VRU start 1/01/1999 7:41:16 Jack PS Jack Agent 33119 VRU complete 1/01/1999 7:41:26 Jack PS Jack Agent 33119 Regular_Service start 1/01/1999 7:41:27 Jack PS Jack Agent 33119 Regular_Service complete 1/01/1999 7:44:53 Jack PS Jack Agent
  7. 7. Process Discovery - control flow & performance What does a business process look like? Business Process Mining © 2009
  8. 8. Process Discovery – key data <ul><li>What the business processes actually looks like! </li></ul><ul><ul><li>possible bottlenecks </li></ul></ul><ul><ul><li>the throughput rate </li></ul></ul><ul><ul><li>the arrival rate </li></ul></ul><ul><ul><li>waiting times </li></ul></ul><ul><ul><li>decision points </li></ul></ul><ul><li>Not on the original ‘as designed’ workflow diagram </li></ul><ul><ul><li>abandonment/balk behaviour ( black boxes ) from VRU only </li></ul></ul><ul><ul><li>abandonment after VRU (10%) including hang & phantoms </li></ul></ul>Business Process Mining © 2009
  9. 9. Process Discovery – ‘actual’ process Business Process Mining © 2009
  10. 10. Next step – statistical analysis <ul><li>Is the process in statistical control ? </li></ul><ul><li>Yes (excluding abandoned calls) </li></ul>Business Process Mining © 2009
  11. 11. Capability Analysis – examine the distribution Business Process Mining © 2009 <ul><li>Process is lognormal – as expected </li></ul><ul><li>Ppk > 1 - Process is capable – can be improved! </li></ul>
  12. 12. Business Process Mining © 2009 Call Centre Process Discovery – summary <ul><li>event logs – converted to process data </li></ul><ul><li>workflow – designed compared to actual </li></ul><ul><li>decision points – business rules quantified </li></ul><ul><li>performance data – bottlenecks identified </li></ul><ul><li>process capability – in control and capable </li></ul><ul><li>Next step is to examine the process in detail </li></ul>
  13. 13. Process Analysis – only cases that completed successfully Business Process Mining © 2009
  14. 14. Process Discovery - control flow & decision points Business Process Mining © 2009
  15. 15. Basic Performance Analysis (global) Business Process Mining © 2009
  16. 16. Basic Performance Analysis (process 33128) Business Process Mining © 2009
  17. 17. Basic Performance Analysis (task/originator) Business Process Mining © 2009
  18. 18. Process Diagram Analysis – most common paths taken Business Process Mining © 2009
  19. 19. Process Analysis – who is working together? Business Process Mining © 2009
  20. 20. Business Process Mining © 2009 Organisational knowledge used to aid analysis <ul><li>Semantics of names and roles understood by people but not known by system </li></ul><ul><li>Build Ontology/Hierarchy to reflect organisational view (WSML) </li></ul>
  21. 21. Business Process Mining © 2009 Organisational knowledge used to aid analysis
  22. 22. Business Process Mining © 2009 Application knowledge used to aid analysis <ul><li>Semantics of application understood by domain experts but not known by system </li></ul><ul><li>Unravelling complexity & heterogeneity </li></ul><ul><li> </li></ul>
  23. 23. Business Process Mining © 2009 Application knowledge used to aid analysis
  24. 24. Business Process Mining © 2009 Using semantics to check conformance (1) <ul><li>Show instances of Regular Service completed by members of Team 4 </li></ul>
  25. 25. Business Process Mining © 2009 Using semantics to check conformance (2) <ul><li>1 of 56 instances of Regular Service completed by members of Team 4 - (Morgan) </li></ul>
  26. 26. Process Analysis – Conformance Checker Business Process Mining © 2009
  27. 27. Business Process Mining © 2009 Conversion to EPC
  28. 28. Business Process Mining © 2009 Summary <ul><li>Process Mining perspectives </li></ul><ul><ul><li>Control flow </li></ul></ul><ul><ul><li>Performance </li></ul></ul><ul><ul><li>Organisational </li></ul></ul><ul><ul><li>Conformance & Audit </li></ul></ul><ul><ul><li>Case </li></ul></ul><ul><li>Part of the Process Improvement toolkit </li></ul><ul><ul><li>Data easily transferable to BPM tools </li></ul></ul>
  29. 29. Business Process Mining © 2009 Why do we need Process Mining?

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