Unlocking Business Potential with Process Mining: A Story of Transformation

The real value of process mining isn’t just in the cost savings or the efficiency gains—it is in the ability to continuously optimize, evolve, and respond to change. The power of process mining can unlock any organisation's or department's full business potential, transforming it from a company struggling to improve efficiencies into one driven by data and poised for the future. And it all should start by looking within.

There are multiple tools available in the industry. The problem is not about choosing the right tool but to set the right mindset to invest in process mining.

Story # 1

In a bustling metropolitan city, Vedanta Power Corporation had always prided itself on innovation. For years, they invested heavily in cutting-edge technology and embraced automation to streamline their operations. But despite these efforts, something wasn’t adding up. Projects were delayed, costs were spiraling out of control, and employee frustration was growing. The leadership team couldn’t figure out why their investments weren’t yielding the expected results.

This is where Sana, the newly appointed Head of Technology at Vedanta, came in. Armed with years of experience and an understanding that technology was only as good as the processes it supported, she knew the company’s problem wasn’t just a failure of tools—it was a failure of insight. The automation systems were operating blind, implementing tasks that didn’t add up to significant improvements.

Sana had a solution in mind: process mining. Unlike traditional process analysis, which relied on interviews, intuition, and static flowcharts, process mining offered a way to extract real-time insights from the company’s own data. It could shine a light on the exact paths employees and systems took to complete tasks, identify bottlenecks, and offer clear, data-driven recommendations for improvement.

After getting buy-in from leadership, Sana's team implemented a process mining tool. They started with Vedanta’s supply chain processes—historically one of the company’s most complex operations. Within weeks, they uncovered a stunning insight: while their automated inventory ordering system was running as designed, it was plagued by unnecessary manual interventions that created delays and inefficiencies. Worse still, these manual workarounds had been invisible to upper management.?

Armed with this newfound visibility, Sana’s team began streamlining the process. Manual steps were eliminated, and the automated workflows were optimized to adapt to real-time demand fluctuations. Within three months, the time spent on procurement dropped by 40%, and the associated costs decreased by 25%. But that was just the beginning.?With each discovery, Vedanta Power Corp became more agile, efficient, and capable of responding to market changes.

Story # 2

Providence Logistics, a leading global shipping company, was known for its scale, speed, and reliability. With thousands of packages moving daily across multiple continents, the company’s operations were a marvel of efficiency—or so it seemed. Behind the scenes, however, things were beginning to unravel.?

Despite its reputation, Providence faced increasing customer complaints about delayed shipments, lost packages, and unpredictable delivery times. On top of that, operational costs were skyrocketing, and management struggled to pinpoint the source of the inefficiencies. Their traditional performance dashboards showed processes running smoothly, but the results told a different story.

Enter Iryan, the newly promoted Director of Operations. Iryan had been with Providence for over a decade, rising through the ranks with his problem-solving mindset. When he took over, Iryan realized something was wrong beneath the surface. He knew that to get to the root of the problem, Providence needed a different approach to understanding its processes. That’s when he turned to process mining.

Iryan partnered with a process mining vendor and set his team to work, starting with Providence’s shipping and distribution processes. Using the company’s own data—captured from transaction logs, shipments, and employee workflows—they quickly visualized the actual flow of operations. What they found was startling.?

At their largest distribution hub in Manchester, for instance, the team discovered a massive bottleneck. The process mining data revealed that, despite advanced sorting technology, nearly 15% of packages were being manually rerouted due to outdated routing logic and human error. This added an average of 24 hours to delivery times for affected shipments, frustrating customers and driving up costs.

Armed with these insights, Iryan made swift changes. They updated the routing logic with real-time AI-driven algorithms, cutting manual interventions by 80%. They also revamped the driver assignment process, using data to optimize loading procedures and route planning. Within six months, delivery delays dropped by 35%, and operational costs decreased by 20%.

Providence Logistics was transformed. What had once been a reactive organization became proactive, agile, and equipped to adapt to the demands of a fast-changing global market. And as Iryan reflected on the journey, he knew that process mining wasn’t just a tool for fixing problems—it was the key to unlocking Providence’s full business potential and staying ahead in a competitive industry.