Process mining
At Rabobank
Frank van Geffen
19-9-2013
Rabobank Nederland
Outline
•
2
Introduction
Rabobank Nederland
Outline
3
•
Introduction
•
My experience with process mining at Rabobank
Rabobank Nederland
Outline
4
•
Introduction
•
My experience with process mining at Rabobank
•
Paradigm shift of working with process mining
Rabobank Nederland
Outline
5
•
Introduction
•
My experience with process mining at Rabobank
•
Paradigm shift of working with process mining
•
Lessons learned and pittfalls
Rabobank Nederland
Frank van Geffen
6
Rabobank Nederland
Profile of Rabobank Group
International financial services
provider founded on co-operative
principles
• Retail banking, wholesale banking,
asset management, leasing, real
estate and insurance
• 10 million customers worldwide
• Active in 47 countries
• 761 foreign places of business
• 59,670 FTE
Co-operative core business
• 139 independent Local Member
Rabobanks
• 7.6 million customers
• 1.9 million members
• 872 branch offices
• 27,272 FTE
Rabobank has been awarded the highest credit rating for private banks by S&P,
Moody’s and DBRS
Rabobank Nederland
Our values
Putting the interests of our customers and members first
• Providing the best possible financial services for customers
• Offering continuity in our services in the customer’s long-term interest
• Ensuring the bank’s involvement with the client and his or her environment
Rabobank Group Core Values
Rabobank Brand Values
•
•
•
•
• Involved
• Nearby
• Leading
Respect
Integrity
Professionalism
Sustainability
Rabobank Nederland
Our mission
Responsible banking in the
environmental, social and governance
fields
• To be the largest, best and most innovative
financial services provider in the Netherlands
• To be the best food & agri bank internationally
with a strong presence in the world’s main
food & agri countries
Rabobank Nederland
Organigram
10 million customers
1.8 million members
141 Local Member Rabobanks with 892 branch offices
Rabobank Nederland
Support Local Member Rabobanks
Support Services Rabobank Group
Rabobank International
Subsidiaries and equity investments
Asset Management
Real Estate
Insurance
Corporate
Robeco
Schretlen & Co
Rabo Real Estate Group
•Bouwfonds Property
Development
•MAB Development
•FGH Bank
•Bouwfonds REIM
•Public Fund Management
Netherlands
Achmea (31%)
•Interpolis
Rembrandt Mergers &
Acquisitions
Mortgages
International retail
Obvion (70%)
ACC Bank
Bank BGZ (59%)
Leasing
De Lage Landen
• Athlon Carlease
• Freo
Partner Banks
Banco Terra (31%)
Banco Regional (40%)
BPR (35%)
NMB (35%)
Zanaco (46%)
URCB (9%)
Banco Sicredi (25%)
Rabobank Nederland
Group ICT
Customer
Contact
Customer
Application
Development &
Maintenance
Communication
Management &
Operations
ICT Policy &
Architecture
Rabobank Nederland
Application Development & Maintenance
ADM (ca. 1800 FTE)
Betalen &
Sparen
Distributie
Financieren
Organisatie
Vermogen
Infrastructuur
Bedrijven
PDS
Douwe van der Meer
Opbouw
portfolio
Portfolio
PDS (ca. 250 FTE)
Portfolio office
Douwe van der Meer
Programmamanagers
Projectmanagers
Afdelingshoofden
Vendor
Management
Program
Office
Services
Change
Office
Medewerkers
Rabobank Nederland
Outline
13
•
Introduction
•
My experience with process mining at Rabobank
Rabobank Nederland
My process mining experience at Rabobank
Aware
2009
Aware/Interested
2010
Interested
2011
Evaluating
2012
Adopting
2013
Rabobank Nederland
Outline
15
•
Introduction
•
My experience with process mining at Rabobank
•
Paradigm shift of working with process mining
Rabobank Nederland
Rabobank’s vision op process mining
Process mining is a paradigm shift, that changes
decision-making and organizational change processes
•
Facts (objective), decisions are not based on assumptions or
subjective analysis
16
Rabobank’s vision op process mining
Process mining is a paradigm shift, that changes
decision-making and organizational change processes
•
Facts (objective), decisions are not based on assumptions or
subjective analysis
•
Full (complete), decisions are not based on samples or
assumptions
17
Rabobank’s vision op process mining
Process mining is a paradigm shift, that changes
decision-making and organizational change processes
•
Facts (objective), decisions are not based on assumptions or
subjective analysis
•
Full (complete), decisions are not based on samples or
assumptions
•
For real (true comparison), comparisons between
departments are not based on debatable industry
benchmarks
18
Rabobank’s vision op process mining
Process mining is a paradigm shift, that changes
decision-making and organizational change processes
•
Facts (objective), decisions are not based on assumptions or
subjective analysis
•
Full (complete), decisions are not based on samples or
assumptions
•
For real (true comparison), comparisons between
departments are not based on debatable industry
benchmarks
•
Fast (digital data), decisions are not based on interviews,
but digital transaction data
19
Rabobank’s visie op process mining
Process mining provides faster and cheaper process
intelligence to initiate changes
Preps
Preps
(Data Mining)
20
Process
Analysis
Process
Analysis
Traditional (process)
analysis has long lead time
and is labor intensive
Process mining takes a
lot of time initially to get
data. Overall faster and
cheaper.
Outline
•
Introduction
•
My experience with process mining at Rabobank
•
Paradigm shift of working with process mining
•
Lessons learned and pittfalls
21
Lessons Learned
•
Process mining delivers what you expect
− Quick insight into current proces
− Quick insight into bottlenecks
− Quick insight into conformance issues
22
Rabobank Nederland
Lessons Learned
•
Process mining delivers what you expect
− Quick insight into current proces
− Quick insight into bottlenecks
− Quick insight into conformance issues
•
23
Further cause analysis, guided by process mining functionality,
leads to concrete solutions
Rabobank Nederland
Lessons Learned
•
Process mining delivers what you expect
− Quick insight into current proces
− Quick insight into bottlenecks
− Quick insight into conformance issues
24
•
Further cause analysis, guided by process mining functionality,
leads to concrete solutions
•
Weakest link is data collection, preparation and interpretation
Rabobank Nederland
Lessons Learned
•
Process mining delivers what you expect
− Quick insight into current proces
− Quick insight into bottlenecks
− Quick insight into conformance issues
25
•
Further cause analysis, guided by process mining functionality,
leads to concrete solutions
•
Weakest link is data collection, preparation and interpretation
•
Analysis is performed effective and efficiently through using a
professional tool and tool expert
Rabobank Nederland
Lessons Learned
•
Process mining delivers what you expect
− Quick insight into current proces
− Quick insight into bottlenecks
− Quick insight into conformance issues
26
•
Further cause analysis, guided by process mining functionality,
leads to concrete solutions
•
Weakest link is data collection, preparation and interpretation
•
Analysis is performed effective and efficiently through using a
professional tool and tool expert
•
Keep on digging and you will eventually reach a “usable” datasource (and sometimes not)
Rabobank Nederland
Pitfalls
•
27
"Garbage in" is "garbage out" (design, registration behavior, and (business)
interpretation of data in information systems)
Rabobank Nederland
Pitfalls
28
•
"Garbage in" is "garbage out" (design, registration behavior, and (business)
interpretation of data in information systems)
•
Degree of (process) logging of data in today's information systems (process aware
systems / lack of logging due to performance or storage issues)
Rabobank Nederland
Pitfalls
29
•
"Garbage in" is "garbage out" (design, registration behavior, and (business)
interpretation of data in information systems)
•
Degree of (process) logging of data in today's information systems (process aware
systems / lack of logging due to performance or storage issues)
•
(Event) logs are often confidential (e.g. customer / employee data, privacy laws)
Rabobank Nederland
Pitfalls
30
•
"Garbage in" is "garbage out" (design, registration behavior, and (business)
interpretation of data in information systems)
•
Degree of (process) logging of data in today's information systems (process aware
systems / lack of logging due to performance or storage issues)
•
(Event) logs are often confidential (e.g. customer / employee data, privacy laws)
•
Distribution of data across different systems and the lack of data in data warehouses
(difficult / impossible to find a suitable case-id, which links data across multiple
systems)
Rabobank Nederland
Pitfalls
31
•
"Garbage in" is "garbage out" (design, registration behavior, and (business)
interpretation of data in information systems)
•
Degree of (process) logging of data in today's information systems (process aware
systems / lack of logging due to performance or storage issues)
•
(Event) logs are often confidential (e.g. customer / employee data, privacy laws)
•
Distribution of data across different systems and the lack of data in data warehouses
(difficult / impossible to find a suitable case-id, which links data across multiple
systems)
•
No objective facts on manual intervention in business processes (e.g. consultation
with clients)
Rabobank Nederland
Pitfalls
32
•
"Garbage in" is "garbage out" (design, registration behavior, and (business)
interpretation of data in information systems)
•
Degree of (process) logging of data in today's information systems (process aware
systems / lack of logging due to performance or storage issues)
•
(Event) logs are often confidential (e.g. customer / employee data, privacy laws)
•
Distribution of data across different systems and the lack of data in data warehouses
(difficult / impossible to find a suitable case-id, which links data across multiple
systems)
•
No objective facts on manual intervention in business processes (e.g. consultation
with clients)
•
Large databases like SAP, Oracle Siebel (customized configuration, which tables
contain which data?)
Rabobank Nederland
Pitfalls
33
•
"Garbage in" is "garbage out" (design, registration behavior, and (business)
interpretation of data in information systems)
•
Degree of (process) logging of data in today's information systems (process aware
systems / lack of logging due to performance or storage issues)
•
(Event) logs are often confidential (e.g. customer / employee data, privacy laws)
•
Distribution of data across different systems and the lack of data in data warehouses
(difficult / impossible to find a suitable case-id, which links data across multiple
systems)
•
No objective facts on manual intervention in business processes (e.g. consultation
with clients)
•
Large databases like SAP, Oracle Siebel (customized configuration, which tables
contain which data?)
•
(Internal) cost allocation for transport of data (transporting data from A to B costs
money)
Rabobank Nederland
Questions?
34
Rabobank Nederland