An Application of Process Mining in Organizational Process Redesign

An Application of Process Mining in Organizational Process Redesign | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article An Application of Process Mining in Organizational Process Redesign Hamid Asadinia, Mohammad Taghi Taghavifard, Iman Raeesi Vanani This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-5268673/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract In the competitive business environment, organizations face challenges such as rapid customer needs changes and uncertainty, necessitating continuous adjustments in business processes to maintain competitive advantage. Fundamental changes can lower service costs, reduce time, and ultimately increase profitability. Organizations increasingly leverage information technology to convert traditional processes into web-based systems, enabling detailed data collection that enhances process analysis through a method known as process mining. This study focused on redesigning the logistics process at a private bank, utilizing three process mining techniques: discovery, adaptation, and improvement, with Disco 2.14 software. Data was extracted from the bank’s automation and administrative correspondence systems, allowing for a comprehensive analysis of the software outputs. The study identified process indicators, evaluated the adaptation of existing processes, and extracted values using an optimal process. Finally, the research provided suggestions to improve these processes, highlighting the potential of process mining in enhancing efficiency and effectiveness within organizational frameworks. The findings underscore the importance of adapting business processes to meet evolving market demands and leverage technology for improved operational performance. process mining business process redesign logistics process banking Figures Figure 1 Figure 2 Figure 3 Figure 4 Figure 5 Figure 6 Introduction Processes are primarily designed in organizations based on predetermined activities and plans. Tasks replace processes in line with the growth of organizations due to the adaptation of processes to activities. In this case, the overhead costs increase, activities are complicated, and organization stagnates, resulting in a decrease in services and product quality and customer dissatisfaction. At this level, the necessity of fundamental changes is felt in the organization. [ 1 – 2 , 3 ]. This has resulted in the development of several quality management methods or frameworks related to process improvement, one of which is business process reengineering [ 4 ]. Process redesign focuses on an increase in productivity and an increase in process productivity leads to an increase in the productivity of the organization since the processes in organizations are in charge of all the affairs [ 1 – 2 , 3 ]. Organizational process management has emphasized the potential of information technology, coinciding with its growing use across various fields. Consequently, processes are frequently executed web-based, leading to the integration of process information and enhanced decision-making [ 5 ]. In today’s digital era, the capability to log all activities makes process mining a vital method for assessing the current state and boosting productivity [ 6 ]. By implementing the information systems, event logs can be easily accessed. In process mining, it is possible to discover and capture all meaningful business knowledge using event logs [ 7 ]. The goal of process mining is to improve operational processes and increase their productivity through the systematic use of event data [ 8 ]. The implementation of process redesign in any organization such as bank is inevitable due to the above-mentioned factors to achieve process efficiency. Banks define and implement different processes due to their geographical size, organization size, variety of products and services, quick changes in laws, etc. Some of these processes lose their efficiency over time and should be aligned with the current requirements and technologies. This study focuses on improving the logistics process in one of the private banks of Iran by using re-engineering methodology and process mining techniques is considered and aims to answer the questions. How can logistics processes be redesigned using process mining? What are the process indicators in each part of the logistics process? What is the existing status of indicators and bottlenecks in logistics processes? (existing situation) To what extent does the logistics process workflow adapt to the designed process? What is the status of the logistics processes after the redesign? (Ideal situation) Literature Review Business process re-engineering An organization is a social goal-based institution which has active and coordinated systems and is related to the external environment. Most organizations had gradual and small changes to take the advantage of the emerging opportunities in the past when the environment was somehow stable [9]. However, organizations have understood that to survive, they must sometimes undertake fundamental changes over time, which requires adopting methods such as business process reengineering [10]. According to Dalmaris et al., process improvement has been developed with the cooperation of thinkers such as Davenport, Hammer, and Chambi since 1990. According to Hammer, process improvement is considered as a structured approach for improving performance focused on the systematic design and precise execution of processes [11] . In re-engineering, the current tasks of the organization are replaced by the main business processes and the organization moves from a task-oriented state to a process-oriented one. For this reason, the business process is accelerated and costs reduce, resulting in the competitiveness of the organization [9] . Process re-engineering seeks more effective and efficient business, more flexibility and accountability of organizations for shareholders, customers and employees, use of the organizational structure to facilitate the workflow in more appropriate way, and better production and service of organizations [12] . Re-engineering identifies activities which fail to create added value in the organization and replaces them with new processes using basic processes and fundamental changes in the organization. In this regard, the energy of organization has focused on value-creating activities, resulting in productivity improvement, speed increase, quality improvement, service improvement, and cost price reduction [13]. Improving system flow can be achieved by reducing major bottlenecks, implementing process changes, and eliminating non-value-added activities [14]. Reengineering cannot be planned and implemented carefully in small cautious steps. [15] The positive advantages of quality management have encouraged many companies to adopt quality management systems [4]. Re-engineering after some trivial reforms in the current situation is impossible without changing the main architecture and structure. Re-engineering means leaving traditional methods and achieving the new methods which are required for processing the products and services of the company and transferring something valuable to the customer. Reengineering is considered as the onset of everything from scratch [16,17]. Business process reengineering is based on the fundamental redesign of an organization's structure to enhance its efficiency by optimizing processes and reducing costs [18]. Business process redesign involves the change management approaches to mitigate the risks and barriers but increase agility [19]. In the definitions, process, phenomenal results, radical thinking, and radical design were more highlighted compared to the others. Reengineering aims to achieve phenomenal results. It means achieving a considerable leap which can only be possible with fundamental transformations and major reforms. Fundamental thinking means leaving the accepted assumptions of the past and answering the question of how to do what should be done and radical design refers to the redesign of something from scratch. Business process management Business process management is considered as a management idea and organizations have better performance when they pay special attention to their business processes from the beginning to the end. Every process is implemented in different sectors, specializations, geographical situations, and management levels. Thus, business process management is of paramount significance [20]. Business management is considered as a required approach for improving business performance, competitiveness, and more flexible response. BPM is based on the integration of activities into processes compared to traditional functional management which is based on functions and division of labor. BPM is more complex than BPR and aims to manage or align the business processes for improving their effectiveness [21]. BPM is an integrated continuous process dealing with both technological and organizational considerations which includes the stages of strategy definition, process description, and process implementation. BPM implementation involves significant activities such as analyzing processes, defining the structure between processes, selecting a management method, modeling and optimizing processes, and determining performance measurement and diagnosis system. In addition, the main goal of BPM is to improve the organizational effectiveness in achieving goals. [22] Therefore, Process mining relates to business process management, as both aim to gain insights into business processes [23]. The advantages of business process management are improving the alignment of all aspects of the organization's internal rules and transparency, increasing customer satisfaction, improving business productivity, and utilizing employees in a maximum way, all of which result in improving product quality and reducing costs [22]. Based on a definition proposed by Gažová et al., business process management shows a comprehensive approach which emphasizes the process change with balanced development of human, organizational, and technological aspects, focuses on stakeholder participation, considers the invisible perspectives (psychological-social) and the results of the past (operational/strategic) and acts in form of slow changes [21]. Furthermore, Draghici provided a similar definition and considered business process management as a holistic management approach based on the continuous improvement of processes, change management, and the use of modern information and communication technology systems. Such an approach aims to create an optimal balance between the dynamics of the organization's external environment and the functions of its internal processes according to innovation, flexibility and agility. Further, it helps organizations achieve business results by addressing continuous process improvement requirements and developing them beyond the organization [24]. Process mining There are some definitions for process mining, some of which are discussed below. Aalst considered process mining as the extraction of valuable and process-related information from the event report. In his opinion, process mining is complementary to the current approaches in business process management. Process mining analyzes the behavioral aspects of process data [25]. Process mining is a set of techniques which are used in a variety of fields to retrieve valuable knowledge from event reports [26]. Process mining is a field of research focusing on developing innovative methods for collecting knowledge from event reports. In addition, it has been used for various purposes to stimulate evidence-based process improvement [27]. In fact, the purpose of process mining is to bridge the gap between process management and workflow management, on one hand, and data mining, business intelligence, and machine learning, on the other [28]. Process mining aims to construct complete process models from execution data logs [29]. This discipline utilizes process science, which encompasses various methods for enhancing operational processes, including business process management and simulation, as well as data science techniques that extract value from data, such as machine learning and artificial intelligence [30]. Process analysis encompasses various types, including performance analysis, comparative analysis of multiple processes, forecasting, and the initiation of improvement actions [31]. In this regard, the process extraction needs all of the event records for a process and the events log needs the structure as shown in Fig. 1 [34]. Process mining techniques Process mining techniques extract data from the process history in information systems and convert them into usable knowledge [25]. Here is the study of three process mining techniques. Process discovery is one of these techniques. There are three perspectives for discovery business processes: the process perspective, which focuses on the flow of control between business activities; the organizational perspective, which describes the organizational structure; and the case perspective, which focuses on describing each process implementation [7]. Process mining can discover and create the real and current process in the organization from a set of related data [5]. In this technique, the event is created as an input and an output model without any previous information. Process discovery is considered as the most common process mining technique [25]. Process mining techniques have been used in various industries such as healthcare, manufacturing, logistics and finance [30]. Another technique is adaptation checking where the current process is compared to the pre-designed model using the history of events. Adaptation checking means checking the answer to the question: “Are the events consistent with the current process model or not?”. This technique is used for identifying and measuring the gaps and deviations [25]. In addition, process mining is used for redesigning and improving workflow by identifying process bugs, shortcomings, and bottlenecks [5]. Identifying areas for improvement can be a useful part of process improvement, especially when this activity is included in the continuous improvement process [32]. This technique aims to use the information in the actual running processes and the recorded events of such processes for improving or developing the current processes. This technique copes with the development or change of a previous model [25]. According to a field test, process mining effectively identifies process compliance and improvement opportunities, enhancing productivity [14]. Process analysis encompasses various types, including performance analysis, comparative analysis of multiple processes, forecasting, and the initiation of improvement actions [33]. Fig. 2 displays the input and output of each of these three techniques. Process mining covers various aspects. From the flow control point of view, the main focus is on flow control such as the order of activities. Finding good attributes of all possible routes is considered as the purpose of exploring this aspect. Organizational discovery focuses on uncovering hidden resources within an organization and understanding the roles involved, including how they interact and relate to one another. Nevertheless, a process example can be specified by using corresponding data elements. When events are time-stamped, it is possible to identify bottlenecks, measure service levels, monitor resource utilization, and predict the remaining processing time of current instances [25]. Research background Table 1 indicates some of the studies in the field of business process reengineering and process mining. Table 1. A summary of the studies on process mining and business processes reengineering Field Authors Tools Year Subject Process mining Ghasemi Kalateh [35] Excel and ProM 2018 Bottlenecks and process deviations of Tehran emergency call center Saeidi Moin [36] Interview and questionnaire 2018 Analysis and improvement of the patient referral process to the imaging department Taei et al. [37] - 2017 The processes of the emergency department in triage, dispatch, CT scan and discharge Dolou [38] - 2016 Health and medical systems of the specialized radiotherapy center Akhavan Moghadam [39] R software 2019 Bottlenecks, waiting time, and idleness of resources in the patient flow process Falahatgar [40] ProM 2013 Patient flow in a hospital Taghizadeh [41] - 2011 Bottlenecks of the patient care process Najafpour [42] - 2019 Process discovery and adaptation in a hospital Muhammadi [43] Excel and ProM 2017 Processes of a short-term inpatient ward in a hospital Kazemi [44] Statistical techniques and clustering algorithm 2015 Analysis and extraction of barriers and process deviations, call center 122 of water and sewage organization in Tehran province Firouzi [45] - 2019 The process of paying third party financial insurance claims in one of Iran's insurance branches Ahmadi [46] ProM and Disco 2016 The process of implementing the foundations at Behbahan Combined Cycle Power Plant Amiri [47] easyfit 2016 Processes of research and education vice-chancellor at Shahrood University of Medical Sciences Hosseini Excel and Disco 2018 The promotion process of faculty members of Persian Gulf University Kang et al. ProM and Disco 2013 Bottlenecks in the risk management process of Volvo's information technology department Çelik et al. ProM and Disco 2016 The completed problems of information technology at Volvo company Aalst and Boss ProM 2019 The processes of a hospital ward in the Netherlands Bautista et al. ProM and Disco 2019 The process of granting a personal loan in a financial institution in the Netherlands Buehler et al. - 2019 Effective models in ITIL related processes Fanderham Disco 2019 The process of building permit application in the municipality of a city in the Netherlands Checoli and Santos [48] Data mining 2021 The effect of process flow decisions on indirect attributes Rafiei and Aalst [49] - 2021 Techniques related to privacy Placidi et al. [50] pMineR 2021 Optimizing the motion flow of the palliative patient in the radiation therapy department Chiò et al. [51] - 2021 Data collected from production system sensors for automatic detection of changes Roldán et al. [52] Disco 2019 Improving the assembly process and training to industrial operators Elhadjamor, and Ghannouchi [53] ProM 2019 The key performance indicators of the medical care process Cherni et al. [54] - 2019 Configuration and improvement of processes and processing of key performance indicators Business process reengineering Kianizadeh 2016 Shirt production processes at Hacoupian company Taghavifard et al. [55] ED 2017 Improvement of the service process and reduced waiting time of customers in a bank Esmailpour and Soltani [56] ProM and Alpha Plus Plus, Alpha and Genetic Algorithms 2015 The adaptation of the registration process and dealing with customer complaints Khakpazan Fuzzy DEMATEL and fuzzy ANP 2017 The critical success factors of Bank Mellat for the implementation of business process reengineering and providing a tool for evaluating the readiness of the organization Process mining is one of the subjects which has recently been used in different fields of process management. The studies mentioned in Table 1 include most of the industries and different processes. However, this method has not been used in the banking industry. In addition, the use of process mining in business process redesign has not been observed in other studies. Research Method Process management currently focuses on large sets of processes. The problem of large dimensions occurs by increasing the number of processes and their features [57]. event logs may have challenges such as heterogeneity, large volume, correlation with other processes, and missing data; on the other hand, there is a wide variety of innovative techniques in the mining process, which makes the blind application of these techniques ineffective in real, complex, and very flexible processes. In fact, it is necessary to adapt the chosen approach to the characteristics of each case study and frame its application with an understanding of the problem in question [58]. In this regard, a number of 35642 data related to 16490 workflows in the logistics process of Ayandeh Bank during the six months of 2020 were extracted from the automation and correspondence system of bank offices. To select the extracted data analysis tool, a list of the most common process tools used in the 2019 process mining competition held at the University of Lisbon is shown in Table 2. As observed, Disco, ProM and Excel tools are used frequently. In this study, Excel software and its Power Query feature were used to refine and prepare. Furthermore, Disco 2.14 software was used for analyzing the event graphs Table 2. Common tools of process mining [59] The present study was considered descriptive in terms of the information analysis method. In addition, this study was applied since this study aimed to improve the logistics processes of the bank. This study was data-driven based on the nature of the study which was the use of logistics process data. Data analysis Data preparation is considered as one of the most significant parts of data analysis. A small error at this level can change the final result of the study completely and avoid correct results [60]. Findings After entering the information and running the software, Fig. 3 was extracted as the actual diagram of the process. Implementation of discovery technique After running the software, 23 independent workflows were extracted for this process. Table 3 presents the ratio of workflow and included activities along with the number of their repetitions. Table 3. Analysis of discovered workflows No. Ratio of activities Ratio of workflows Number of repetitions 1 63% 68% 11248 2 17% 12% 2042 3 5% 10% 1807 4 3% 3% 559 5 <1% <1% 287 6 <2% <1% 137 7 <2% <1% 117 8 <1% <1% 84 9 <1% <1% 53 10 <1% <1% 37 11 <1% <1% 26 12 <1% <1% 25 13 <1% <1% 19 14 <1% <1% 12 15 <1% <1% 11 16 <1% <1% 7 17 <1% <1% 7 18 <1% <1% 3 19 <1% <1% 3 20 <1% <1% 2 21 <1% <1% 2 22 <1% <1% 1 23 <1% <1% 1 It should be noted that no new workflow or activity is observed, which was predictable since the automation and administrative correspondence system does not allow any other workflow or activity except the predetermined items in the system. Implementation of checking and adaptation technique Table 3 indicates some points about the primacy and recency of activities. As a result, 596 product requests have not followed the predetermined rules of the process. Such non-adaptation can be categorized into six groups. Implementation of improvement techniques Improvement is considered as one of the techniques of process mining which is used in the redesign and improvement of a workflow by identifying the process bugs, shortcomings, and bottlenecks [5]. This technique aims to use the information in the actual running processes and the recorded event charts of the process for improving or developing the processes [61]. Analysis of input and output The number of input and duration of each activity are among the parameters used in process mining. Table 4 shows the number of inputs for each activity in the logistics process of the bank. Table 4. The number and ratio of input for each activity Row Activity Number of incoming demands Ratio of total demands 1 Submitting the product demand 16490 100% 2 Checking and determining the amount by electronic banking 2798 17% 3 Registering a purchase demand 521 3% 4 Sending to purchase process 521 3% 5 Registering the order 518 3% 6 Registering the purchase invoice 380 2% 7 Registering the warehouse receipt 374 2% 8 Sending products to the warehouse 307 2% 9 Issuing the warehouse remittance and delivering to the customer 13733 83% Process duration analysis Checking the process duration is one of the most effective points in process mining. Fig. 4 displays the actual average duration of the logistics process. Figure 4 shows an overview of the process. The maximum time interval between the two activities is 15.5 days which is related to issuing warehouse remittance and delivering to the applicant, as well as checking and determining the amount by electronic banking. This demand is practically removed from the data range since it is identified as a demand for defective products in the adaptation technique. Accordingly, the maximum time interval between the two activities is 15.4 days which is related to the two activities of sending to the warehouse and registering the warehouse receipt. Based on the software output, the average total process implementation for completed demands is 5.7 days. Table 5 presents the from-to process of activities related to the logistics process of the bank along with the total spent time. As shown, the calculation of the defective workflow identified in the adaptation technique is avoided. Table 5. From-to process of logistics Row From To Amount Total spent time 1 Submitting the product demand Checking and determining the amount by electronic banking 2620 23.4 year 2 Submitting the product demand Registering a purchase demand 521 21.7 day 3 Submitting the product demand Issuing the warehouse remittance and delivering to the customer 11255 157.5 year 4 Submitting the product demand Checking and determining the amount by electronic banking 170 41.5 month 5 Submitting the product demand Sending to purchase process 350 73.3 month 6 Checking and determining the amount by electronic banking Issuing the warehouse remittance and delivering to the customer 2042 22.5 year 7 Checking and determining the amount by electronic banking Sending to purchase process 171 20.1 day 8 Sending to purchase process Registering the order 518 10.8 year 9 Registering the order Registering the purchase invoice 380 13.9 year 10 Registering the purchase invoice Sending products to the warehouse 307 29.9 month 11 Sending products to the warehouse Registering the warehouse receipt 302 12.7 year 12 Sending products to the warehouse Issuing the warehouse remittance and delivering to the customer 101 50.3 week The average period of each activity can be obtained from the data shown in Table 5. Such information is summarized and displayed in Fig. 5. Fig. 5. The average period of each activity The maximum average period is for "registering the warehouse receipt", "registering the purchase invoice" and "registering the order" which is one of the activities related to the process of purchasing products and services. Analysis of categories and subcategories Tables 6 and 7 show the delivery time for each category and sub-category was extracted. Table 6. Average delivery time by categories Row Category Number Average completion time (days)* The number of delivery The ratio of delivery 1 Properties 1409 9.6 571 40.5% 2 Securities 4940 5 4631 93.7% 3 Consumption 7336 5.4 6400 87.2% 4 Bank cards 2636 4.8 2124 80.6% 5 Bank stamps 129 0 0 0% 6 Others 40 3.4 7 17.5% * This period is calculated for completed demands. Based on the results, none of the demands for products in the category of bank stamps have reached the stage of issuing a warehouse remittance and delivering to the customer. In addition, the maximum delivery rate is related to securities, consumption, and bank cards, respectively. Finally, the maximum delivery time is related to properties. Table 7. Average period of sub-categories Category Sub-category Number Average completion time (days)* The number of delivery The ratio of delivery Properties Electronic appliances 715 10.2 302 42% Stationery 49 5.8 34 69% Essentials 152 6.7 90 59% Others 6 0 0 0% Furniture and fixtures 189 18.8 47 25% Furniture 298 7.5 98 33% Consumption Electronic 2084 5.7 1781 85% Stationery 2059 5.3 1783 87% Essentials 2904 5.3 2661 92% Others 212 4.4 172 81% Furniture and fixtures 61 1.5 2 3% Furniture 16 1 1 6% * This period is calculated for completed demands. Analysis of undelivered items Unfinished requests are those which have not reached the stage of issuing a warehouse transfer and delivering to the applicant. Fig. 6 displays the workflow flow chart of the process without considering the activity of "issuing the warehouse remittance and delivering to the customer". As shown, 2757 demands for products have not reached the stage of warehouse remittance and delivery to the customer. A number of 2757 product demands failed to reach the end of the process and the desired product was not delivered. In this regard, it is necessary to evaluate the unfinished demands separately for each activity. Table 8 presents the number of unfinished demands from each activity and their corresponding figure. Each of these demands for product has not been completed because of a specific reason. Some bottlenecks in the process can be identified by analyzing these causes from another point of view. Table 8. The number of unfinished demands from each activity Row From activity Number of unfinished 1 Submitting the product demand 1807 2 Checking and determining the amount by electronic banking 559 3 Registering a purchase demand 3 4 The process of purchasing goods and services Order registration 110 Registering the purchase invoice 1 Sending products to the warehouse 4 5 Registering the warehouse receipt 273 Total 2757 In the logistics process of banks, there are two stages for reviewing the demand and determining the amount conducted by the support deputy and the electronic banking deputy depending on the type of products. Based on the results, 391 demands for products failed to be completed after passing the stages of reviewing the demand review and determining the amount and the desired products have not been delivered to the customers. A number of 273 demands were stopped in the stage of registering the warehouse receipt which is the stage before the stage of issuing the warehouse remittance and delivering to the customer. Table 9 presents the 10 undelivered demands which passed the longest time since their last activity. Table 9. Ten demands with the longest time Row Last stage Number Date of the last stage Category Sub-category Delay time 1 Registering the order 1 2020/4/20 Consumption Essentials 423 2 Registering the order 1 2020/4/21 Consumption Essentials 422 3 Registering the invoice 2 2020/4/26 Properties Essentials 417 4 Registering the order 38 2020/5/2 Bank stamp Bank stamp 411 5 Registering the invoice 2 2020/5/3 Properties Furniture and fixtures 410 6 Registering the invoice 2 2020/5/5 Consumption Stationary 408 7 Registering the order 5 2020/5/6 Properties Furniture 407 8 Registering the invoice 1 2020/5/7 Properties Electronic appliances 406 9 Registering the order 1 2020/5/10 Consumption Essentials 403 10 Registering the invoice 2 2020/5/12 Properties Electronic appliances 401 As observed in Table 9, there are undelivered demands which have been over 400 days since their last activity. The average period of the last activity until the date of receiving the report for 391 undelivered demands is about 315.7 days. The category and sub-categories of these demands are one of the factors which can help in deciding to improve the process as shown in Tables 10 and 11. Table 10. Number and average duration of uncompleted demands by categories Row Category Number Average period (days) 1 Properties 163 317.3 2 Securities 0 0 3 Consumption 181 294 4 Bank cards 0 0 5 Bank stamps 38 411 6 Others 9 322.3 As shown, there is no uncompleted approved demand in the securities and bank cards categories. In other categories, the average duration of the last activity is not a desirable condition. It is worth noting that 38 demands are available for products from the category of bank stamps, which are all demanded at the same time but not all of them reach the customers after approval. Table 11. Number and average period of unfinished demands by sub-categories Category Sub-category Number Average period (days) Properties Electronic appliances 68 326.1 Stationary 1 93 Essentials 14 328.4 Others 3 238 Furniture and fixtures 56 307.9 Furniture 21 315.6 Consumption Electronic appliances 89 298 Stationary 8 375.1 Essentials 33 297.1 Others 9 323.8 Furniture and fixtures 34 244.6 Furniture 8 331.75 The status of the sub-categories is similar to the categories, and the rest of the items are not in a desirable condition except the stationery sub-category in the properties category. Results In this study, discovery, adaptation, and improvement as three common techniques in process mining (were used to evaluate the event graphs of logistics process in the bank. The use of process mining provides us with information and facilities which can be used for discovering the degree of adaptation and improvement in the process and redesigning the process. Such information and facilities are as follows: Describing the process and precise knowledge of the details Identifying bottlenecks separately and the use of improvement measures in that area Recognizing errors and non-adaptations created in the implementation of the process and changing the process or using preventive approaches Measuring process performance indicators precisely Evaluating the effectiveness of changes in the process after a certain period Some suggestions for improvement were extracted using the above-mentioned issues as follows. Evaluating the warehouse inventory and registering the purchase demand by the deputy of electronic banking Reviewing the names of products in the system, as well as the categories and sub-categories Adding the required restrictions to comply with the dates and not allowing the user to submit the demand without taking the previous steps Increasing the seriousness of the process owner and the required training for system users Reviewing and clarifying the documents and rules of product allocation to departments of the organization Discussion To measure the process indicators, it is required to define some indicators based on the price, quality, and speed, as shown in Table 12. Table 12. Suggested indicators of the logistics process Row Title Description Measurement method 1 Process duration Average time interval between demand and delivery of delivered products Total number of demands / total (time of product demand - time of product delivery) 2 Fulfillment ratio Ratio of delivered demands Total number of demands / Number of delivered products 3 Purchase ratio Ratio of demands which require purchase Total number of demands / number of demands which require purchase 4 Waiting time Average time interval of demand until now/ Unfinished demands Average (product demand time - present time) Table 12 shows quality and speed but it is impossible to provide and measure the indicators related to the price field due to the limitation of information. Such indicators can be measured and presented separately by product type or organizational unit, which can be used in the desired analysis. Table 13 indicates the current status of the measured indicators and bottlenecks of logistics processes in the bank. Table 13. Measurement of the suggested indicators of the logistics process Row Title Value 1 Process duration 5.7 days 2 Fulfillment ratio 83.3% 3 Purchase ratio 3.2% 4 Waiting time 315.7 days The highest activity time for finished demands (demanded delivery) is related to the activities of registering the purchase invoice and registering the warehouse receipt, both of which are a part of the process of purchasing products and services. Therefore, the duration of the entire process can reduce by reducing the time of these activities. The first question is related to what extent the workflow of the logistics process in the bank confirms the designed process. As shown in Table 4, 3.6% of product demands have followed the predetermined process. During the mining process, the analysis can be performed at any time without incurring extra costs. Consequently, improvements can be continually refined based on the continuous assessment of the effects of changes [10]. By implementing the provided solutions, it is expected that the level of non-adaptation in the logistics process of the bank move to zero and increase the speed of providing services. To provide an accurate answer to this question, it is required to implement the improvement cases and use process mining techniques similar to those used in this study after a certain period (e.g. six months). Suggestions The data used in this study were extracted from the database of automation and administrative system in the bank. However, more data can be collected and analyzed from other sources such as financial system. Due to limited data access, this method was used for logistics process in the bank. This method can be used in other processes, especially those in direct contact with customers by extending this method to other bank processes (in case of appropriate data). Conducting studies in future periods and measuring the effects of the improvement suggestions given in the implementation process can be considered. Limitations of the study Conducting such studies always causes numerous problems for researchers, especially in the field of data supply due to the lack of integration in information systems and resistance of employees to change. Regardless of general issues, the data extracted from the database of the bank's automation system and administrative correspondence can be studied. Thus, researchers cannot suggest more variables, especially in the field of price. Thus, the general conclusion of this study is merely based on the available data because of not having access to all of data in the organization. Suggestions for future studies In general, the existing method can be improved in future studies by eliminating the limitations of this study. For this purpose, the following suggestions are provided for future studies. Using a scientific method to classify and cluster the products in the warehouse Using machine learning methods to optimize the processes. Declarations Author Contribution Hamid Asadinia served as the primary author and analyst, responsible for the conception and design of the study, data analysis, and the drafting of the manuscript. Mohammad Taghi Taghavifard acted as the supervising professor and provided final editing and revision of the manuscript to ensure clarity and coherence. Iman Raeesi Vanani served as the consulting professor, offering guidance and insights throughout the research process. Acknowledgement I would like to express my heartfelt gratitude to my parents, whose unwavering support, love, and encouragement have been instrumental in my academic journey. Their sacrifices and belief in my abilities have provided me with the strength and motivation to pursue my dreams. 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Hosseini, Y., Mosleh, A., & Hosseini, M. (2018). Analysis of electronic processes using the process mining technique (case study: Basic promotion process of faculty members at Persian Gulf University). Management Perspectives, No. 29. Shams-Shemirani, S., Tavakkoli-Moghaddam, R., Amjadian, A., & Motamedi-Vafa, B. (2023). Simulation and process mining in a cross-docking system: a case study. International Journal of Production Research , 62(13), 4902–4925. Perez-Castillo, R., Weber, B., Pinggera, J., Zugal, S., de Guzmán, I. G. R., & Piattini, M. (2011). Generating event logs from non-process-aware systems enabling business process mining. Enterprise Information Systems , 5 (3), 301-335. Van der Aalst, W. M. (2022). Process mining: a 360 degree overview. In Process Mining Handbook (pp. 3-34). Springer, Cham. Nakhainejad, M. (2007). Reengineering processes with an emphasis on police. Police Human Development Monthly, pp. 9-33 Park, S., & Kang, Y. S. (2016). A study of process mining-based business process innovation. Procedia Computer Science , 91 , 734-743. Kang, C. J., Kang, Y. S., Lee, Y. S., Noh, S., Kim, H. C., Lim, W. C., ... & Hong, R. (2013). Process Mining-based Understanding and Analysis of Volvo IT's Incident and Problem Management Processes. BPIC@ BPM, 85. Safari, M. (2016). The relationship between process reengineering (BPR) and total quality management (TQM). The third international research conference in science and technology. July 2016. Gitinama, S., Soleimaniha, M. (2010). Appropriate reengineering methodology in higher education institutions (case study). Tadbir Monthly, No. 216, pp. 36-41 Lorenz, R., Senoner, J., Sihn, W., & Netland, T. (2021). Using process mining to improve productivity in make-to-stock manufacturing. International Journal of Production Research , 59 (16), 4869–4880. Hammer, M. (1990). Reengineering work: Don't automate, obliterate. Harvard business review , 68 (4), 104-112. Sirous, K. 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Effect of Business Process Management on Level of Automation and Technologies Connected to Industry 4.0. Procedia Computer Science, 200, 1498-1507. Steiner, F. (2019). Industry 4.0 and business process management. Tehnički glasnik, 13(4), 349-355. De Weerdt, J., De Backer, M., Vanthienen, J., & Baesens, B. (2012). A multi-dimensional quality assessment of state-of-the-art process discovery algorithms using real-life event logs. Information systems , 37 (7), 654-676. Draghici, A., Mocan, M., & Draghici, G. (2011, October). On-line training and certification solution for business process managers. In International conference on enterprise information systems (pp. 380-389). Springer, Berlin, Heidelberg. der Aalst, V., & Mining, W. P. (2011). Discovery, Conformance and Enhancement of Business Processes. Media; Springer: Berlin/Heidelberg, Germany , 136 . Munoz-Gama, J., Martin, N., Fernandez-Llatas, C., Johnson, O. A., Sepúlveda, M., Helm, E., & Zerbato, F. (2022). Process mining for healthcare: Characteristics and challenges. Journal of Biomedical Informatics, 127, 103994. De Roock, E., & Martin, N. (2022). Process mining in healthcare–An updated perspective on the state of the art. Journal of biomedical informatics , 127 , 103995. Van der Aalst, W. M. (2014). Process mining in the large: a tutorial. Business Intelligence: Third European Summer School, eBISS 2013, Dagstuhl Castle, Germany, July 7-12, 2013, Tutorial Lectures 3 , 33-76. Turner, C. J., Tiwari, A., Olaiya, R., & Xu, Y. (2012). Process mining: from theory to practice. Business process management journal , 18 (3), 493-512. Park, G., Cho, M., & Lee, J. (2023). Leveraging machine learning for automatic topic discovery and forecasting of process mining research: A literature review. Expert Systems with Applications , 122435. Akhramovich, K., Serral, E., & Cetina, C. (2024). A systematic literature review on the application of process mining to Industry 4.0. Knowledge and Information Systems , 66(5), 2699-2746. Wijnhoven, F., Hoffmann, P., Bemthuis, R., & Boksebeld, J. (2023). Using process mining for workarounds analysis in context: Learning from a small and medium-sized company case. International Journal of Information Management Data Insights , 3 (1), 100163. Van Der Aalst, W. (2012). Process mining: Overview and opportunities. ACM Transactions on Management Information Systems (TMIS) , 3 (2), 1-17. Çelik, U., Akçetin, E., & Yaldır, A. (2016). Analysis of Volvo IT’s Closed Problem Management Processes by Using Process Mining Software ProM and Disco. Alphanumeric Journal , 4 (2), 171-182. Ghasemi Kalate, Z. (2017). Improvement of emergency call center processes through process mining. Dissertation, Tarbiat Modares University. Saeidi Moin, M. (2018). Analysis and improvement of the patient referral process to the imaging department of the hospital using process mining techniques. Dissertation, Imam Reza International University. Taei, M., Atiqechian, A., & Nasr Esfahani, M. (2017). Discovering the processes of the emergency department at the hospital using the process mining approach (case study: Al-Zahra Hospital, Isfahan). 14 th International Industrial Engineering Conference. February 2017. Dolou, F. (2016). Process mining in health and treatment systems, a case study of Reza (AS) Radiotherapy Oncology Center. Dissertation, Shiraz University of Technology. Akhavan Moghadam, E. (2019). The flow of female patients hospitalized in the general surgery department using the process mining approach. Dissertation, Tarbiat Modares University. Falahatgar, H. (2013). Improving the flow of the patient's journey in the operating room with a process mining approach. Dissertation, Tarbiat Modares University. Taghizadeh, M. (2011). Development of a framework for improving the process of hospital patient care based on process mining, Dissertation, Tarbiat Modares University. Najafpour, Z. (2019). Presenting a method for process discovery and adaptation using process mining in health and treatment. Dissertation, Shiraz University of Technology. Muhammadi, M. (2017). Process mining of short-term inpatient department in a hospital. Dissertation, Tarbiat Modares University. Kazemi, Z. (2015). The use of process mining to improve knowledge management processes in call centers; (Case study: Call Center 122 of Water and Sewage Organization of Tehran Province). Dissertation, Tarbiat Modares University. Firouzi, F. (2019). Risk assessment and adaptation with business rules using the process mining technique. Dissertation, Al-Zahra University. Ahmadi, S. (2016). Analysis of business processes based on the process mining approach (foundation implementation process in Behbahan Combined Cycle Power Plant). Dissertation, Persian Gulf University. Amiri, Sh. (2016). Extraction and optimization of research and educational vice-chancellor processes of Shahrood University of Medical Sciences. Dissertation, Islamic Azad University, Shahrood branch. Alexandre Checoli Choueiri, Eduardo Alves Portela Santos, Discovery of path-attribute dependency in manufacturing environments: A process mining approach, Journal of Manufacturing Systems, Volume 61, 2021, Pages 54-65, Rafiei, M., & van der Aalst, W. M. (2021). Group-based privacy preservation techniques for process mining. Data & Knowledge Engineering, 101908. Placidi, L., Boldrini, L., Lenkowicz, J., Manfrida, S., Gatta, R., Damiani, A., ... & Valentini, V. (2021). Process mining to optimize palliative patient flow in a high-volume radiotherapy department. Technical Innovations & Patient Support in Radiation Oncology, 17, 32-39. Chiò, E., Alfieri, A., & Pastore, E. (2021). Change-point visualization and variation analysis in a simple production line: a process mining application in manufacturing. Procedia CIRP, 99, 573-579. Roldán, J. J., Crespo, E., Martín-Barrio, A., Peña-Tapia, E., & Barrientos, A. (2019). A training system for Industry 4.0 operators in complex assemblies based on virtual reality and process mining. Robotics and computer-integrated manufacturing, 59, 305-316. Elhadjamor, E. A., & Ghannouchi, S. A. (2019). Analyze in Depth Health Care Business Process and Key Performance Indicators using Process Mining. Procedia Computer Science, 164, 610-617. Cherni, J., Martinho, R., & Ghannouchi, S. A. (2019). Towards Improving Business Processes based on preconfigured KPI target values, Process Mining and Redesign Patterns. Procedia Computer Science, 164, 279-284. Taghavifard, M., Dadvand, A., & Aghaei, M. (2017). Improving the service process and reducing customer waiting time in the bank using the simulation approach, Smart Business Management Studies Quarterly, No. 22. Esmailpour, M., Soltani, S. (2015), The use of process mining in the field of services provided to customers. The second international conference on management and humanities, Istanbul,Turkey Khan babaei, M., Sobhani, F. M., Alborzi, M., & Radfar, R. (2018). Developing an integrated framework for using data mining techniques and ontology concepts for process improvement. Journal of Systems and Software, 137, 78-95. Chaydy, N., & Madani, A. (2019, December). An overview of Process Mining and its applicability to complex, real-life scenarios. In 2019 International Conference on Systems of Collaboration Big Data, Internet of Things & Security (SysCoBIoTS) (pp. 1-9). IEEE. Lopes, I. F., & Ferreira, D. R. (2019). A survey of process mining competitions: the BPI challenges 2011–2018. In Business Process Management Workshops: BPM 2019 International Workshops, Vienna, Austria, September 1–6, 2019, Revised Selected Papers 17 (pp. 263-274). Springer International Publishing. Partoy Sangi, M., Momenzadeh, H., & Arfaei Nia, H. (2019). Data pre-processing steps to forecast the consumption of customers at Bushehr gas company, the first conference on planning computer science, electrical engineering, communication and information technology of Iran in the Islamic world. Tehran Van Der Aalst, W., Adriansyah, A., De Medeiros, A. K. A., Arcieri, F., Baier, T., Blickle, T., & Burattin, A. (2011, August). Process mining manifesto. In International Conference on Business Process Manager Additional Declarations No competing interests reported. Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. 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Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-5268673","acceptedTermsAndConditions":true,"allowDirectSubmit":true,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":366817477,"identity":"e4c71620-d08f-45d5-a8ef-358ae748686d","order_by":0,"name":"Hamid Asadinia","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAA8UlEQVRIiWNgGAWjYBACAyA+wANiHQYyGCqADGbmBlK0nAFpYSSshQGs5QAQM7aBWAS0mLOfTjzwpqZOnu8478EDP+fVRvO3A7X8qNiGU4tlT+6Gg3OOHTaceZgv4WDvtuO5Mw4zNjD2nLmN22EHcjcc5mE7wAgkDQ7wbjuW2wDUwszYhkfL+bdAxf/q7EFaDv6dcyx3PkEtN4C28LYxJ4K0HOZtqAFyCWp5u+Hg3L7DyTNBWmSOHcjdCNRyEK9fzudu/vDmW51t3/kzxh+BQZc77/zhgw9+VODWgg4Og8kDRKsHgjpSFI+CUTAKRsEIAQBnSGoIpz8YzgAAAABJRU5ErkJggg==","orcid":"","institution":"Allameh Tabataba'i University","correspondingAuthor":true,"prefix":"","firstName":"Hamid","middleName":"","lastName":"Asadinia","suffix":""},{"id":366817478,"identity":"17973ddf-149f-4725-bce9-d9a81daea153","order_by":1,"name":"Mohammad Taghi Taghavifard","email":"","orcid":"","institution":"Allameh Tabataba'i University","correspondingAuthor":false,"prefix":"","firstName":"Mohammad","middleName":"Taghi","lastName":"Taghavifard","suffix":""},{"id":366817479,"identity":"892a1216-906b-4c87-8f43-981cd4bb1a4d","order_by":2,"name":"Iman Raeesi Vanani","email":"","orcid":"","institution":"Allameh Tabataba'i University","correspondingAuthor":false,"prefix":"","firstName":"Iman","middleName":"Raeesi","lastName":"Vanani","suffix":""}],"badges":[],"createdAt":"2024-10-15 12:23:17","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-5268673/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-5268673/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":66937411,"identity":"95fd5553-0b54-479f-be4b-dc005eaa17d3","added_by":"auto","created_at":"2024-10-18 08:25:54","extension":"png","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":115667,"visible":true,"origin":"","legend":"\u003cp\u003eEvent report structure\u003c/p\u003e","description":"","filename":"1.png","url":"https://assets-eu.researchsquare.com/files/rs-5268673/v1/05724ed386931baa690912ea.png"},{"id":66935887,"identity":"fcfdcdb3-3e14-47e9-87b6-9fda482433ba","added_by":"auto","created_at":"2024-10-18 08:09:54","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":77775,"visible":true,"origin":"","legend":"\u003cp\u003eThree main parts of process mining based on input and output: a) discovery, b) adaptation checking, and c) improvement\u003c/p\u003e","description":"","filename":"2.png","url":"https://assets-eu.researchsquare.com/files/rs-5268673/v1/36fcaa3e039199d4d4818118.png"},{"id":66937656,"identity":"bf33efb4-aebd-437f-9cc4-09ed89127032","added_by":"auto","created_at":"2024-10-18 08:33:54","extension":"png","order_by":3,"title":"Figure 3","display":"","copyAsset":false,"role":"figure","size":305634,"visible":true,"origin":"","legend":"\u003cp\u003eGeneral and actual diagram of the logistics process\u003c/p\u003e","description":"","filename":"3.png","url":"https://assets-eu.researchsquare.com/files/rs-5268673/v1/a4bee0649286a81ef4b31b7e.png"},{"id":66935888,"identity":"f12701d2-14b6-4962-a248-f19eacb9e49d","added_by":"auto","created_at":"2024-10-18 08:09:54","extension":"png","order_by":4,"title":"Figure 4","display":"","copyAsset":false,"role":"figure","size":385823,"visible":true,"origin":"","legend":"\u003cp\u003eThe average duration for the actual implementation of the logistics process\u003c/p\u003e","description":"","filename":"4.png","url":"https://assets-eu.researchsquare.com/files/rs-5268673/v1/6a35bb20e72c2b9d977a08dd.png"},{"id":66936254,"identity":"e3eec173-17ea-417c-b888-3312a0719b26","added_by":"auto","created_at":"2024-10-18 08:17:54","extension":"png","order_by":5,"title":"Figure 5","display":"","copyAsset":false,"role":"figure","size":80000,"visible":true,"origin":"","legend":"\u003cp\u003eThe average period of each activity\u003c/p\u003e","description":"","filename":"5.png","url":"https://assets-eu.researchsquare.com/files/rs-5268673/v1/7ca44326c68baac8c44bdc42.png"},{"id":66935892,"identity":"5c42b6ff-ef6a-41e8-a7a8-474d59b79fff","added_by":"auto","created_at":"2024-10-18 08:09:55","extension":"png","order_by":6,"title":"Figure 6","display":"","copyAsset":false,"role":"figure","size":187748,"visible":true,"origin":"","legend":"\u003cp\u003eThe real figure of the logistics process without issuing the warehouse remittance and delivering to the customer\u003c/p\u003e","description":"","filename":"6.png","url":"https://assets-eu.researchsquare.com/files/rs-5268673/v1/02ec6c4d2f482c53ec1c6526.png"},{"id":68406789,"identity":"c04b6236-6770-4fc3-9326-b8f773bea821","added_by":"auto","created_at":"2024-11-07 03:02:21","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":1972302,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-5268673/v1/559eb349-3def-442d-87ad-50731b9ff13c.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"An Application of Process Mining in Organizational Process Redesign","fulltext":[{"header":"Introduction","content":"\u003cp\u003eProcesses are primarily designed in organizations based on predetermined activities and plans. Tasks replace processes in line with the growth of organizations due to the adaptation of processes to activities. In this case, the overhead costs increase, activities are complicated, and organization stagnates, resulting in a decrease in services and product quality and customer dissatisfaction. At this level, the necessity of fundamental changes is felt in the organization. [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e]. This has resulted in the development of several quality management methods or frameworks related to process improvement, one of which is business process reengineering [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e]. Process redesign focuses on an increase in productivity and an increase in process productivity leads to an increase in the productivity of the organization since the processes in organizations are in charge of all the affairs [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e]. Organizational process management has emphasized the potential of information technology, coinciding with its growing use across various fields. Consequently, processes are frequently executed web-based, leading to the integration of process information and enhanced decision-making [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e]. In today\u0026rsquo;s digital era, the capability to log all activities makes process mining a vital method for assessing the current state and boosting productivity [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e]. By implementing the information systems, event logs can be easily accessed. In process mining, it is possible to discover and capture all meaningful business knowledge using event logs [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]. The goal of process mining is to improve operational processes and increase their productivity through the systematic use of event data [\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eThe implementation of process redesign in any organization such as bank is inevitable due to the above-mentioned factors to achieve process efficiency. Banks define and implement different processes due to their geographical size, organization size, variety of products and services, quick changes in laws, etc. Some of these processes lose their efficiency over time and should be aligned with the current requirements and technologies. This study focuses on improving the logistics process in one of the private banks of Iran by using re-engineering methodology and process mining techniques is considered and aims to answer the questions.\u003c/p\u003e \u003cp\u003e \u003col\u003e \u003cspan\u003e \u003cli\u003e \u003cp\u003eHow can logistics processes be redesigned using process mining?\u003c/p\u003e \u003c/li\u003e \u003c/span\u003e \u003cspan\u003e \u003cli\u003e \u003cp\u003eWhat are the process indicators in each part of the logistics process?\u003c/p\u003e \u003c/li\u003e \u003c/span\u003e \u003cspan\u003e \u003cli\u003e \u003cp\u003eWhat is the existing status of indicators and bottlenecks in logistics processes? (existing situation)\u003c/p\u003e \u003c/li\u003e \u003c/span\u003e \u003cspan\u003e \u003cli\u003e \u003cp\u003eTo what extent does the logistics process workflow adapt to the designed process?\u003c/p\u003e \u003c/li\u003e \u003c/span\u003e \u003cspan\u003e \u003cli\u003e \u003cp\u003eWhat is the status of the logistics processes after the redesign? (Ideal situation)\u003c/p\u003e \u003c/li\u003e \u003c/span\u003e \u003c/ol\u003e \u003c/p\u003e"},{"header":"Literature Review","content":"\u003cp\u003e\u003cstrong\u003eBusiness process re-engineering\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eAn organization is a social goal-based institution which has active and coordinated systems and is related to the external environment. Most organizations had gradual and small changes to take the advantage of the emerging opportunities in the past when the environment was somehow stable [9]. \u0026nbsp;However, organizations have understood that to survive, they must sometimes undertake fundamental changes over time, which requires adopting methods such as business process reengineering [10]. According to Dalmaris et al., process improvement has been developed with the cooperation of thinkers such as Davenport, Hammer, and Chambi since 1990. According to Hammer, process improvement is considered as a structured approach for improving performance focused on the systematic design and precise execution of processes [11]\u003cspan dir=\"RTL\"\u003e.\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eIn re-engineering, the current tasks of the organization are replaced by the main business processes and the organization moves from a task-oriented state to a process-oriented one. For this reason, the business process is accelerated and costs reduce, resulting in the competitiveness of the organization [9]\u003cspan dir=\"RTL\"\u003e.\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eProcess re-engineering seeks more effective and efficient business, more flexibility and accountability of organizations for shareholders, customers and employees, use of the organizational structure to facilitate the workflow in more appropriate way, and better production and service of organizations [12]\u003cspan dir=\"RTL\"\u003e.\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eRe-engineering identifies activities which fail to create added value in the organization and replaces them with new processes using basic processes and fundamental changes in the organization. In this regard, the energy of organization has focused on value-creating activities, resulting in productivity improvement, speed increase, quality improvement, service improvement, and cost price reduction [13]. Improving system flow can be achieved by reducing major bottlenecks, implementing process changes, and eliminating non-value-added activities [14]. Reengineering cannot be planned and implemented carefully in small cautious steps. [15] The positive advantages of quality management have encouraged many companies to adopt quality management systems\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003e[4]. Re-engineering after some trivial reforms in the current situation is impossible without changing the main architecture and structure. Re-engineering means leaving traditional methods and achieving the new methods which are required for processing the products and services of the company and transferring something valuable to the customer. Reengineering is considered as the onset of everything from scratch [16,17]. Business process reengineering is based on the fundamental redesign of an organization\u0026apos;s structure to enhance its efficiency by optimizing processes and reducing costs [18]. Business process redesign involves the change management approaches to mitigate the risks and barriers but increase agility [19]. In the definitions, process, phenomenal results, radical thinking, and radical design were more highlighted compared to the others. Reengineering aims to achieve phenomenal results. It means achieving a considerable leap which can only be possible with fundamental transformations and major reforms. Fundamental thinking means leaving the accepted assumptions of the past and answering the question of how to do what should be done and radical design refers to the redesign of something from scratch.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eBusiness process management\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eBusiness process management is considered as a management idea and organizations have better performance when they pay special attention to their business processes from the beginning to the end. Every process is implemented in different sectors, specializations, geographical situations, and management levels. Thus, business process management is of paramount significance [20]. Business management is considered as a required approach for improving business performance, competitiveness, and more flexible response. BPM is based on the integration of activities into processes compared to traditional functional management which is based on functions and division of labor. BPM is more complex than BPR and aims to manage or align the business processes for improving their effectiveness [21]. BPM is an integrated continuous process dealing with both technological and organizational considerations which includes the stages of strategy definition, process description, and process implementation. BPM implementation involves significant activities such as analyzing processes, defining the structure between processes, selecting a management method, modeling and optimizing processes, and determining performance measurement and diagnosis system. In addition, the main goal of BPM is to improve the organizational effectiveness in achieving goals. [22] Therefore, Process mining relates to business process management, as both aim to gain insights into business processes [23]. \u0026nbsp;The advantages of business process management are improving the alignment of all aspects of the organization\u0026apos;s internal rules and transparency, increasing customer satisfaction, improving business productivity, and utilizing employees in a maximum way, all of which result in improving product quality and reducing costs [22]. Based on a definition proposed by Gažov\u0026aacute; et al., business process management shows a comprehensive approach which emphasizes the process change with balanced development of human, organizational, and technological aspects, focuses on stakeholder participation, considers the invisible perspectives (psychological-social) and the results of the past (operational/strategic) and acts in form of slow changes [21]. Furthermore, Draghici provided a similar definition and considered business process management as a holistic management approach based on the continuous improvement of processes, change management, and the use of modern information and communication technology systems. Such an approach aims to create an optimal balance between the dynamics of the organization\u0026apos;s external environment and the functions of its internal processes according to innovation, flexibility and agility. Further, it helps organizations achieve business results by addressing continuous process improvement requirements and developing them beyond the organization [24].\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eProcess mining\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThere are some definitions for process mining, some of which are discussed below.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eAalst considered process mining as the extraction of valuable and process-related information from the event report. In his opinion, process mining is complementary to the current approaches in business process management. Process mining analyzes the behavioral aspects of process data [25]. Process mining is a set of techniques which are used in a variety of fields to retrieve valuable knowledge from event reports [26]. Process mining is a field of research focusing on developing innovative methods for collecting knowledge from event reports. In addition, it has been used for various purposes to stimulate evidence-based process improvement [27]. In fact, the purpose of process mining is to bridge the gap between process management and workflow management, on one hand, and data mining, business intelligence, and machine learning, on the other [28]. Process mining aims to construct complete process models from execution data logs [29]. This discipline utilizes process science, which encompasses various methods for enhancing operational processes, including business process management and simulation, as well as data science techniques that extract value from data, such as machine learning and artificial intelligence [30]. Process analysis encompasses various types, including performance analysis, comparative analysis of multiple processes, forecasting, and the initiation of improvement actions [31].\u0026nbsp;In this regard, the process extraction needs all of the event records for a process and the events log needs the structure as shown in Fig. 1 [34].\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eProcess mining techniques\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eProcess mining techniques extract data from the process history in information systems and convert them into usable knowledge [25]. Here is the study of three process mining techniques. Process discovery is one of these techniques. There are three perspectives for discovery business processes: the process perspective, which focuses on the flow of control between business activities; the organizational perspective, which describes the organizational structure; and the case perspective, which focuses on describing each process implementation [7]. Process mining can discover and create the real and current process in the organization from a set of related data [5]. In this technique, the event is created as an input and an output model without any previous information. Process discovery is considered as the most common process mining technique [25]. Process mining techniques have been used in various industries such as healthcare, manufacturing, logistics and finance [30]. Another technique is adaptation checking where the current process is compared to the pre-designed model using the history of events. Adaptation checking means checking the answer to the question: \u0026ldquo;Are the events consistent with the current process model or not?\u0026rdquo;. This technique is used for identifying and measuring the gaps and deviations [25]. In addition, process mining is used for redesigning and improving workflow by identifying process bugs, shortcomings, and bottlenecks [5]. Identifying areas for improvement can be a useful part of process improvement, especially when this activity is included in the continuous improvement process [32]. This technique aims to use the information in the actual running processes and the recorded events of such processes for improving or developing the current processes. This technique copes with the development or change of a previous model [25]. According to a field test, process mining effectively identifies process compliance and improvement opportunities, enhancing productivity [14]. Process analysis encompasses various types, including performance analysis, comparative analysis of multiple processes, forecasting, and the initiation of improvement actions [33].\u003c/p\u003e\n\u003cp\u003eFig. 2 displays the input and output of each of these three techniques.\u003c/p\u003e\n\u003cp\u003eProcess mining covers various aspects. From the flow control point of view, the main focus is on flow control such as the order of activities. Finding good attributes of all possible routes is considered as the purpose of exploring this aspect. Organizational discovery focuses on uncovering hidden resources within an organization and understanding the roles involved, including how they interact and relate to one another. Nevertheless, a process example can be specified by using corresponding data elements. When events are time-stamped, it is possible to identify bottlenecks, measure service levels, monitor resource utilization, and predict the remaining processing time of current instances [25].\u003c/p\u003e"},{"header":"Research background","content":"\u003cp\u003eTable\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003e1 indicates some of the studies in the field of business process reengineering and process mining.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 1.\u003c/strong\u003e A summary of the studies on process mining and business processes reengineering\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"100%\"\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 47px;\"\u003e\n \u003cp\u003eField\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eAuthors\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eTools\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003eYear\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eSubject\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"27\" style=\"width: 47px;\"\u003e\n \u003cp\u003eProcess mining\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eGhasemi Kalateh [35]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eExcel and ProM\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2018\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eBottlenecks and process deviations of Tehran emergency call center\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eSaeidi\u0026nbsp;Moin [36]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eInterview and questionnaire\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2018\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eAnalysis and improvement of the patient referral process to the imaging department\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eTaei et al. [37]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2017\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eThe processes of the emergency department in triage, dispatch, CT scan and discharge\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eDolou [38]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2016\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eHealth and medical systems of the specialized radiotherapy center\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eAkhavan Moghadam [39]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eR software\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2019\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eBottlenecks, waiting time, and idleness of resources in the patient flow process\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eFalahatgar [40]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eProM\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2013\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003ePatient flow in a hospital\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eTaghizadeh [41]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2011\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eBottlenecks of the patient care process\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eNajafpour [42]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2019\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eProcess discovery and adaptation in a hospital\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eMuhammadi [43]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eExcel and ProM\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2017\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eProcesses of a short-term inpatient ward in a hospital\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eKazemi [44]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eStatistical techniques and clustering algorithm\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2015\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eAnalysis and extraction of barriers and process deviations, call center 122 of water and sewage organization in Tehran province\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eFirouzi [45]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2019\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eThe process of paying third party financial insurance claims in one of Iran\u0026apos;s insurance branches\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eAhmadi [46]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eProM and Disco\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2016\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eThe process of implementing the foundations at Behbahan Combined Cycle Power Plant\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eAmiri [47]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eeasyfit\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2016\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eProcesses of research and education vice-chancellor at Shahrood University of Medical Sciences\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eHosseini\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eExcel and Disco\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2018\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eThe promotion process of faculty members of Persian Gulf University\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eKang et al.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eProM and Disco\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2013\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eBottlenecks in the risk management process of Volvo\u0026apos;s information technology department\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003e\u0026Ccedil;elik et al.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eProM and Disco\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2016\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eThe completed problems of information technology at Volvo company\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eAalst and Boss\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eProM\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2019\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eThe processes of a hospital ward in the Netherlands\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eBautista et al.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eProM and Disco\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2019\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eThe process of granting a personal loan in a financial institution in the Netherlands\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eBuehler et al.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2019\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eEffective models in ITIL related processes\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eFanderham\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eDisco\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2019\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eThe process of building permit application in the municipality of a city in the Netherlands\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eChecoli\u0026nbsp;and Santos [48]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eData mining\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2021\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eThe effect of process flow decisions on indirect attributes\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eRafiei and Aalst [49]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e-\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2021\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eTechniques related to privacy\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003ePlacidi et al. [50]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003epMineR\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2021\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eOptimizing the motion flow of the palliative patient in the radiation therapy department\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eChi\u0026ograve;\u0026nbsp;et al. [51]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e-\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2021\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eData collected from production system sensors for automatic detection of changes\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eRold\u0026aacute;n et al. [52]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eDisco\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2019\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eImproving the assembly process and training to industrial operators\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eElhadjamor, and Ghannouchi [53]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eProM\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2019\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eThe key performance indicators of the medical care process\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eCherni et al. [54]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003e-\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2019\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eConfiguration and improvement of processes and processing of key performance indicators\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"4\" style=\"width: 47px;\"\u003e\n \u003cp\u003eBusiness process reengineering\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eKianizadeh\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2016\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eShirt production processes at Hacoupian company\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eTaghavifard et al. [55]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eED\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2017\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eImprovement of the service process and reduced waiting time of customers in a bank\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eEsmailpour and Soltani [56]\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eProM and Alpha Plus Plus, Alpha and Genetic Algorithms\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2015\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eThe adaptation of the registration process and dealing with customer complaints\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 138px;\"\u003e\n \u003cp\u003eKhakpazan\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 99px;\"\u003e\n \u003cp\u003eFuzzy DEMATEL and fuzzy ANP\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003e2017\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 276px;\"\u003e\n \u003cp\u003eThe critical success factors of Bank Mellat for the implementation of business process reengineering and providing a tool for evaluating the readiness of the organization\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003eProcess mining is one of the subjects which has recently been used in different fields of process management. The studies mentioned in Table 1 include most of the industries and different processes. However, this method has not been used in the banking industry. In addition, the use of process mining in business process redesign has not been observed in other studies.\u003c/p\u003e"},{"header":"Research Method","content":"\u003cp\u003eProcess management currently focuses on large sets of processes. The problem of large dimensions occurs by increasing the number of processes and their features [57]. event logs may have challenges such as heterogeneity, large volume, correlation with other processes, and missing data; on the other hand, there is a wide variety of innovative techniques in the mining process, which makes the blind application of these techniques ineffective in real, complex, and very flexible processes. In fact, it is necessary to adapt the chosen approach to the characteristics of each case study and frame its application with an understanding of the problem in question [58].\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eIn this regard, a number of 35642 data related to 16490 workflows in the logistics process of Ayandeh Bank during the six months of 2020 were extracted from the automation and correspondence system of bank offices. To select the extracted data analysis tool, a list of the most common process tools used in the 2019 process mining competition held at the University of Lisbon is shown in Table 2. As observed, Disco, ProM and Excel tools are used frequently. In this study, Excel software and its Power Query feature were used to refine and prepare. Furthermore, Disco 2.14 software was used for analyzing the event graphs\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 2.\u003c/strong\u003e Common tools of process mining [59]\u003c/p\u003e\n\u003cp\u003e\u003cimg src=\"https://myfiles.space/user_files/58895_8739fc6c57c1c19a/58895_custom_files/img1729238104.png\" alt=\"image\" width=\"760\" height=\"448\"\u003e\u003c/p\u003e\n\u003cp\u003eThe present study was considered descriptive in terms of the information analysis method. In addition, this study was applied since this study aimed to improve the logistics processes of the bank. This study was data-driven based on the nature of the study which was the use of logistics process data.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eData analysis\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eData preparation is considered as one of the most significant parts of data analysis. A small error at this level can change the final result of the study completely and avoid correct results [60].\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFindings\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eAfter entering the information and running the software, Fig. 3 was extracted as the actual diagram of the process.\u003c/p\u003e\n\u003cp\u003e\u003cem\u003eImplementation of discovery technique\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003eAfter running the software, 23 independent workflows were extracted for this process. Table 3 presents the ratio of workflow and included activities along with the number of their repetitions.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 3.\u003c/strong\u003e Analysis of discovered workflows\u003c/p\u003e\n\u003cdiv align=\"\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"80%\"\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 45px;\"\u003e\n \u003cp\u003eNo.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 142px;\"\u003e\n \u003cp\u003eRatio of activities\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 151px;\"\u003e\n \u003cp\u003eRatio of workflows\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 161px;\"\u003e\n \u003cp\u003eNumber of repetitions\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e63%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e68%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e11248\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e17%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e12%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e2042\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e5%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e10%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e1807\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e3%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e3%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e559\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e287\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;2%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e137\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;2%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e117\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e8\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e84\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e9\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e53\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e10\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e37\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e11\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e26\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e12\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e25\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e13\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e19\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e14\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e12\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e15\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e11\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e16\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e7\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e17\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e7\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e18\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e19\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e20\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e21\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e22\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 9.01804%;\"\u003e\n \u003cp\u003e23\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28.4569%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30.2605%;\"\u003e\n \u003cp\u003e\u0026lt;1%\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 32.2645%;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eIt should be noted that no new workflow or activity is observed, which was predictable since the automation and administrative correspondence system does not allow any other workflow or activity except the predetermined items in the system.\u003c/p\u003e\n\u003cp\u003e\u003cem\u003eImplementation of checking and adaptation technique\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003eTable 3 indicates some points about the primacy and recency of activities. As a result, 596 product requests have not followed the predetermined rules of the process. Such non-adaptation can be categorized into six groups.\u003c/p\u003e\n\u003cp\u003e\u003cem\u003eImplementation of improvement techniques\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003eImprovement is considered as one of the techniques of process mining which is used in the redesign and improvement of a workflow by identifying the process bugs, shortcomings, and bottlenecks [5]. This technique aims to use the information in the actual running processes and the recorded event charts of the process for improving or developing the processes [61].\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAnalysis of input and output\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe number of input and duration of each activity are among the parameters used in process mining. Table 4 shows the number of inputs for each activity in the logistics process of the bank.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 4.\u003c/strong\u003eThe number and ratio of input for each activity\u003c/p\u003e\n\u003cdiv align=\"center\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"100%\"\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 53px;\"\u003e\n \u003cp\u003eRow\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 259px;\"\u003e\n \u003cp\u003eActivity\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 149px;\"\u003e\n \u003cp\u003eNumber of incoming demands\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 158px;\"\u003e\n \u003cp\u003eRatio of total demands\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 8.5622%;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 41.8417%;\"\u003e\n \u003cp\u003eSubmitting the product demand\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.0711%;\"\u003e\n \u003cp\u003e16490\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 25.525%;\"\u003e\n \u003cp\u003e100%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 8.5622%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 41.8417%;\"\u003e\n \u003cp\u003eChecking and determining the amount by electronic banking\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.0711%;\"\u003e\n \u003cp\u003e2798\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 25.525%;\"\u003e\n \u003cp\u003e17%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 8.5622%;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 41.8417%;\"\u003e\n \u003cp\u003eRegistering a purchase demand\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.0711%;\"\u003e\n \u003cp\u003e521\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 25.525%;\"\u003e\n \u003cp\u003e3%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 8.5622%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 41.8417%;\"\u003e\n \u003cp\u003eSending to purchase process\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.0711%;\"\u003e\n \u003cp\u003e521\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 25.525%;\"\u003e\n \u003cp\u003e3%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 8.5622%;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 41.8417%;\"\u003e\n \u003cp\u003eRegistering the order\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.0711%;\"\u003e\n \u003cp\u003e518\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 25.525%;\"\u003e\n \u003cp\u003e3%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 8.5622%;\"\u003e\n \u003cp\u003e6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 41.8417%;\"\u003e\n \u003cp\u003eRegistering the purchase invoice\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.0711%;\"\u003e\n \u003cp\u003e380\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 25.525%;\"\u003e\n \u003cp\u003e2%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 8.5622%;\"\u003e\n \u003cp\u003e7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 41.8417%;\"\u003e\n \u003cp\u003eRegistering the warehouse receipt\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.0711%;\"\u003e\n \u003cp\u003e374\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 25.525%;\"\u003e\n \u003cp\u003e2%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 8.5622%;\"\u003e\n \u003cp\u003e8\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 41.8417%;\"\u003e\n \u003cp\u003eSending products to the warehouse\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.0711%;\"\u003e\n \u003cp\u003e307\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 25.525%;\"\u003e\n \u003cp\u003e2%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 8.5622%;\"\u003e\n \u003cp\u003e9\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 41.8417%;\"\u003e\n \u003cp\u003eIssuing the warehouse remittance and delivering to the customer\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.0711%;\"\u003e\n \u003cp\u003e13733\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 25.525%;\"\u003e\n \u003cp\u003e83%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003e\u003cem\u003eProcess duration analysis\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003eChecking the process duration is one of the most effective points in process mining. Fig. 4 displays the actual average duration of the logistics process.\u003c/p\u003e\n\u003cp\u003eFigure 4 shows an overview of the process. The maximum time interval between the two activities is 15.5 days which is related to issuing warehouse remittance and delivering to the applicant, as well as checking and determining the amount by electronic banking. This demand is practically removed from the data range since it is identified as a demand for defective products in the adaptation technique. Accordingly, the maximum time interval between the two activities is 15.4 days which is related to the two activities of sending to the warehouse and registering the warehouse receipt. Based on the software output, the average total process implementation for completed demands is 5.7 days. Table 5 presents the from-to process of activities related to the logistics process of the bank along with the total spent time. As shown, the calculation of the defective workflow identified in the adaptation technique is avoided.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 5.\u003c/strong\u003e From-to process of logistics\u003c/p\u003e\n\u003cdiv align=\"center\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"100%\"\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 44px;\"\u003e\n \u003cp\u003eRow\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 196px;\"\u003e\n \u003cp\u003eFrom\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 214px;\"\u003e\n \u003cp\u003eTo\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 71px;\"\u003e\n \u003cp\u003eAmount\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 80px;\"\u003e\n \u003cp\u003eTotal spent time\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.27273%;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 32.3967%;\"\u003e\n \u003cp\u003eSubmitting the product demand\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 35.3719%;\"\u003e\n \u003cp\u003eChecking and determining the amount by electronic banking\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.7355%;\"\u003e\n \u003cp\u003e2620\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13.2231%;\"\u003e\n \u003cp\u003e23.4\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003eyear\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.27273%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 32.3967%;\"\u003e\n \u003cp\u003eSubmitting the product demand\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 35.3719%;\"\u003e\n \u003cp\u003eRegistering a purchase demand\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.7355%;\"\u003e\n \u003cp\u003e521\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13.2231%;\"\u003e\n \u003cp\u003e21.7\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003eday\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.27273%;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 32.3967%;\"\u003e\n \u003cp\u003eSubmitting the product demand\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 35.3719%;\"\u003e\n \u003cp\u003eIssuing the warehouse remittance and delivering to the customer\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.7355%;\"\u003e\n \u003cp\u003e11255\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13.2231%;\"\u003e\n \u003cp\u003e157.5\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003eyear\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.27273%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 32.3967%;\"\u003e\n \u003cp\u003eSubmitting the product demand\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 35.3719%;\"\u003e\n \u003cp\u003eChecking and determining the amount by electronic banking\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.7355%;\"\u003e\n \u003cp\u003e170\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13.2231%;\"\u003e\n \u003cp\u003e41.5\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003emonth\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.27273%;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 32.3967%;\"\u003e\n \u003cp\u003eSubmitting the product demand\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 35.3719%;\"\u003e\n \u003cp\u003eSending to purchase process\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.7355%;\"\u003e\n \u003cp\u003e350\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13.2231%;\"\u003e\n \u003cp\u003e73.3\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003emonth\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.27273%;\"\u003e\n \u003cp\u003e6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 32.3967%;\"\u003e\n \u003cp\u003eChecking and determining the amount by electronic banking\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 35.3719%;\"\u003e\n \u003cp\u003eIssuing the warehouse remittance and delivering to the customer\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.7355%;\"\u003e\n \u003cp\u003e2042\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13.2231%;\"\u003e\n \u003cp\u003e22.5\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003eyear\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.27273%;\"\u003e\n \u003cp\u003e7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 32.3967%;\"\u003e\n \u003cp\u003eChecking and determining the amount by electronic banking\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 35.3719%;\"\u003e\n \u003cp\u003eSending to purchase process\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.7355%;\"\u003e\n \u003cp\u003e171\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13.2231%;\"\u003e\n \u003cp\u003e20.1\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003eday\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.27273%;\"\u003e\n \u003cp\u003e8\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 32.3967%;\"\u003e\n \u003cp\u003eSending to purchase process\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 35.3719%;\"\u003e\n \u003cp\u003eRegistering the order\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.7355%;\"\u003e\n \u003cp\u003e518\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13.2231%;\"\u003e\n \u003cp\u003e10.8 year\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.27273%;\"\u003e\n \u003cp\u003e9\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 32.3967%;\"\u003e\n \u003cp\u003eRegistering the order\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 35.3719%;\"\u003e\n \u003cp\u003eRegistering the purchase invoice\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.7355%;\"\u003e\n \u003cp\u003e380\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13.2231%;\"\u003e\n \u003cp\u003e13.9\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003eyear\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.27273%;\"\u003e\n \u003cp\u003e10\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 32.3967%;\"\u003e\n \u003cp\u003eRegistering the purchase invoice\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 35.3719%;\"\u003e\n \u003cp\u003eSending products to the warehouse\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.7355%;\"\u003e\n \u003cp\u003e307\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13.2231%;\"\u003e\n \u003cp\u003e29.9 month\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.27273%;\"\u003e\n \u003cp\u003e11\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 32.3967%;\"\u003e\n \u003cp\u003eSending products to the warehouse\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 35.3719%;\"\u003e\n \u003cp\u003eRegistering the warehouse receipt\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.7355%;\"\u003e\n \u003cp\u003e302\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13.2231%;\"\u003e\n \u003cp\u003e12.7\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003eyear\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.27273%;\"\u003e\n \u003cp\u003e12\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 32.3967%;\"\u003e\n \u003cp\u003eSending products to the warehouse\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 35.3719%;\"\u003e\n \u003cp\u003eIssuing the warehouse remittance and delivering to the customer\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11.7355%;\"\u003e\n \u003cp\u003e101\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13.2231%;\"\u003e\n \u003cp\u003e50.3\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003eweek\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eThe average period of each activity can be obtained from the data shown in Table 5. Such information is summarized and displayed in Fig. 5.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFig. 5.\u003c/strong\u003e The average period of each activity\u003c/p\u003e\n\u003cp\u003eThe maximum average period is for \u0026quot;registering the warehouse receipt\u0026quot;, \u0026quot;registering the purchase invoice\u0026quot; and \u0026quot;registering the order\u0026quot; which is one of the activities related to the process of purchasing products and services.\u003c/p\u003e\n\u003cp\u003e\u003cem\u003eAnalysis of categories and subcategories\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003eTables 6 and 7 show the delivery time for each category and sub-category was extracted.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 6.\u003c/strong\u003e Average delivery time by categories\u003c/p\u003e\n\u003cdiv align=\"center\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"100%\"\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 49px;\"\u003e\n \u003cp\u003eRow\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 101px;\"\u003e\n \u003cp\u003eCategory\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 67px;\"\u003e\n \u003cp\u003eNumber\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 162px;\"\u003e\n \u003cp\u003eAverage completion time (days)*\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 121px;\"\u003e\n \u003cp\u003eThe number of delivery\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 124px;\"\u003e\n \u003cp\u003eThe ratio of delivery\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.85256%;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.1859%;\"\u003e\n \u003cp\u003eProperties\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 10.7372%;\"\u003e\n \u003cp\u003e1409\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 25.9615%;\"\u003e\n \u003cp\u003e9.6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19.391%;\"\u003e\n \u003cp\u003e571\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 19.8718%;\"\u003e\n \u003cp\u003e40.5%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.85256%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.1859%;\"\u003e\n \u003cp\u003eSecurities\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 10.7372%;\"\u003e\n \u003cp\u003e4940\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 25.9615%;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19.391%;\"\u003e\n \u003cp\u003e4631\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 19.8718%;\"\u003e\n \u003cp\u003e93.7%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.85256%;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.1859%;\"\u003e\n \u003cp\u003eConsumption\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 10.7372%;\"\u003e\n \u003cp\u003e7336\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 25.9615%;\"\u003e\n \u003cp\u003e5.4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19.391%;\"\u003e\n \u003cp\u003e6400\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 19.8718%;\"\u003e\n \u003cp\u003e87.2%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.85256%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.1859%;\"\u003e\n \u003cp\u003eBank cards\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 10.7372%;\"\u003e\n \u003cp\u003e2636\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 25.9615%;\"\u003e\n \u003cp\u003e4.8\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19.391%;\"\u003e\n \u003cp\u003e2124\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 19.8718%;\"\u003e\n \u003cp\u003e80.6%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.85256%;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.1859%;\"\u003e\n \u003cp\u003eBank stamps\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 10.7372%;\"\u003e\n \u003cp\u003e129\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 25.9615%;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19.391%;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 19.8718%;\"\u003e\n \u003cp\u003e0%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.85256%;\"\u003e\n \u003cp\u003e6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.1859%;\"\u003e\n \u003cp\u003eOthers\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 10.7372%;\"\u003e\n \u003cp\u003e40\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 25.9615%;\"\u003e\n \u003cp\u003e3.4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19.391%;\"\u003e\n \u003cp\u003e7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 19.8718%;\"\u003e\n \u003cp\u003e17.5%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"6\" style=\"width: 100%;\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e*\u003c/span\u003eThis period is calculated for completed demands.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eBased on the results,\u0026nbsp;none of the demands for products in the category of bank stamps have reached the stage of issuing a warehouse\u0026nbsp;remittance\u0026nbsp;and delivering to the customer. In addition, the maximum delivery rate is related to securities, consumption, and bank cards, respectively. Finally, the maximum delivery time is related to properties.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 7.\u003c/strong\u003e Average period of sub-categories\u003c/p\u003e\n\u003cdiv align=\"\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"100%\"\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 93px;\"\u003e\n \u003cp\u003eCategory\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 144px;\"\u003e\n \u003cp\u003eSub-category\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 62px;\"\u003e\n \u003cp\u003eNumber\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 136px;\"\u003e\n \u003cp\u003eAverage completion time (days)*\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 103px;\"\u003e\n \u003cp\u003eThe number of delivery\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 80px;\"\u003e\n \u003cp\u003eThe ratio of delivery\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"6\" style=\"width: 93px;\"\u003e\n \u003cp\u003eProperties\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 144px;\"\u003e\n \u003cp\u003eElectronic appliances\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 62px;\"\u003e\n \u003cp\u003e715\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 136px;\"\u003e\n \u003cp\u003e10.2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 103px;\"\u003e\n \u003cp\u003e302\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 80px;\"\u003e\n \u003cp\u003e42%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 144px;\"\u003e\n \u003cp\u003eStationery\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 62px;\"\u003e\n \u003cp\u003e49\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 136px;\"\u003e\n \u003cp\u003e5.8\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 103px;\"\u003e\n \u003cp\u003e34\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 80px;\"\u003e\n \u003cp\u003e69%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 144px;\"\u003e\n \u003cp\u003eEssentials\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 62px;\"\u003e\n \u003cp\u003e152\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 136px;\"\u003e\n \u003cp\u003e6.7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 103px;\"\u003e\n \u003cp\u003e90\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 80px;\"\u003e\n \u003cp\u003e59%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 144px;\"\u003e\n \u003cp\u003eOthers\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 62px;\"\u003e\n \u003cp\u003e6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 136px;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 103px;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 80px;\"\u003e\n \u003cp\u003e0%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 144px;\"\u003e\n \u003cp\u003eFurniture and fixtures\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 62px;\"\u003e\n \u003cp\u003e189\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 136px;\"\u003e\n \u003cp\u003e18.8\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 103px;\"\u003e\n \u003cp\u003e47\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 80px;\"\u003e\n \u003cp\u003e25%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 144px;\"\u003e\n \u003cp\u003eFurniture\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 62px;\"\u003e\n \u003cp\u003e298\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 136px;\"\u003e\n \u003cp\u003e7.5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 103px;\"\u003e\n \u003cp\u003e98\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 80px;\"\u003e\n \u003cp\u003e33%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"6\" style=\"width: 93px;\"\u003e\n \u003cp\u003eConsumption\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 144px;\"\u003e\n \u003cp\u003eElectronic\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 62px;\"\u003e\n \u003cp\u003e2084\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 136px;\"\u003e\n \u003cp\u003e5.7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 103px;\"\u003e\n \u003cp\u003e1781\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 80px;\"\u003e\n \u003cp\u003e85%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 144px;\"\u003e\n \u003cp\u003eStationery\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 62px;\"\u003e\n \u003cp\u003e2059\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 136px;\"\u003e\n \u003cp\u003e5.3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 103px;\"\u003e\n \u003cp\u003e1783\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 80px;\"\u003e\n \u003cp\u003e87%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 144px;\"\u003e\n \u003cp\u003eEssentials\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 62px;\"\u003e\n \u003cp\u003e2904\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 136px;\"\u003e\n \u003cp\u003e5.3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 103px;\"\u003e\n \u003cp\u003e2661\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 80px;\"\u003e\n \u003cp\u003e92%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 144px;\"\u003e\n \u003cp\u003eOthers\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 62px;\"\u003e\n \u003cp\u003e212\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 136px;\"\u003e\n \u003cp\u003e4.4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 103px;\"\u003e\n \u003cp\u003e172\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 80px;\"\u003e\n \u003cp\u003e81%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 144px;\"\u003e\n \u003cp\u003eFurniture and fixtures\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 62px;\"\u003e\n \u003cp\u003e61\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 136px;\"\u003e\n \u003cp\u003e1.5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 103px;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 80px;\"\u003e\n \u003cp\u003e3%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 144px;\"\u003e\n \u003cp\u003eFurniture\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 62px;\"\u003e\n \u003cp\u003e16\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 136px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 103px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 80px;\"\u003e\n \u003cp\u003e6%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"6\" style=\"width: 619px;\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e*\u003c/span\u003eThis period is calculated for completed demands.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003e\u003cem\u003eAnalysis of undelivered items\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003eUnfinished requests are those which have not reached the stage of issuing a warehouse transfer and delivering to the applicant. Fig. 6 displays the workflow flow chart of the process without considering the activity of \u0026quot;issuing the warehouse remittance and delivering to the customer\u0026quot;. As shown, 2757 demands for products have not reached the stage of warehouse remittance and delivery to the customer. A number of 2757 product demands failed to reach the end of the process and the desired product was not delivered.\u003c/p\u003e\n\u003cp\u003eIn this regard, it is necessary to evaluate the unfinished demands separately for each activity. Table 8 presents the number of unfinished demands from each activity and their corresponding figure. Each of these demands for product has not been completed because of a specific reason. Some bottlenecks in the process can be identified by analyzing these causes from another point of view.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 8.\u003c/strong\u003e The number of unfinished demands from each activity\u003c/p\u003e\n\u003cdiv align=\"center\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"100%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 54px;\"\u003e\n \u003cp\u003eRow\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" valign=\"top\" style=\"width: 408px;\"\u003e\n \u003cp\u003eFrom activity\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 156px;\"\u003e\n \u003cp\u003eNumber of unfinished\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 54px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 408px;\"\u003e\n \u003cp\u003eSubmitting the product demand\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 156px;\"\u003e\n \u003cp\u003e1807\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 54px;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 408px;\"\u003e\n \u003cp\u003eChecking and determining the amount by electronic banking\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 156px;\"\u003e\n \u003cp\u003e559\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 54px;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 408px;\"\u003e\n \u003cp\u003eRegistering a purchase demand\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 156px;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"3\" style=\"width: 54px;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd rowspan=\"3\" style=\"width: 151px;\"\u003e\n \u003cp\u003eThe process of purchasing goods and services\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 257px;\"\u003e\n \u003cp\u003eOrder registration\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 156px;\"\u003e\n \u003cp\u003e110\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 257px;\"\u003e\n \u003cp\u003eRegistering the purchase invoice\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 156px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 257px;\"\u003e\n \u003cp\u003eSending products to the warehouse\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 156px;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 54px;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"2\" style=\"width: 408px;\"\u003e\n \u003cp\u003eRegistering the warehouse receipt\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 156px;\"\u003e\n \u003cp\u003e273\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"3\" style=\"width: 463px;\"\u003e\n \u003cp\u003eTotal\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 156px;\"\u003e\n \u003cp\u003e2757\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eIn the logistics process of banks, there are two stages for reviewing the demand and determining the amount conducted by the support deputy and the electronic banking deputy depending on the type of products. Based on the results, 391 demands for products failed to be completed after passing the stages of reviewing the demand review and determining the amount and the desired products have not been delivered to the customers. A number of 273 demands were stopped in the stage of registering the warehouse receipt which is the stage before the stage of\u0026nbsp;issuing the warehouse remittance and delivering to the customer.\u0026nbsp;Table 9 presents the 10 undelivered demands which passed the longest time since their last activity.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 9.\u003c/strong\u003e Ten demands with the longest time\u003c/p\u003e\n\u003cdiv align=\"\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"100%\"\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 47px;\"\u003e\n \u003cp\u003eRow\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 149px;\"\u003e\n \u003cp\u003eLast stage\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 63px;\"\u003e\n \u003cp\u003eNumber\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 88px;\"\u003e\n \u003cp\u003eDate of the last stage\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 106px;\"\u003e\n \u003cp\u003eCategory\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 100px;\"\u003e\n \u003cp\u003eSub-category\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 51px;\"\u003e\n \u003cp\u003eDelay time\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.78146%;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.6689%;\"\u003e\n \u003cp\u003eRegistering the order\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.4305%;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 14.5695%;\"\u003e\n \u003cp\u003e2020/4/20\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.5497%;\"\u003e\n \u003cp\u003eConsumption\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 16.5563%;\"\u003e\n \u003cp\u003eEssentials\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.44371%;\"\u003e\n \u003cp\u003e423\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.78146%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.6689%;\"\u003e\n \u003cp\u003eRegistering the order\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.4305%;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 14.5695%;\"\u003e\n \u003cp\u003e2020/4/21\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.5497%;\"\u003e\n \u003cp\u003eConsumption\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 16.5563%;\"\u003e\n \u003cp\u003eEssentials\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.44371%;\"\u003e\n \u003cp\u003e422\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.78146%;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.6689%;\"\u003e\n \u003cp\u003eRegistering the invoice\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.4305%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 14.5695%;\"\u003e\n \u003cp\u003e2020/4/26\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.5497%;\"\u003e\n \u003cp\u003eProperties\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5563%;\"\u003e\n \u003cp\u003eEssentials\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.44371%;\"\u003e\n \u003cp\u003e417\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.78146%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.6689%;\"\u003e\n \u003cp\u003eRegistering the order\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.4305%;\"\u003e\n \u003cp\u003e38\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 14.5695%;\"\u003e\n \u003cp\u003e2020/5/2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.5497%;\"\u003e\n \u003cp\u003eBank stamp\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5563%;\"\u003e\n \u003cp\u003eBank stamp\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.44371%;\"\u003e\n \u003cp\u003e411\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.78146%;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.6689%;\"\u003e\n \u003cp\u003eRegistering the invoice\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.4305%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 14.5695%;\"\u003e\n \u003cp\u003e2020/5/3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.5497%;\"\u003e\n \u003cp\u003eProperties\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5563%;\"\u003e\n \u003cp\u003eFurniture and fixtures\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.44371%;\"\u003e\n \u003cp\u003e410\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.78146%;\"\u003e\n \u003cp\u003e6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.6689%;\"\u003e\n \u003cp\u003eRegistering the invoice\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.4305%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 14.5695%;\"\u003e\n \u003cp\u003e2020/5/5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.5497%;\"\u003e\n \u003cp\u003eConsumption\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5563%;\"\u003e\n \u003cp\u003eStationary\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.44371%;\"\u003e\n \u003cp\u003e408\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.78146%;\"\u003e\n \u003cp\u003e7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.6689%;\"\u003e\n \u003cp\u003eRegistering the order\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.4305%;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 14.5695%;\"\u003e\n \u003cp\u003e2020/5/6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.5497%;\"\u003e\n \u003cp\u003eProperties\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5563%;\"\u003e\n \u003cp\u003eFurniture\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.44371%;\"\u003e\n \u003cp\u003e407\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.78146%;\"\u003e\n \u003cp\u003e8\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.6689%;\"\u003e\n \u003cp\u003eRegistering the invoice\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.4305%;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 14.5695%;\"\u003e\n \u003cp\u003e2020/5/7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.5497%;\"\u003e\n \u003cp\u003eProperties\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5563%;\"\u003e\n \u003cp\u003eElectronic appliances\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.44371%;\"\u003e\n \u003cp\u003e406\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.78146%;\"\u003e\n \u003cp\u003e9\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.6689%;\"\u003e\n \u003cp\u003eRegistering the order\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.4305%;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 14.5695%;\"\u003e\n \u003cp\u003e2020/5/10\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.5497%;\"\u003e\n \u003cp\u003eConsumption\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5563%;\"\u003e\n \u003cp\u003eEssentials\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.44371%;\"\u003e\n \u003cp\u003e403\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 7.78146%;\"\u003e\n \u003cp\u003e10\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 24.6689%;\"\u003e\n \u003cp\u003eRegistering the invoice\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 10.4305%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 14.5695%;\"\u003e\n \u003cp\u003e2020/5/12\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 17.5497%;\"\u003e\n \u003cp\u003eProperties\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16.5563%;\"\u003e\n \u003cp\u003eElectronic appliances\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 8.44371%;\"\u003e\n \u003cp\u003e401\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eAs observed in Table 9, there are undelivered demands which have been over 400 days since their last activity. The average period of the last activity until the date of receiving the report for 391 undelivered demands is about 315.7 days. The category and sub-categories of these demands are one of the factors which can help in deciding to improve the process as shown in Tables 10 and 11.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 10.\u003c/strong\u003e Number and average duration of uncompleted demands by categories\u003c/p\u003e\n\u003cdiv align=\"\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"379\"\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 45px;\"\u003e\n \u003cp\u003eRow\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 101px;\"\u003e\n \u003cp\u003eCategory\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 67px;\"\u003e\n \u003cp\u003eNumber\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 166px;\"\u003e\n \u003cp\u003eAverage period (days)\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 11.8734%;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 26.6491%;\"\u003e\n \u003cp\u003eProperties\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 17.6781%;\"\u003e\n \u003cp\u003e163\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 43.7995%;\"\u003e\n \u003cp\u003e317.3\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 11.8734%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 26.6491%;\"\u003e\n \u003cp\u003eSecurities\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 17.6781%;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 43.7995%;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 11.8734%;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 26.6491%;\"\u003e\n \u003cp\u003eConsumption\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 17.6781%;\"\u003e\n \u003cp\u003e181\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 43.7995%;\"\u003e\n \u003cp\u003e294\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 11.8734%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 26.6491%;\"\u003e\n \u003cp\u003eBank cards\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 17.6781%;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 43.7995%;\"\u003e\n \u003cp\u003e0\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 11.8734%;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 26.6491%;\"\u003e\n \u003cp\u003eBank stamps\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 17.6781%;\"\u003e\n \u003cp\u003e38\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 43.7995%;\"\u003e\n \u003cp\u003e411\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 11.8734%;\"\u003e\n \u003cp\u003e6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 26.6491%;\"\u003e\n \u003cp\u003eOthers\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 17.6781%;\"\u003e\n \u003cp\u003e9\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 43.7995%;\"\u003e\n \u003cp\u003e322.3\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eAs shown, there is no uncompleted approved demand in the securities and bank cards categories. In other categories, the average duration of the last activity is not a desirable condition. It is worth noting that 38 demands are available for products from the category of bank stamps, which are all demanded at the same time but not all of them reach the customers after approval.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 11.\u003c/strong\u003e Number and average period of unfinished demands by sub-categories\u003c/p\u003e\n\u003cdiv align=\"\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"522\"\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 101px;\"\u003e\n \u003cp\u003eCategory\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 170px;\"\u003e\n \u003cp\u003eSub-category\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 89px;\"\u003e\n \u003cp\u003eNumber\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 163px;\"\u003e\n \u003cp\u003eAverage period (days)\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"6\" style=\"width: 101px;\"\u003e\n \u003cp\u003eProperties\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 170px;\"\u003e\n \u003cp\u003eElectronic appliances\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 89px;\"\u003e\n \u003cp\u003e68\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 163px;\"\u003e\n \u003cp\u003e326.1\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 170px;\"\u003e\n \u003cp\u003eStationary\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 89px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 163px;\"\u003e\n \u003cp\u003e93\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 170px;\"\u003e\n \u003cp\u003eEssentials\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 89px;\"\u003e\n \u003cp\u003e14\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 163px;\"\u003e\n \u003cp\u003e328.4\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 170px;\"\u003e\n \u003cp\u003eOthers\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 89px;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 163px;\"\u003e\n \u003cp\u003e238\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 170px;\"\u003e\n \u003cp\u003eFurniture and fixtures\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 89px;\"\u003e\n \u003cp\u003e56\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 163px;\"\u003e\n \u003cp\u003e307.9\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 170px;\"\u003e\n \u003cp\u003eFurniture\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 89px;\"\u003e\n \u003cp\u003e21\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 163px;\"\u003e\n \u003cp\u003e315.6\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"6\" style=\"width: 101px;\"\u003e\n \u003cp\u003eConsumption\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 170px;\"\u003e\n \u003cp\u003eElectronic appliances\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 89px;\"\u003e\n \u003cp\u003e89\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 163px;\"\u003e\n \u003cp\u003e298\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 170px;\"\u003e\n \u003cp\u003eStationary\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 89px;\"\u003e\n \u003cp\u003e8\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 163px;\"\u003e\n \u003cp\u003e375.1\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 170px;\"\u003e\n \u003cp\u003eEssentials\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 89px;\"\u003e\n \u003cp\u003e33\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 163px;\"\u003e\n \u003cp\u003e297.1\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 170px;\"\u003e\n \u003cp\u003eOthers\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 89px;\"\u003e\n \u003cp\u003e9\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 163px;\"\u003e\n \u003cp\u003e323.8\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 170px;\"\u003e\n \u003cp\u003eFurniture and fixtures\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 89px;\"\u003e\n \u003cp\u003e34\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 163px;\"\u003e\n \u003cp\u003e244.6\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 170px;\"\u003e\n \u003cp\u003eFurniture\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 89px;\"\u003e\n \u003cp\u003e8\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 163px;\"\u003e\n \u003cp\u003e331.75\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eThe status of the sub-categories is similar to the categories, and the rest of the items are not in a desirable condition except the stationery sub-category in the properties category.\u003c/p\u003e"},{"header":"Results","content":"\u003cp\u003eIn this study, discovery, adaptation, and improvement as three common techniques in process mining (were used to evaluate the event graphs of logistics process in the bank. The use of process mining provides us with information and facilities which can be used for discovering the degree of adaptation and improvement in the process and redesigning the process. Such information and facilities are as follows:\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003eDescribing the process and precise knowledge of the details\u003c/li\u003e\n \u003cli\u003eIdentifying bottlenecks separately and the use of improvement measures in that area\u003c/li\u003e\n \u003cli\u003eRecognizing errors and non-adaptations created in the implementation of the process and changing the process or using preventive approaches\u003c/li\u003e\n \u003cli\u003eMeasuring process performance indicators precisely\u003c/li\u003e\n \u003cli\u003eEvaluating the effectiveness of changes in the process after a certain period\u0026nbsp;\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eSome suggestions for improvement were extracted using the above-mentioned issues as follows.\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003eEvaluating the warehouse inventory and registering the purchase demand by the deputy of electronic banking\u003c/li\u003e\n \u003cli\u003eReviewing the names of products in the system, as well as the categories and sub-categories\u003c/li\u003e\n \u003cli\u003eAdding the required restrictions to comply with the dates and not allowing the user to submit the demand without taking the previous steps\u003c/li\u003e\n \u003cli\u003eIncreasing the seriousness of the process owner and the required training for system users\u003c/li\u003e\n \u003cli\u003eReviewing and clarifying the documents and rules of product allocation to departments of the organization\u003c/li\u003e\n\u003c/ul\u003e"},{"header":"Discussion","content":"\u003cp\u003eTo measure the process indicators, it is required to define some indicators based on the price, quality, and speed, as shown in Table 12.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 12.\u003c/strong\u003e Suggested indicators of the logistics process\u003c/p\u003e\n\u003cdiv align=\"center\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"100%\"\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 42px;\"\u003e\n \u003cp\u003eRow\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 115px;\"\u003e\n \u003cp\u003eTitle\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 237px;\"\u003e\n \u003cp\u003eDescription\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 225px;\"\u003e\n \u003cp\u003eMeasurement method\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 6.78514%;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 18.5784%;\"\u003e\n \u003cp\u003eProcess duration\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 38.2876%;\"\u003e\n \u003cp\u003eAverage time interval between demand and delivery of delivered products\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 36.3489%;\"\u003e\n \u003cp\u003eTotal number of demands / total (time of product demand - time of product delivery)\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 6.78514%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 18.5784%;\"\u003e\n \u003cp\u003eFulfillment ratio\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 38.2876%;\"\u003e\n \u003cp\u003eRatio of delivered demands\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 36.3489%;\"\u003e\n \u003cp\u003eTotal number of demands / Number of delivered products\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 6.78514%;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 18.5784%;\"\u003e\n \u003cp\u003ePurchase ratio\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 38.2876%;\"\u003e\n \u003cp\u003eRatio of demands which require purchase\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 36.3489%;\"\u003e\n \u003cp\u003eTotal number of demands / number of demands which require purchase\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 6.78514%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 18.5784%;\"\u003e\n \u003cp\u003eWaiting time\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 38.2876%;\"\u003e\n \u003cp\u003eAverage time interval of demand until now/ Unfinished demands\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 36.3489%;\"\u003e\n \u003cp\u003eAverage (product demand time - present time)\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eTable 12 shows quality and speed but it is impossible to provide and measure the indicators related to the price field due to the limitation of information. Such indicators can be measured and presented separately by product type or organizational unit, which can be used in the desired analysis. Table 13 indicates the current status of the measured indicators and bottlenecks of logistics processes in the bank.\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 13.\u003c/strong\u003e Measurement of the suggested indicators of the logistics process\u003c/p\u003e\n\u003cdiv align=\"\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"322\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 16.7702%;\"\u003e\n \u003cp\u003eRow\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 51.8634%;\"\u003e\n \u003cp\u003eTitle\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 31.3665%;\"\u003e\n \u003cp\u003eValue\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 16.7702%;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 51.8634%;\"\u003e\n \u003cp\u003eProcess duration\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 31.3665%;\"\u003e\n \u003cp\u003e5.7 days\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 16.7702%;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 51.8634%;\"\u003e\n \u003cp\u003eFulfillment ratio\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 31.3665%;\"\u003e\n \u003cp\u003e83.3%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 16.7702%;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 51.8634%;\"\u003e\n \u003cp\u003ePurchase ratio\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 31.3665%;\"\u003e\n \u003cp\u003e3.2%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 16.7702%;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 51.8634%;\"\u003e\n \u003cp\u003eWaiting time\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 31.3665%;\"\u003e\n \u003cp\u003e315.7 days\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eThe highest activity time for finished demands (demanded delivery) is related to the activities of registering the purchase invoice and registering the warehouse receipt, both of which are a part of the process of purchasing products and services. Therefore, the duration of the entire process can reduce by reducing the time of these activities.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe first question is related to what extent the workflow of the logistics process in the bank confirms the designed process. As shown in Table 4, 3.6% of product demands have followed the predetermined process.\u003c/p\u003e\n\u003cp\u003eDuring the mining process, the analysis can be performed at any time without incurring extra costs. Consequently, improvements can be continually refined based on the continuous assessment of the effects of changes [10]. By implementing the provided solutions, it is expected that the level of non-adaptation in the logistics process of the bank move to zero and increase the speed of providing services. To provide an accurate answer to this question, it is required to implement the improvement cases and use process mining techniques similar to those used in this study after a certain period (e.g. six months).\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eSuggestions\u003c/strong\u003e\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003eThe data used in this study were extracted from the database of automation and administrative system in the bank. However, more data can be collected and analyzed from other sources such as financial system.\u003c/li\u003e\n \u003cli\u003eDue to limited data access, this method was used for logistics process in the bank. This method can be used in other processes, especially those in direct contact with customers by extending this method to other bank processes (in case of appropriate data).\u0026nbsp;\u003c/li\u003e\n \u003cli\u003eConducting studies in future periods and measuring the effects of the improvement suggestions given in the implementation process can be considered.\u003cstrong\u003e\u003c/strong\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003e\u003cstrong\u003eLimitations of the study\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eConducting such studies always causes numerous problems for researchers, especially in the field of data supply due to the lack of integration in information systems and resistance of employees to change. Regardless of general issues, the data extracted from the database of the bank\u0026apos;s automation system and administrative correspondence can be studied. Thus, researchers cannot suggest more variables, especially in the field of price. Thus, the general conclusion of this study is merely based on the available data because of not having access to all of data in the organization.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eSuggestions for future\u0026nbsp;\u003c/strong\u003e\u003cstrong\u003estudies\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eIn general, the existing method can be improved in future studies by eliminating the limitations of this study. For this purpose, the following suggestions are provided for future studies.\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003eUsing a scientific method to classify and cluster the products in the warehouse\u003c/li\u003e\n \u003cli\u003eUsing machine learning methods to optimize the processes.\u003c/li\u003e\n\u003c/ul\u003e"},{"header":"Declarations","content":"\u003ch2\u003eAuthor Contribution\u003c/h2\u003e\u003cp\u003eHamid Asadinia served as the primary author and analyst, responsible for the conception and design of the study, data analysis, and the drafting of the manuscript. Mohammad Taghi Taghavifard acted as the supervising professor and provided final editing and revision of the manuscript to ensure clarity and coherence. Iman Raeesi Vanani served as the consulting professor, offering guidance and insights throughout the research process.\u003c/p\u003e\u003ch2\u003eAcknowledgement\u003c/h2\u003e\u003cp\u003eI would like to express my heartfelt gratitude to my parents, whose unwavering support, love, and encouragement have been instrumental in my academic journey. Their sacrifices and belief in my abilities have provided me with the strength and motivation to pursue my dreams. I am profoundly thankful for their guidance and unconditional support, which have been invaluable throughout this research process.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n \u003cli\u003eKianizadeh, F. (2016). Improvement of clothing production processes in Hacoupian company using business reengineering methodology. Dissertation, Allameh Tabataba\u0026rsquo;i University.\u003c/li\u003e\n \u003cli\u003eAbdollahzadeh, N. (2018). 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In International Conference on Business Process Manager\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"process mining, business process redesign, logistics process, banking","lastPublishedDoi":"10.21203/rs.3.rs-5268673/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-5268673/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eIn the competitive business environment, organizations face challenges such as rapid customer needs changes and uncertainty, necessitating continuous adjustments in business processes to maintain competitive advantage. Fundamental changes can lower service costs, reduce time, and ultimately increase profitability. Organizations increasingly leverage information technology to convert traditional processes into web-based systems, enabling detailed data collection that enhances process analysis through a method known as process mining. This study focused on redesigning the logistics process at a private bank, utilizing three process mining techniques: discovery, adaptation, and improvement, with Disco 2.14 software. Data was extracted from the bank\u0026rsquo;s automation and administrative correspondence systems, allowing for a comprehensive analysis of the software outputs. The study identified process indicators, evaluated the adaptation of existing processes, and extracted values using an optimal process. Finally, the research provided suggestions to improve these processes, highlighting the potential of process mining in enhancing efficiency and effectiveness within organizational frameworks. The findings underscore the importance of adapting business processes to meet evolving market demands and leverage technology for improved operational performance.\u003c/p\u003e","manuscriptTitle":"An Application of Process Mining in Organizational Process Redesign","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2024-10-18 08:09:50","doi":"10.21203/rs.3.rs-5268673/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"1efc8a58-91a3-441b-a1a2-03861d2c72ce","owner":[],"postedDate":"October 18th, 2024","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2024-11-07T02:53:51+00:00","versionOfRecord":[],"versionCreatedAt":"2024-10-18 08:09:50","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-5268673","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-5268673","identity":"rs-5268673","version":["v1"]},"buildId":"qtupq5eGEP_6zYnWcrvyt","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}