Rabobank Nederland

Process mining

At Rabobank

Frank van Geffen 19-9-2013

Rabobank Nederland

Outline

• Introduction

2

Rabobank Nederland

Outline

• Introduction

• My experience with process mining at Rabobank

3

Rabobank Nederland

Outline

• Introduction

• My experience with process mining at Rabobank

• Paradigm shift of working with process mining

4

Rabobank Nederland

Outline

• Introduction

• My experience with process mining at Rabobank

• Paradigm shift of working with process mining

• Lessons learned and pittfalls

5

Rabobank Nederland 6

Frank van Geffen

Rabobank Nederland

Two columns containing text

International financial services provider founded on co-operative principles• Retail banking, wholesale banking,

asset management, leasing, real estate and insurance

• 10 million customers worldwide• Active in 47 countries• 761 foreign places of business• 59,670 FTE

Co-operative core business• 139 independent Local Member

Rabobanks• 7.6 million customers• 1.9 million members• 872 branch offices• 27,272 FTE

Rabobank has been awarded the highest credit rating for private banks by S&P, Moody’s and DBRS

Profile of Rabobank Group

Rabobank Nederland

Putting the interests of our customers and members first

• Providing the best possible financial services for customers• Offering continuity in our services in the customer’s long-term interest• Ensuring the bank’s involvement with the client and his or her environment

Rabobank Group Core Values•Respect •Integrity•Professionalism •Sustainability

Rabobank Brand Values•Involved •Nearby •Leading

Our values

Rabobank Nederland

Responsible banking in the environmental, social and governance fields

• To be the largest, best and most innovative financial services provider in the Netherlands

• To be the best food & agri bank internationally with a strong presence in the world’s main food & agri countries

Our mission

Rabobank Nederland

10 million customers1.8 million members

141 Local Member Rabobanks with 892 branch offices

Support Local Member Rabobanks Rabobank International Support Services Rabobank Group

Asset ManagementRobecoSchretlen & Co

LeasingDe Lage Landen•Athlon Carlease•Freo

Real EstateRabo Real Estate Group•Bouwfonds Property Development•MAB Development•FGH Bank•Bouwfonds REIM•Public Fund Management Netherlands

InsuranceAchmea (31%)•Interpolis

Partner BanksBanco Terra (31%)Banco Regional (40%)BPR (35%)NMB (35%)Zanaco (46%)URCB (9%)Banco Sicredi (25%)

International retailACC BankBank BGZ (59%)

CorporateRembrandt Mergers & Acquisitions

MortgagesObvion (70%)

Subsidiaries and equity investments

Rabobank Nederland

Organigram

Rabobank Nederland

Group ICT

Rabobank Nederland

Application Development & Maintenance

Opbouw

portfolio

Rabobank Nederland

Outline

• Introduction

• My experience with process mining at Rabobank

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Rabobank Nederland

My process mining experience at Rabobank

2009 2010 2011 2012 2013

Aware Aware/Interested Interested Evaluating Adopting

Rabobank Nederland

Outline

• Introduction

• My experience with process mining at Rabobank

• Paradigm shift of working with process mining

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Process mining is a paradigm shift, that changes decision-making and organizational change processes

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Rabobank’s vision op process mining

• Facts (objective), decisions are not based on assumptions or subjective analysis

Process mining is a paradigm shift, that changes decision-making and organizational change processes

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Rabobank’s vision op process mining

• Facts (objective), decisions are not based on assumptions or subjective analysis

• Full (complete), decisions are not based on samples or assumptions

Process mining is a paradigm shift, that changes decision-making and organizational change processes

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Rabobank’s vision op process mining

• Facts (objective), decisions are not based on assumptions or subjective analysis

• Full (complete), decisions are not based on samples or assumptions

• For real (true comparison), comparisons between departments are not based on debatable industry benchmarks

Process mining is a paradigm shift, that changes decision-making and organizational change processes

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Rabobank’s vision op process mining

• Facts (objective), decisions are not based on assumptions or subjective analysis

• Full (complete), decisions are not based on samples or assumptions

• For real (true comparison), comparisons between departments are not based on debatable industry benchmarks

• Fast (digital data), decisions are not based on interviews, but digital transaction data

Process Analysis

Process mining provides faster and cheaper process intelligence to initiate changes

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Rabobank’s visie op process mining

Preps(Data Mining)

ProcessAnalysis

Traditional (process) analysis has long lead time and is labor intensive

Process mining takes a lot of time initially to get data. Overall faster and cheaper.

Preps

Outline

• Introduction

• My experience with process mining at Rabobank

• Paradigm shift of working with process mining

• Lessons learned and pittfalls

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Rabobank Nederland

Lessons Learned

• Process mining delivers what you expect− Quick insight into current proces− Quick insight into bottlenecks− Quick insight into conformance issues

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Rabobank Nederland

Lessons Learned

• Process mining delivers what you expect− Quick insight into current proces− Quick insight into bottlenecks− Quick insight into conformance issues

• Further cause analysis, guided by process mining functionality, leads to concrete solutions

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Rabobank Nederland

Lessons Learned

• Process mining delivers what you expect− Quick insight into current proces− Quick insight into bottlenecks− Quick insight into conformance issues

• Further cause analysis, guided by process mining functionality, leads to concrete solutions

• Weakest link is data collection, preparation and interpretation

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Rabobank Nederland

Lessons Learned

• Process mining delivers what you expect− Quick insight into current proces− Quick insight into bottlenecks− Quick insight into conformance issues

• Further cause analysis, guided by process mining functionality, leads to concrete solutions

• Weakest link is data collection, preparation and interpretation

• Analysis is performed effective and efficiently through using a professional tool and tool expert

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Rabobank Nederland

Lessons Learned

• Process mining delivers what you expect− Quick insight into current proces− Quick insight into bottlenecks− Quick insight into conformance issues

• Further cause analysis, guided by process mining functionality, leads to concrete solutions

• Weakest link is data collection, preparation and interpretation

• Analysis is performed effective and efficiently through using a professional tool and tool expert

• Keep on digging and you will eventually reach a “usable” data-source (and sometimes not)

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Rabobank Nederland

Pitfalls

• "Garbage in" is "garbage out" (design, registration behavior, and (business) interpretation of data in information systems)

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Rabobank Nederland

Pitfalls

• "Garbage in" is "garbage out" (design, registration behavior, and (business) interpretation of data in information systems)

• Degree of (process) logging of data in today's information systems (process aware systems / lack of logging due to performance or storage issues)

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Rabobank Nederland

Pitfalls

• "Garbage in" is "garbage out" (design, registration behavior, and (business) interpretation of data in information systems)

• Degree of (process) logging of data in today's information systems (process aware systems / lack of logging due to performance or storage issues)

• (Event) logs are often confidential (e.g. customer / employee data, privacy laws)

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Rabobank Nederland

Pitfalls

• "Garbage in" is "garbage out" (design, registration behavior, and (business) interpretation of data in information systems)

• Degree of (process) logging of data in today's information systems (process aware systems / lack of logging due to performance or storage issues)

• (Event) logs are often confidential (e.g. customer / employee data, privacy laws)

• Distribution of data across different systems and the lack of data in data warehouses (difficult / impossible to find a suitable case-id, which links data across multiple systems)

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Rabobank Nederland

Pitfalls

• "Garbage in" is "garbage out" (design, registration behavior, and (business) interpretation of data in information systems)

• Degree of (process) logging of data in today's information systems (process aware systems / lack of logging due to performance or storage issues)

• (Event) logs are often confidential (e.g. customer / employee data, privacy laws)

• Distribution of data across different systems and the lack of data in data warehouses (difficult / impossible to find a suitable case-id, which links data across multiple systems)

• No objective facts on manual intervention in business processes (e.g. consultation with clients)

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Rabobank Nederland

Pitfalls

• "Garbage in" is "garbage out" (design, registration behavior, and (business) interpretation of data in information systems)

• Degree of (process) logging of data in today's information systems (process aware systems / lack of logging due to performance or storage issues)

• (Event) logs are often confidential (e.g. customer / employee data, privacy laws)

• Distribution of data across different systems and the lack of data in data warehouses (difficult / impossible to find a suitable case-id, which links data across multiple systems)

• No objective facts on manual intervention in business processes (e.g. consultation with clients)

• Large databases like SAP, Oracle Siebel (customized configuration, which tables contain which data?)

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Rabobank Nederland

Pitfalls

• "Garbage in" is "garbage out" (design, registration behavior, and (business) interpretation of data in information systems)

• Degree of (process) logging of data in today's information systems (process aware systems / lack of logging due to performance or storage issues)

• (Event) logs are often confidential (e.g. customer / employee data, privacy laws)

• Distribution of data across different systems and the lack of data in data warehouses (difficult / impossible to find a suitable case-id, which links data across multiple systems)

• No objective facts on manual intervention in business processes (e.g. consultation with clients)

• Large databases like SAP, Oracle Siebel (customized configuration, which tables contain which data?)

• (Internal) cost allocation for transport of data (transporting data from A to B costs money)

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Rabobank Nederland

Questions?

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