Process Mining Orchestration and Automation with Celonis – Future of Work Video Webinar Series

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Unknown Speaker 0:00
Again, a very impressive list of group of attendees. Thank you all for joining. So Ray, I’m gonna go ahead and stop sharing, and I’ll let you take it over. Okay. Terrific, Tony, thank you. Let me Well, once you stop sharing, let me open up

Unknown Speaker 0:16
one more time. Let me get the presentation set up.

Unknown Speaker 0:22
Alright, are you able to see the screen? Looks good. Looks it. Alright, let’s get going. So again, welcome, everybody, I appreciate you investing an hour of your time with us. The intention today is a industry update. So it’s a non selling event, what we want to do is really share our experiences around what people are doing today. And both Adam and I are are going to be contributing there. So let’s first start off with Adam, can you give us just kind of a brief overview of who Celonis says, yep. So let me start with a quick intro of myself as well. So I had a customer success at Celonis.

Unknown Speaker 1:10
That’s such a worthy term. Let me just distill it down to ultimately it’s my in my team’s responsibilities to make sure that value and ROI is delivered off our solutions.

Unknown Speaker 1:22
I started my career supply chain optimization from a management consulting standpoint, jumped to spend analytics with a procurement software group. And then I’ve been at salon for a little while since. So Celonis, the 32nd story, and you can see some numbers. We’re really pleased and excited about our trajectory and growth pattern over the last several years. We started if you think about sticky notes on a board in a room, that is process mapping. we digitize that by pulling that information, event logs straight out of source systems. So Celonis is an intelligent layer that sits over any Rp marchetto, Salesforce CRM tools, a number of other variety point solutions. And we extract all of that event log data to create a visualization of that process flow. In recent years, we’ve evolved from that visualization to a very strong execution engine. And that’s really where we’re gonna spend a lot of our time talking today. So Ray, thank you, Tony. Thank you. And maybe my last point before Ray, I hand it off to you.

Unknown Speaker 2:33
In previous sessions, the more questions that come from the audience, the more interactive, the stronger, and I think more engaging This is. So Ray and I are going to pause and pose a number of questions throughout this, you know, 45 minutes. We welcome you to whatever degree you’re comfortable to fire away. All right, thank you, Ray. Thank you, Adam. He’s a little bit about a to k. So first of all, I’m Ray Wolf, Chief Executive Officer of the company, we are a Texas based company, delivering solutions across North America. And what the focus of our company is, is really around translating technology into business outcomes. And so that gives us a broad leeway to work with various partners. However, through a selection process, we have partnered with slowness, around process mining, and candidly around execution management. Because we believe it’s best in breed. Things that we focus on is really redesigning the way people work. And in another term is how they get stuff done inside the organization, looking across people process and technology, looking to automate out the low value and mundane tasks, eliminating variation. And from a system level thinking perspective, I like to call it orchestration, right. The really the next big gain in what we’re doing with technology and working with companies is reducing variation and orchestrating across multiple systems, how we’re getting stuff done. And of course, as part of that, we’re in the cloud. We are a mobile first company. And a key piece of that is really human capital strategy and management because a lot of this work gets done integrated with the people side of it.

Unknown Speaker 4:34
So one item on here, and we’ve talked about it again is you know, our experience with these webinars is you have your own specific situations that you’re facing, and the challenges are, why there’s some common threads. They’re a little unique. If you care to ask a question where you don’t doesn’t get attributed to your company, please send in the chat room to

Unknown Speaker 5:01
Brian, or directly to his email? And we’ll answer it.

Unknown Speaker 5:08
We’ve dubbed this the future of process. Really, how do you seize the opportunity as we go forward, I think this is one of the most important thing business kneelers leaders need to be looking at,

Unknown Speaker 5:21
in the context of what’s going on around us. What we want to do today is share what leaders are doing for their organization to make sure that they come out of this crisis better than when they went in. And yes, I coming out of this better not at status quo or not having to give up any progress. The term vuca certainly applies here. First time I saw this term, going back a number of years was in executive education. And, you know, you get the concept.

Unknown Speaker 5:58
What has happened to us here in the last six, nine months, is that we’re really living this, there are a lot of unseen forces and disruptions coming in. Now, as as business people, you know, we’re used to stuff coming up that we didn’t expect, and we deal with it. And you know, pretty agile, as you know, a lot of that comes from the business sector, or from a competitor. You know, here we have one that’s coming, obviously from that the health care side of it. And, and in the future, I’m sure we’re going to face more things in we don’t even know where it’s going to come from just yet.

Unknown Speaker 6:37
A mentor of mine once shared with me and said, you know what Ray, you need to wake up, you know, if you’re in a in a leadership position, wake up every day, paranoid, that is somewhere someone is inventing, or doing something that will disrupt your business. So you always need to be innovating, and creating options and positioning your company for the future so that if one path gets shut down, you could shift to another. So I want to suggest right here upfront that although we’re going through this crisis, and there’s a lot of difficulty at a personal and professional level, there’s also an opportunity here, and we could innovate, and ensure that we come out better than how we went in.

Unknown Speaker 7:21
From a speed of transformation. The consensus among the people that we’re talking with in our clients, is that every three months, we’re going through the equivalent of about 15 years of change. And, you know, that’s extremely fast. And the change has evolved, you know, what went on from March to May is different than what’s going on from September to the end of the year.

Unknown Speaker 7:50
However, we have a speed of change that’s going on. The good news here is you could harness that, to make a jump in your own industry or organization. The other is, is that someone else in your vertical, could do the same. So that’s why it is an imperative to move forward.

Unknown Speaker 8:13
Some research that we did,

Unknown Speaker 8:16
initially going into the crisis, we thought that it was going to be limited to hospitality, retail, and maybe the airline industry Well,

Unknown Speaker 8:27
no surprise, we live in an interconnected economy. Every vertical has been impacted from operations to supply chain and revenue. I. So it’s really important for us to start looking and borrowing from other industries in terms of what they’re doing. And that’s what Adam and I want to do today is we’re going to share with you what our customers are doing largely in stealth mode. Before we jump into that, Adam, I know you’re working quite a bit with your customer base. What are you seeing in terms of the challenges to get to the new normal? Yep, good question. loaded question. It’s a big answer. So I think, let me let me address it like this. So digital transformation for the last number of years, has been part of the conversation. What we’ve all felt over the last 678 months is a huge acceleration for the need to transform in order for us to really respond to adapt and continue to thrive. So you know, looking at this slide, depending upon that industry, we’ll you showed there are different high and low points for each group. What comes to mind and I would say is, three of the most consistent themes are, you know, the first two on here, supply chain management, I think about some of our groups. Kimberly Clark is one of our customers

Unknown Speaker 9:56
when COVID truly hit in demand

Unknown Speaker 10:00
For a lot of them, you know, Kleenex, Kleenex, toiletries, etc, just went through the roof, they’ve actually used salon has to manage a daily Situation Room, so that they could always make sure that they’re pulling in turning the dials appropriately to make sure on time delivery is where it needs to be. With that higher demand, I’m really pleased to say, over this last six months, they’ve actually seen an increase percentage wise of on time delivery. And that’s through automation and eliminating some variances. Obviously, cash is king, the collection process, looking at payment behaviors on how to pay, obviously, that’s huge. And then the third point that I want to mention, it’s not necessarily on this slide, is really that human factor. And I know you’re going to get into that here over the next few slides. But if you think about how we’re deploying, deploying the humans in our organizations, number one, are they involved with the most strategic, most impactful activities? How can we help that be the case. And if you think about that statement, that’s not only good for the employee, but that’s also good for the business.

Unknown Speaker 11:11
So we’ll continue but that’s, that’s what hits me off the cuff.

Unknown Speaker 11:16
Awesome. Now, that’s great insight, in terms of what’s going on. And I know, Adam, as we get into it, you’ll have some specific prescriptive approaches to how to address these. You know, before we look and see what people are doing, you know, a great source of information is the past, I met Ryan Holliday, who’s one of my new favorite authors, and who provides insights into the future. And I asked him, you know, how is it that you can like, look into a crystal ball, he’s like, Ray, I just simply look at history, I see the patterns, and I apply it to what’s going on right now in the world. And his, uh, his book, the obstacle, his way offers some good insight news, there are a number of learnings that came out of that, that I wanted to share from the past. And when I say the past, this is going back to, you know, Roman times, and

Unknown Speaker 12:14
pretty far, as opposed to just modern times. So the first one is, leaders chose to flip the script and not be a victim, right? Things happen to them that they didn’t plan for unexpected in a lot of different ways, whether it was, you know, famine or political, or economic situations, but they essentially said, you know, I’m not going to be a victim to this, I’m going to turn this around. And I’m going to use this crisis to define me as a leader. The other one was,

Unknown Speaker 12:49
go through the obstacle, as opposed to spend a lot of time going around it. And the thought process there is that as you go through the obstacle, you develop resiliency, and in the resiliency is key for the next crisis that comes up. You know, and that same thing applies here today is, okay, we had a remote work. And we’re figuring out how to augment technology, we have cash preservation, and we have security challenges with working often network. Once we figure this out, right. It better prepares us to deal with what will come in the future.

Unknown Speaker 13:29
These leaders also lacked any master plan. So some notion that they had this great playbook ready to go for everything that came at them. It’s just not the case. And, you know, same thing happens for us, we we all do planning, whether it’s three months, six months, or five year plan, we don’t necessarily have the foresight to everything that could happen in the combinations that they do.

Unknown Speaker 13:53
But in terms of trying to move forward, if the recommendation was in the learning is start anyhow, anywhere, just get moving. Many of the clients that we worked with, didn’t have a plan. They didn’t have business continuity on the roadmap. And they had some old playbooks, but they didn’t have anything that looked at digital transformation and taking advantage of artificial intelligence, which is the latest toolset.

Unknown Speaker 14:19
And then lastly, which is my favorite is that we all need to act the way we want it to be not the way it is, and that those four become the shortest path into the future.

Unknown Speaker 14:31
Some stats, we’ve been researching this for a while we have some more insights to share. But during the last three modern downturns in the economy, 88% of the jobs that were lost, were made up through automation. So not that all those positions were. Those individuals did not get a job back but they got a job back doing something else. It was the repetitive low value.

Unknown Speaker 15:00
tasks that they automated out. And this was really the key to driving to the future and was the foundation for the innovation.

Unknown Speaker 15:11
Now, we also see in

Unknown Speaker 15:14
my conversations with our customers, you know, start in a very traditional place, which is a thinking that I can cost cut my way into the future, you know, as the sole playbook, right? It’s an element of it. But it needs to be part of a comprehensive plan, hit count alone as well. The key there is that we will always in any circumstance, whether we’re growing and we can’t find talent, or whether we’re trying to right size, because we have a lot of uncertainty, we’re going to need to do more with less. And keep that in mind as we move into the next few slides. And then the other term I want to introduce here as a winner winners and losers. Now, sometimes we don’t like to make a stark contrast, but there are businesses that will go under or be assumed in the last three downturns 18% of the businesses were assumed or went out of business, like real stuff happened to them that wasn’t positive.

Unknown Speaker 16:16
So we need to be thinking about how do we evolve and adapt.

Unknown Speaker 16:21
The US Air Force was a large customer of mine in the past. And a general there once told me as we were, we were going through making some changes there that if you don’t like change, you’re going to like irrelevance even less. So get started somehow, some way. Hey, with that, we want to find out what you all are doing. So let’s do a poll. Tony, if you could put that up.

Unknown Speaker 16:54
So the question is, you know, what are you in process of implementing? Or what are you considering implementing in the next six months, please Select all that apply, you could select more than one, I will tell you as this the results are coming in. As we have spoken and delivered this presentation to other parts of the country. The results do vary. Geography wise, it also varies by the position people have in the organization. And we’ll share those comments.

Unknown Speaker 17:33
All right, Tony, why don’t we lock those results in?

Unknown Speaker 17:38
So a couple things that stand out here, the average response on the reduction in headcount, you know, up until today has been 32%. So the fact that we’re at 50%. Right, having to do more with less is really important. The increased productivity is about in line. And I think, you know, going back to when we started these webinars, I thought that would be around 25%. And I’ll just say his thinking at that point is not everybody was thinking productivity just yet. I will tell you in March, the results were lower than they are now in October. So that’s really an evolution, the one where you all accelerate

Unknown Speaker 18:23
is in the process optimization. So that number has been around 70%. So the fact that 86% are considering that are great.

Unknown Speaker 18:33
Tony, I’m going to move on from here. So I’m going to close the poll. Thank you.

Unknown Speaker 18:39
All right, now let’s talk about the opportunity and go back to the stats. And this is where

Unknown Speaker 18:47
it requires additional evaluation, last three downturns. 20% of companies that were in the bottom 20%, you can actually say they’re mediocre companies that were treading water emerged out of the crisis in the downturn in the top 20%. Like, how does that happen? Like what are they doing differently? And that’s where we have been spending our time. So maybe not going back as far as history as Ryan Holiday did, but we’re looking at modern times, you know, how do you go from the bottom 20% to the top 20%. There has to be something they did differently. And where they found the productivity gains in the assets to be able to go

Unknown Speaker 19:33
work on more important things to the business was by focusing on freeing up time and energy and making sure they are working on the right things. So in other words, they got really clear on what was important and they D prioritize everything else and they focus on those two or three things that they needed to get done.

Unknown Speaker 19:57
The two that are the common threads

Unknown Speaker 20:00
have been upskilling and automating. So they brought new talent into the organization, which enabled them to deliver products and services or new experiences. And they also automated across the board. Now, the tools that were available to us back 20 3050 years for upskilling. In automation, we different than what we had today. You know, once upon a time, Excel was automation. And now we have the power of artificial intelligence, and, you know, graphic processor units that are put out. So this is the most current playbook, the two executions that people are working with. So now let’s take a little more time and get prescriptive on what’s it going to take to thrive in the next three months and across that six, because you know, we’ve been at this for a while, and the time is shorter, and we do need to get moving.

Unknown Speaker 20:54
Next four slides, in my opinion, are the money slides.

Unknown Speaker 21:00
I’ve been applying this approach now for the last 15 years across a number of businesses globally, a number of verticals, but the great equalizer is time and energy. So if you look at your human capital assets, you will have a set amount of time every day, you could break our time and energy up into four buckets, survival, functional, operational and transformational.

Unknown Speaker 21:27
The surveys that we have conducted for the last few years, has shown that 90% of the effort time and energy is on the past and 10% on the future. And this is not limited to individual contributors. This is also on the leadership team. I originally thought that it would be skewed by individual contributors and not the leaders. And in terms of the categories on the left hand side, you know, at best you’re maintaining on the right hand side operational and transformational, you’ll have linear and exponential growth.

Unknown Speaker 22:05
Carol Dweck wrote a book called mindset. And she does a really good job of bringing analytics forward on how to apply the growth mindset in a business setting. In an organization setting, and even in your personal lives if you’re you’re raising children. But what we’re looking to do here is move from a fixed mindset or a scarcity mindset to a growth and abundance mindset. And, you know, you ask, you know, how do we do that? Well, first of all, the target needs to be about 60%. So you need to shift about 60 percentage points from the past on to the future. And the way that people are doing this today is they’re obsoleting things that they’re doing. They’re delegating either inside or outside the organization. And they’re or automating the low value tasks that should just be put into memory muscle. So lots of opportunities. And that’s one of the reasons why we partnered with Celonis is because they have an awesome approach to doing this, and bringing clarity to what has to happen through process mining. So freeing up time and energy to work on things that matter most is the play that you want to be running.

Unknown Speaker 23:20
Now, as we seize the opportunity, one, keep in mind that the people that are doing this are doing it in stealth mode, there aren’t going to be any press releases, not a lot of noise, they’re going to be transforming the processes that are going on, let’s say quote the cache internally, they’re going to be transforming the employee experience the customer experience, doing it rather quickly in bringing their own version of Amazon to their vertical where they’ll be in a position to disrupt. And again, the playbook is work redesign automation and productivity.

Unknown Speaker 23:59
Now, we have the playbook. We need to continue to remind ourselves though, that there’s people involved here, it’s people and process and technology and how they work together. And the people, you know, we’re facing some unique challenges of working remote off the network, you know, without a lot of face to face collaboration. And we’re teaching our kids at home, and many other challenges that come up. So we need to keep that in mind. And then on the business level, there’s also a similar dilemma. And that’s where I want to turn it over to Adam now to start talking about what he’s seeing in terms of the dilemma at the business level. And in prescriptively how they’re using slowness to work into the future. Yep. Oh, that’s perfect. Great. And thank you for the setup. So if I take a step back, and really define the problem we’re talking about here. So if you think about your enterprise, your organization, there was a time where Hey, we have a process that was used.

Unknown Speaker 25:00
synonymously synonymously with we are effective, we are efficient or our intent is to be effective or efficient. The dilemma is if you think about all of those different processes, across the end to end flows and systems, there are lots of breakdowns. There are lots of people who have institutional knowledge that have created a new variation, a new opportunity of how to get things done. The intensive slowness at the end of the day, we believe there is a lot of capacity that is hidden and locked within each of the organizations. And our goal, our reason for being is to unlock that execution capacity. So Rafe, flip the slide,

Unknown Speaker 25:45
please.

Unknown Speaker 25:49
There are lots of dollars being spent. And again, I’m not going to summarize or speak point by pulling through this slide. But there is a lot of energy, a lot of time a lot of dollars being spent on best of breed point solutions, the slowness approach, because our belief is a number of fragmented systems will not cure or unlock that execution capacity. Our goal is to be the intelligent layer on top of all these different source systems, so that some of these numbers here can actually be realized. And re let me talk about how we do that if you flip to the next slide.

Unknown Speaker 26:30
Okay, so I’m going to talk a little bit and show you what I’ll call a mock demo through some screenshots of the procure to pay no order to see process. You see here, just a very quick visual of some of the systems that might be involved at various points in that process flow. If you flip it, and I’m going to probably just accelerate here re to the screenshot. So if you click one more time, if you want, okay, let me talk about how we do this. So there are three key elements. And this is very much an iterative process. As we work our way across the landscape of an organization, we pick one domain, so let’s talk PTP, to start, when I was making those comments about how Celonis process mining is layered on to certain sources, we do that and we provide real time connections, through we at this point have probably about,

Unknown Speaker 27:23
we’re approaching non pre built connectors, to know any of these source systems that we frequently see. That doesn’t mean we don’t connect to legacy homegrown systems. But we just have already pre built connectors. The reason that’s important is I think about some of the VRP implementations and some other software experiences I’ve had in the past, we’re talking, you’re up and running and validating that data within 24 hours. Because of that pre built connector, the end game with that real data is to build something that looks like what we’re looking at now. So let me speak and just orient everyone’s eyes to what we actually see. So we are tracing peos. In this flow, you see how many different pios those are the cases we’re tracking, are flowing through the system at the top there 1.1 2 million, you see the net order value that those peers represent. And then on the right hand side, if you look all the way at the bottom, and where you start seeing those deviations from that main highlighted blue line, you see, we’re right now viewing six of the I can’t even see what’s at 655 potential variations. So in this example, and obviously, names and faces are removed to protect everyone. This is a real life example. And really the question I would pose to you all, think about some of your processes, think about how many different variations probably exist today. This is what we expose and bring the light. We do this by pulling out actually what has happened out of those event logs. Um, so Ray, if you would go to the next step, after we’re able to know and validate the reality based off the data, we start talking about two other quite powerful, impactful elements.

Unknown Speaker 29:15
Second, so Secondly, we talked about how do we sense and start to baseline today’s performance versus where do we want to be? So you can see right here, what we refer to as the steering board, steering board, excuse me, and we’re highlighting DPO days payable outstanding. And what we really intend here with this cockpit, is how do we start anticipating proactively problems, and I’ll show you how we execute on those and just an example with celonis task mining.

Unknown Speaker 29:46
One One other point I wanted to highlight and this is something that really was a meaningful finding with a customer last week. We were looking at price changes, and there were a number of different variations.

Unknown Speaker 30:00
their ideal state process for dealing with price changes. As a result of really the times the last six, eight months, they found that there was an excessive amount of price changes, where it would occur two or more times, with a single PM, what that was actually labeled and how that came to appear on the dashboard that was actually labeled as fire sale behavior. And that fire sale behavior was actually originally viewed as a negative. However, as time went on, we started acting upon that. They looked at what are all the different product lines and inventory and skews within their distribution centers, there was a appetite with this particular customer, they were ok with certain skews, let’s just clear out the inventory. Let’s sell those at a lower price. However, there were certain other elements where that fire sale behavior was absolutely a No, no. So we can get fairly granular, we were talking about price changes, price discrepancies, and really drill down into those behaviors. And that’s how we actually execute and move the needle. Ring if you’d move to that execution piece, which is the last slide. So how do we execute, we act. And really what we’re intending to do here, and the example I’ll speak to in just a minute, is Vodafone, who is driving that perfect touchless po rate, we configure an actual workflow from Celonis. Once we intelligently detect what the opportunity is, we can actually tie into different sources and notify people appropriately. And make sure whether it’s your eirp, your CRM,

Unknown Speaker 31:45
any any core solution you are dependent on, we’re able to actually execute some of those behaviors without human intervention.

Unknown Speaker 31:55
The perfect story, that touchless invoice, really adding automation to the equation, that is how we’re able to strategically deploy our people and make sure we’re maximizing time spent. So let me pause here for a second. I know I just walked pretty quickly through those three different elements. And let me turn it either to the audience. Ray, what questions or comments Do you maybe have at this point? We do have one private question, how much is driven by AI? Or machine learning? Yeah. So let’s, let’s be very specific with that question. So we have a machine learning workbench built into the application. And we also have AI M. That is really built around the execution elements. And so specifically salonist, a little while ago, actually acquired a company that has, what will what I’ll describe as a cutting edge version of RPA, you know, to use just common common language?

Unknown Speaker 33:01
The short answer is both. And actually, let me make sure that I don’t go down the rabbit hole too far. I think you answered, I think you answered it. Right. There was one other private questions. How do you communicate the process optimization to my employees and teams without them? worried about losing their jobs? Yep. Well, it’s all about being proactive and having a plan. If we just say, Hey, we’re going to automate this by this degree, that’s going to leave a lot of questions.

Unknown Speaker 33:30
There are various layers to that question. But it’s really our best practice. And what we’ve really deployed across a number of organizations is to be as transparent as possible, being top driven, as far as this is what we’re going to achieve. And then this is what the new normal will look like.

Unknown Speaker 33:51
And that per company, can mean 100 different things.

Unknown Speaker 33:57
Good question.

Unknown Speaker 34:02
All right, and I’m gonna move on to the next slide here. Perfect. So really, in closing with my overview, I highlighted a couple of new on time delivery examples Supply Chain Management payment behaviors, where Celonis is really continuing to grow is across the entire, I’ll say industry, we’ll so you know, supply chain distribution, customer management, order management, obviously, finance admin spaces, and then if we’re looking very specifically product and service lines as well. So with that, there are lots more examples, and I’ll probably wait to address with specific questions. But that in a nutshell, is where Celonis stands.

Unknown Speaker 34:45
So right.

Unknown Speaker 34:47
Now, let me ask you a question. So you know, you bring Celonis as it’s a pretty powerful technology. Do you need to go after all of these at the same time? I mean, how do you get started? Yep.

Unknown Speaker 35:00
Absolutely. So one of the biggest, that’s one of the biggest questions were asked. And I’m a very prescriptive person when it comes to I do not want to boil the ocean prematurely, that is a recipe to fail. One of the things when you see that process flow, and expand out all 655 of those variations and see a gnarly spaghetti diagram, that’s overwhelming, we need to start in the salon as team, our partner ecosystem is very specific with pick 123. Use Cases, and use cases to find specifically like that fire sale, price change behavior I mentioned earlier. So for an implementation, over a six week period, we’re going to pick three of those use cases, bring them live, make sure that we have an execution engine in place to start addressing our performance there. And then we will mature and iterate from that point.

Unknown Speaker 35:55
Great question. You have one more questions from here, what how give an example of something you guys have done from the finance perspective.

Unknown Speaker 36:04
So let’s talk

Unknown Speaker 36:06
credit blocks.

Unknown Speaker 36:09
I’m sure you guys were excited to drill into these details. So if we’re talking about credit blocks, there are certain customers that have through time and history demonstrated that they are paying on time, and they’re worthy of that credit, there have been a number of customers, we find that their automatic behavior is to throw many customers into a default setting, which at the end of the day, increases cycle time. And so if you think about that, one of the automated checks we have through our AI, and machine learning workbench, is to make sure that we’re able to, on a case by case basis, track that entire history, and then give a recommendation to one of those agents so that if there is a default, we can either notify a human to say, Hey, is this really necessary? Or we can, frankly, if given the permission by the company, and once we determine certain thresholds are established, we can eliminate that credit hold in the first place.

Unknown Speaker 37:14
Terrific, Adam, wait, why don’t you pick a couple of the customer wins? I could talk about the two on the bottom, but we’ll let you uh, yeah, get off. So um, you know, it’s so hot right now about making sure you know, product is delivered on time in a effective manner. There’s a group we work with send performance materials, and perhaps just like their name,

Unknown Speaker 37:39
indicates, they create performance materials using a lot of new equipment, the masks everyone’s wearing these days. And so obviously, demand is quite high over the four month period during coding. And then when things started, we actually saw an on time, flow to the time of shipment, increased 27%. And that’s by us automating and eliminating 43% of those previous variations. And if you think about that, that was done during the COVID time period. And, you know, I think it was Arthur, who mentioned,

Unknown Speaker 38:21
you know, maybe we’re starting to see things begin to normalize or things to resume to pre coded levels. If you think about making performance changes like that, when times are tough as they are when people in operating environments or as lean as they are. Think about the opportunity, think about again, to use my original language. Think about that execution capacity that we’re putting in place when times normalize. So it’s quite exciting. I do have three elements here, with some notable savings and success stories with some of these large companies.

Unknown Speaker 38:58
who read let me turn it to you to talk about your two exams. Yep. Yeah, what a point that I want to make here is when we use a Celonis engine, and then we look to automate out variation, the dividend comes in two forms. One, there’s a clear financial. And then the second one is in human capital, freeing up time to go do things that are more important now how what you do with that time is different. But we have two examples down the bottom Applied Materials. We made adjustment to the non standard work order process that took it down from six weeks down to six days to process anything that didn’t have a skew, which was what about one third of the order which resulted in $5 million per month increase in sales, but it also freed up five hours per week per employees involved in that process. And an Ingram micro $47 billion company