….that is the aim of the „operational performance support” concept, the usage scenarios and benefits of which are explained in theory and practice by Prof. Scheer in the fifth chapter of his book.
When speaking here of „post mortem“ processes, feeling a certain degree of discomfort cannot be ruled out. But the phrase sounds more fatal in meaning than it is intended to be. It has much more to do with the fact that processes are usually looked at and analysed in the “rear-view mirror” after they have run – ideally via the best-practice approach of process mining, as described in Chapter 4 (link here to Blog 4) of the book. One learns from the analysis and, where appropriate, optimizes processes or entire process chains in order to look at them once again in the rear view mirror – the “post mortem”. In many cases this makes sense on a continuing basis. If, however, individual process instances, such as in the manufacturing process, run in a matter of seconds and malfunctions that occur call into question the entire production process and, as a consequence, the quality of the product, then other solutions are required and in the meantime have become possible.