A Proposed Framework for the Role of Process Mining Technology in Supporting the Stages of the DMAIC Model with Six Sigma Methodology to Achieve Continuous Improvement Strategy of Kaizen

The research mainly aims to provide a proposed framework for the role of Process Mining (PM) technology in supporting Six Sigma (SS) methodology and how to integrate it into the five stages of the DMAIC model in order to achieve a continuous improvement strategy for Kaizen. In order to achieve the goal of the research, the researcher analyzed and evaluated previous studies related to the subject of the study in order to develop the proposed framework and put the research question, and to verify the suitability of the proposed framework for the application, a case study was conducted on one of the Egyptian contributing enterprises, for the purpose of answering the research question and to provide a practical guide that explains how Process Mining technology supports Six Sigma methodology and integrates it into the five stages of the DMAIC model to achieve the Kaizen strategy for continuous process improvement.
The study found that the application of process mining technology has a superior ability to extract information about operations to provide a detailed view of the behavior and dynamics of the executed operations, which makes it a powerful tool supporting the different stages of the DMAIC model to analyze the real complexity of process flow maps, understand the current state of the process, and identify bottlenecks potential and visualized them in process models to identify the improvement opportunities sought by the kaizen strategy. The results also concluded that the proposed framework is based on the fact that the process mining technique does not replace the Six Sigma methodology, but rather it is a modern technology and an effective tool capable of supporting the methods, tools and stages of this methodology through its ability to be able to quickly understand the process, model the process, and replay the process. Designing processes in a way that contributes to increasing the efficiency and effectiveness of the kaizen strategy in achieving continuous improvement of operations