Task mining does not deliver the same level of benefit everywhere. The technology is particularly effective where digital knowledge work, manual activities, multiple systems and a high degree of variability come together. This article provides a practical overview of typical use cases, roles and business areas in which task mining – especially with Paxray – has been proven to create added value.
Why task mining is not equally useful for every process
Not every process is equally suitable for task mining. Highly automated, system-driven processes are often better analysed using classic process mining. Task mining plays to its strengths particularly where human work determines a significant part of the process execution (van der Aalst, 2022).
Digital service and knowledge processes in particular often lack objective data on real processes, variants and efforts. This is where task mining closes a key transparency gap.
The key characteristics of suitable processes
Typical processes with high task mining potential share several common characteristics. These include high case numbers, many roles and teams involved, the parallel use of multiple systems, and a high proportion of manual digital activities such as copy-and-paste, research, or data entry.
Added to this are a wide variety of variants, frequent special cases, and handovers between organisational units. It is precisely this complexity that eludes traditional analysis approaches and makes data-based transparency particularly valuable (Deloitte, 2023).
Sales and sales operations
CRM systems, ERP, office applications and email communication all come together in sales and sales operations. Quotation and order processes are often poorly standardised and heavily influenced by individual working methods.
Task mining reveals how quotations are actually created, reviewed and followed up. Companies gain transparency regarding throughput times, manual rework and variants – a key basis for standardisation and automation.
Customer service and internal sales
Customer service processes are characterised by high case volumes, time pressure and the parallel use of multiple systems. Ticket processing, complaints and master data maintenance often involve a great deal of manual effort.
Task mining provides objective data on processing times, waiting phases and bottlenecks. This data can be used to simplify processes, improve quality and reduce the workload on employees.
Purchasing and procurement
In purchasing, processes often consist of numerous approvals, exceptions and coordination loops. Purchase requisitions, supplier communication and contract reviews are spread across multiple systems and roles.
Task mining shows where throughput times arise, which variants are particularly time-consuming and where automation actually makes economic sense.
Finance and accounting
Finance processes such as invoice verification, postings and reconciliations combine system logic with manual controls. It is precisely these manual activities that often remain invisible in traditional analyses.
Task mining creates transparency about actual workloads, supports standardisation and forms a sound basis for compliance and automation initiatives (Gartner, 2024).
HR and People Operations
HR processes such as onboarding, contract changes, and master data maintenance are heavily reliant on manual work and handovers. As an organisation grows, the complexity of these processes increases significantly.
Task mining helps to structure processes, identify bottlenecks, and relieve HR teams in the long term.
Production-related planning and logistics (back office)
In production planning and logistics, system-supported planning and manual decisions are closely intertwined. Coordination, prioritisation and special cases determine everyday work.
Task mining reveals where bottlenecks arise, how decisions are prepared and where processes are unnecessarily complex.
Cross-role added value of Paxray
Paxray offers cross-role added value across all areas. Specialist departments gain transparency and relief, management gains a reliable basis for decision-making, and IT and process management benefit from objective, system-independent process data.
The data protection-compliant, front-end-based approach enables cross-departmental use without invasive system interventions.
Conclusion: Task mining is most effective where work actually happens
Task mining is not a panacea for every process. It delivers the greatest added value where digital knowledge work, manual activities and organisational complexity come together.
Task Mining from Paxray enables companies to objectively understand precisely these processes, improve them in a targeted manner and automate them sustainably.
References
Gartner (2024): Market Guide for Process and Task Mining Tools. Gartner Research. Available at: https://www.gartner.com/en/documents/6403875.
Deloitte (2023): The Rise of Task Mining: Bridging Human Activity and Automation Insights. Deloitte Insights. Available at: https://www.deloitte.com/ch/en/services/consulting/perspectives/task-mining-to-generate-enterprise-value.html.
van der Aalst, W.M.P. (2022): Process Mining and Beyond: Exploring Task-Level Behavior. Information Systems, 108.
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