Eliminating Non-Value-Added Activities and Optimizing Manufacturing Processes Using Process Mining: A Stock of Challenges for Family SMEs

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The reviewer’s comments and recommendations

Corrections made by the authors

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RESEARCH PROTOCOL

Theory review should be as a strong background for empirical goal(s).

In the lines 83-85: “The problem of the study can be crystalized as follows: How can PM tools improve process value and efficiency and what challenges could be faced during the application in a FSME?”

Based on Paul and Criado (2020) and Paul et al., (2023). Information about the research procedure and tables summarizing research works have been added.

To develop an insightful literature review about the different challenges facing FSMEs when implementing Process Mining project, the study built on the research procedures provided by Paul et al., [24], and Paul & Criado [25]. The procedures start by (1) selecting attentively the research topic. For this section, the topic has been identified carefully and adressed “ the aim of applying PM project by FSMEs and what are the challenges standing behind its success”. (2) Selecting journals involves several criteria aimed at ensuring the relevance and quality of the research. Firstly, the focus should be on journals that specialize in topics related to family business, process optimization, and data analytics. Furthermore, prioritizing journals with rigorous peer-review introduced in well-known database such as Scopus, Web of Sciences, Elsevier, Emerald, Springer, Tylor & Francis, Wiley, etc. using these papers ensures that the included studies meet scholarly standards. Finally, accessibility and availability of the journals is of high priority to use the journal. (3) Collectig relevant papers focusing on PM in family business requires to , search using keywords such as “ Process Mining” or “Data minig”, “ Business Process Management” and “ SMEs”, “Family SMEs”, “Family firms”, “Family Business”. (4) Searching papers has been limited to papers published as for 2015. Given the rapid evolution of the topic, our attention should be directed towards recent papers to ensure relevance. (5) Structuring the papers requires to organize them accorting to their importance and relationship to the research aim. For this, the analysis started by describing the raisons and difficulties of implementing PM method in SMEs, in general, and then, in family firms. (6) Summarizing the studies’ contribution, in tabular form, to easily identify the different challenges in family and non-family SMEs and then to show the difference between them and its impact on the success of PM project.     

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In the line 171: “2.2. . Applications of Process Mining in FSMEs: A Literature Review”

In the lines 184-185: “issue of applying the PM method in SMEs from different points of view.”

In the lines 254-255: “When it comes to family business, previous research has found that family SMEs tend to be relatively different from non-family SMEs regarding…”

The main problem in that article is lack of information about the research procedure for identifying literature: what databases, what keywords, in what time range, in what journals.

2.        

I propose to complete the description of “Literature review” regarding the above-mentioned issues in two areas and systematize the results, for example, in tabular form:

1. Applying the PM method in SMEs.

2. Differences between family and non-family SMEs.

Two tables have been added.

Table 1. Application of PM method in SMEs and associated challenges.

Table 2. The Main Characteristics of Family SMEs

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TECHNICAL ASPECTS: There is an unnecessary dot and space at the beginning of some titles (lines: 91, 92, 171, 315, 316, 408).

All the mentioned titles have been verified and corrected.

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4.        

Line 79: before “or” there is to big space.

The space has been removed …..configuration, or organizational…

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CONSLUSION: I recommend to publishing the article after detailing the description of the “Literature review” procedure.

I recommend the articles below:

https://doi.org/10.1016/j.ibusrev.2020.101717

https://doi.org/10.1080/12460125.2023.2197700

The recommended articles have been consulted, used, and cited in the manuscript.

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R2

The reviewer’s comments and recommendations

Corrections made by the authors

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1.       

In general, this article is interesting and written correctly. However, I do have a few key comments:

Title: In my opinion, the title of the work requires correction, because the article does not emphasize the elimination of wastes enough. If you decide to leave a title, you should include important information about waste elimination in the introduction. Already at the very beginning of reading the introduction, you can see that there is little information on this topic.

The title has been changed to precisely reflect the purpose of the study:

Eliminating Non-value Added Activities and Optimizing Manufacturing Process Using Process Mining: A Stock of Challenges of Family SMEs

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2.       

Line 12: When describing what AI can contribute (e.g. to automation), you should refer to the literature.

An additional paragraph has been introduced to show the potential of integrating of PM with other technologies.. Additionally, PM can be integrated with other technologies, such as robotic process automation (RPA) and artificial intelligence (AI), to automate process improvement tasks and make them more efficient [19], [20]. The manual processes if replicated using RPA and AI, will eliminate process errors, and help in handling large amounts of data for better managing the process to enhance the production volumes.  

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Line 90: In the introduction you should highlight the purpose of your article. Write in advance why this article "your research, analysis" is important from a scientific point of view. It is also worth explaining whether there is anything innovative in this work.

An additional paragraph has been added:

The originality in studying the implementation of process mining in family firms lies in the unique dynamics and characteristics of these organizations. Unlike larger corporations, family firms often have distinct organizational cultures, decision-making processes, and resource constraints. Therefore, investigating how process mining is adopted and utilized within the context of family firms can provide valuable insights into the challenges, opportunities, and outcomes associated with its implementation in such settings.

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Line 180: All acronyms should be thoroughly described before first use. View the entire work under this heading.

The acronyms used in this line are described in the abstract. PM refers to Process Mining and SMEs refers to Small and Medium Entrepreises.

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Line 345: Write exactly what you mean by "typical process". E.g. small/large production line... They should clarify it a bit.

Typical refers to a series of sequential activities to have the final product. The word has been changed by manufacturing process…. here's an overview of the manufacturing process

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Line 353: Is it the company being studied, or the production line being analyzed?

The subject of analysis has been identified……..The studied manufacturing unit has a semi-automatic

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Line 402: Tell me why the time is 7 hours. Is this effective time, working time……explain?

7 Hours is working time. The effective time is less due to the different obstacles mentioned in the manuscript.

the theoretical production capacity (3500 units/7 hours as working time).

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Line 567: You should define exactly what optimization means. I write about it only in the conclusions, but it is very important. Without this, the word "optimization" is very general. E.g. Is a well-optimized process the most efficient process? The most effective? Least energy-consuming? Cheapest? Generating minimal CO2?... etc.

The optimization concept has been explained by adding the following paragraph……

Actually, optimizing process value can include various types such as: (1) efficiency im-provement through eliminating redundant steps, delays, or bottlenecks, (2) resource allo-cation optimization through an effective usage of equipment and materials, labor man-agement, etc. (3) quality improvement to eliminate defects, rework, etc, (4) process auto-mation to focus onvalue-added activities.

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Line 608: Add one more forward-looking conclusion. That is, what will your research contribute, for example, to the future development of manufacturing companies.

An additional paragraph has been added. …..The application of process mining in family manufacturing holds significant promise for the future development of manufacturing companies. By leveraging process mining tools, family SMEs can gain deep insights into their manufacturing processes, identifying inefficiencies, bottlenecks, and opportunities for improvement. This data-driven approach enables them to streamline operations, reduce waste, and enhance overall productivity. Moreover, the implementation of process mining fosters a culture of continuous improvement within the organization, empowering employees to proactively identify and address process inefficiencies. As a result, family manufacturing companies can achieve higher levels of efficiency, quality, and competitiveness, positioning themselves for sustainable growth and success in the rapidly evolving manufacturing landscape.

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