## 1 Introduction  
At present, in the context of industry 4.0 [1], service has become the main force of economic development, and provides power for the transformation and upgrading of enterprises. Various industries are changing from traditional business to service, which is called \"servitization\". Firms attracted by the potential revenue benefits are choosing to move from supplying product only, to supplying product and services [2]. More and more manufacturing companies are transforming from a product focus to a service focus in order to provide better service for customers [3]. From the perspective of service, not only between the manufacturer and the customer is there a relationship of service and served, but also in the relationship between the supplier and the manufacturer. Therefore, the service provider and the customer are relative. For example, in the after-sales service of an air conditioner, the manufacturer provides the service for the customer who purchased the air conditioner. In the process of providing the service for the customer, a certain supplier may be required to provide a spare part. At this time, the manufacturer is the customer of the supplier; but in the whole after-sales service process, it can be considered that this supplier is a participant of the service. Service not only focuses on the process of service providers, providing services to customers, but also on the value creation in the service process. Service providers provide services to customers through the service process, so each activity in the service process should create value, and the results of service will be affected by the value produced in the service process. Process mining is receiving increasing attention in the past two decades. There are two main reasons: on the one hand, more and more event logs recorded in the information system provide detailed information about process history; on the other hand, the need to improve and better support business processes, in a competitive and rapidly changing environment, is becoming increasingly prominent [4]. The Process Mining Group defines it as a family of techniques in the field of process management that support the analysis of business processes, based on event logs in the information system. The idea of process mining is to discover, monitor, and improve actual business processes by extracting knowledge from event logs [5]. Some scholars have done related research in this field [5; 6; 7; 8; 9; 10; 11], focusing on how to discover or extract business process models from event logs, proposing corresponding algorithms, and developing corresponding tools. These process models mainly pay close attention to control flow, resources, time, and organizations. However, there is little attention given to value creation by activities in the business process. Since value is the goal pursued by all actors, whether it is the service provider or the service demander, some scholars have discussed service value creation, or co-creation. [PERSON] [12] proposed the concept of a product-service value creation network from the perspective of industry, and put forward four steps in the value creation process, which include value identification, value proposal, value delivery, and value evaluation. [PERSON] [13] presented an integrated design framework for a service-centric service system, which considers the interactions between actors in the value co-creation process at a strategy level, and is integrated with techniques for executing each stage of the framework. [PERSON] [14] argued that service value is affected by providers, receivers, and/or its environment, and discussed the value creation model from the viewpoint of case-based decision theory. However, these studies tend to focus on the conceptual level and industry level, with a lack of attention given to the role of customers in service, and do not pay attention to the process and activities of service performance.