Ascension Health Presentation Packet Cut

© 2017 Agilify All Rights Reserved

You’ve Decided to Automate? Now What?

Presenters:

Brent LaRoche, Operations Excellence Manager, Agilify

Shelia March, Customer Experience Manager, Ascension MSC

Ed Hawkins, President, Agilify


141 hospitals

22 states & DC

2500 sites of care

151,000 associates

largest US non-profit

$1.8 billion in poverty care & community benefit

800 year legacy

22,900 beds


Ascension and Agilify Automation Journey

2010 Ascension Health

launches system

wide ERP initiative

2011 Ascension

Ministry Service

Center goes live

2012 Launches first

small scale IPA

projects via RPA

2013 Establishes

automation Center

of Excellence

2014 Blue Prism’s

1st North

American

client

2016 Ascension

Automation offers

commercial

training/services

2017 Ascension

Automation -

Blue Prism

Training

Partner of the

Year

2017 73 business

processes

automated

2017 Agilify created

Powered By

Ascension

2017 Agilify

Crosses 20

Customer

Milestone

The path of a “Practitioner”


Let’s get to it!

• Automations, where do you find them?

• How do you get from idea to configuration?


The Process

Current State Future State

Automation


Where Opportunities Come From

Ideas can come from anywhere!

Automation possibilities can come from anywhere:

Complaints around the water cooler

Continuous improvement ideas

Continuous improvement events

Identification of inputs and outputs for a current automation


Gemba Walk What to look for…

What are they saying?

What are they feeling?

What are they doing?

Who are they converging on?

How are they interacting?


Identifying Opportunities

• A series of questions can aid with initial identification of automation opportunities:

Questions: Answer:

Can it be

automated?

Manual data entry? Yes Yes

Requires same data to be entered into

multiple systems? Yes Yes

Requires electronic signature review Yes Yes

Cognitive decision Yes No

Physical interaction required Yes No

Phone call required Yes Depends

Wet signature review Yes No


Activity: Scenario Introduction

• Introducing Susan, she is the director of a call center for a large retail firm. The call center takes 3000+ calls per day.

• The calls consist of customers calling in for product information, returns, and complaints.

• Vendors call to check on payment status, order issues, and product information. The firm also has a credit card for its stores. The credit card is financed through a third party bank but is administered by the firm.

• The call center takes customer information to enroll the customers in the credit card program.


Activity: Scenario Introduction

• Susan has been charged with reducing costs and improving customer service.

• Additionally the call center experiences high employee turn-over. Susan thinks that RPA can help her.

• She is looking to her IT and Continuous Improvement teams for some help.

• What should Susan do next?

• What should IT and CI do next?


Automation BAs are different • They do not employ traditional technical designs.

• They use fewer documents.

• They use visual requirements gathering.

• They must be “Multi-Lingual”

A picture is worth a thousand words.


Initiating Automation • Understand the Current State

Process

• What are the transaction volumes

• What are the transaction timings

• Change Management – Important to communicate the automation

• Automation Request Form



Visual Capture

• Visual workflows are used to represent the current process.

• Diagramming tools such as Microsoft Visio

• The BA works with a subject-matter expert (SME)

• SME/Manager identifies pain points


Visual Capture

• Pain points are listed as future automation possibilities

• Future state diagrams are created to represent the automated solution

• Diagrams are living documents


The Current State


Activity

• Take a look at the process maps on the next slide….

• Decide as a table where the automations exist within the

process




Business Logic

• Rules are the key to RPA

• Exceptions make the automation run

• Identified exceptions mean smooth processing • Minimizes need for human interaction

• Unidentified rules cause failure


Business vs. System Exceptions

Business exceptions occur when business rules generated by the client are broken.

System exceptions are system-based events such as application crashes or changes within an application.

X = -1 X > 5

Exception occurred during a decision.

Is this a business or system exception?


Exceptions

Automations fail because exceptions are not properly identified or defined

Proper automation design will account for exceptions and know how to handle them

Unidentified business rules will cause errors in the automation



Risk Analysis

• Process - Process risk is an uncertain event or condition that, if it occurs, has an effect on at least one strategy objective.

• Compliance - Governance, risk and compliance is a company's coordinated strategy for managing the broad issues of corporate governance, enterprise risk management (ERM) and corporate compliance regarding regulatory requirements.


Risk Assessment

• The risk assessment form filled out by the client helps us understand who the process impacts and how. If a process is automated, it is important to understand what will happen in the event of a system interruption.

Example questions to ask: • Is the process subject to any external auditing?

• If the process fails, how many staff will be affected?

• In the event of a system outage, how long should you wait before resuming manual processing?


Your bots are up and running…now what?

Maturity curve forum

Presenters:

Scott Teeple, Operations Excellence Manager, Agilify

Marcie Couet, Communication and Marketing Lead,

Ascension MSC


Leveraging your investments in automation

• Knowledgeable staff?

• Formalized PMO? Standardized project plans?

• Documentation needed?

• Intentional ITIL? Support operations?

• Information Technology Involvement?

• DevOps? Code Factory? Enterprise Architecture?

• Many…Many questions that need to be answered!


Automation Maturity Matrix Level 1

Awareness Focused Level 2

Committed Focused Level 3

Proactive Focused Level 4

Business Focused Level 5

Strategic Focused

People • No organizational focus on automation as a platform and operation support

• Undefined roles and responsibilities

• Technology-centric organization for automation as a platform and operation support

• Basic roles and responsibilities

• Process-centric organization for automation as a platform and operation support

• Consistent job definitions and competencies

• Business-centric organization for automation as a platform and operation support

• Defined Career paths and succession planning

• Strategic automation platform with entrepreneurial focused culture

Processes • No formal processes for automation platform

• No automation support process

• No documentation

• Defined processes for automation platform

• Basic project management practice

• Consistent documentation

• Repeatable and automated focus on automation service delivery

• Defined project management practice

• Integrated automation service delivery focus on service and business management processes

• Integrated project management practice

• Dynamic optimization of automation services and business innovation

• Enterprise performance metrics support

Technology • Formal tool selected but no execution on technology investments

• No monitoring • No problem

management practice

• Tool implemented and entry level knowledge

• Basic monitoring and alerting • Defined problem management

practice

• Proficient tool knowledge • Mature problem

management practice • Define DevOps practices • Standards review meeting • Proactive maintenance • Controlled license

management

• Basic COE with limited governance

• Integrated DevOps • Capacity planning for

license management

• Mature COE with Executive sponsorship

• Mature DevOps • Predictive Maintenance

and License management

Business Engagement

• Task Driven Culture

• Support Driven Culture • Client Driven • Business Led Goals • Recommended advisor

based historical reports

• Strategic Business Partners

• Catalyst for innovation

Optics • No visibility into team capacity

• No performance platform reporting

• Limited Resource Management • Limited performance platform

reporting

• Visibility in resource needs • Proficient in standard

performance platform reporting

• Resource Planning based on historical

• Custom performance platform reporting

• Predictive Modeling for resource and performance platform


Breakout Session 1

• 2 min - Individual • What is your current maturity level?

• Where does your organization need you to be?

• 10 Minute – Group • What is the highest level required for an organization to get the

greatest investment in automation?

• 3 Minute – Group Readout


Monitoring and controls for automation


Monitoring and controls for automation

• The biggest question that we must answered, “What are your business stakeholders expectation of the automation program?”

Typical IT Metrics

• Life of Belt

• Hours in production

• Down time vs. Up time

Business Metrics

• Weight Loss while using

• Heart Rate efficiencies

• O2 level trending

Both are very Important. Be careful who

you are communicating to!


Platform Key Health Indicators

• Network Connectivity

• Server Availability

• Service Availability

• Resource Availability

• Platform Viability

Process Key Performance Indicators

• Average Work Time

• Percent of Items Complete

• Capacity Added

• Hours Saved

• Average Schedule Utilization

• Ad–Hoc Execution Utilization

• Session Uptime

• Efficiency


Essential tactics for continuous improvement for automation


As sponsors of the organization’s

automation program, the Governance

Board provides an overall strategy

and business transformation

roadmap. The board also has

responsibility for program oversight

and setting priorities and guidelines

for the program.

Governance Board


The Program Champion serves as the evangelist for and drives the organization’s automation program success. They provide continuity across planning, delivery and adoption stages of the business transformation roadmap. In addition, the champion also leads education and communication efforts from a holistic, enterprise level to achieve a collaborative culture of automation.

Program Champion


The Supporting Structure provides a framework of interdependent capabilities recommended as prerequisites to launching a successful automation program. Capabilities such as continuity planning and transactional productivity tracking ensure data driven decision making for overall scalability and sustainability of the automation program.

Supporting Structure


Environment Management encompasses the support and infrastructure capabilities needed to support the technological platforms and performance of automation programs. It includes select, relevant competencies from traditional enterprise architecture and information technology support disciplines, but customized to the unique characteristics of automation platforms.

Environment Management


Given the newness in the marketplace and broad impact automation has on a business and its customers, a successful automation program needs to address key gaps in training and education: business stakeholder training to understand the potential and impacts automatable processes, configurator training to learn and master current automation tools, and business analyst training to learn how to identify automation opportunities and gather requirements.

Training


Once automation opportunities have been identified and authorized at a high level, many processes, roles and steps are needed to make the automation a reality. Implementation describes specific intake, prioritization, build and release management frameworks to ensure efficient service delivery and back-end support.

Implementation


Is any one more important than the other • Value of a governance board and who should be represented on it?

• Program champion’s role?

• Identifying changes necessary in business processes and IT infrastructure to support process automation

• Set up change management to enable your business to consistently track IT and business modifications brought about by automation

• Automation program standards and best practices

• Obtaining necessary training: for business stakeholders, automation configurators and business analysts outlining automation requirements


Conclusion: Tooling – IEEE, RPA, RDA, Cognitive, and AI IEEE P2755™—Guide to Terms and Concepts in Intelligent Process Automation project. The new

standards project aims to build a framework for terminology to help advance related standards

efforts. Sponsored by IEEE’s Board of Governors Corporate Advisory Group, the newly

formed IEEE P2755 Working Group is defining initial terminology that addresses a range of

applications spaces, including Robotic Process Automation, Artificial Intelligence (AI), Cognitive

Computing, Autonomics, Machine Learning and related technologies that enable businesses and

governments to improve performance and lower costs

http://standards.ieee.org/develop/wg/IPA.html

W W W . I A I N H E A L T H C A R E . I Q P C . C O M

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April 29-30, 2019 // Minneapolis, MN

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Ascension Health Presentation Packet Cut