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TherobotsareRisingandFASTHowDoYouAdoptThemIntoYourOrganiza8ons?
BuildingBusinessCapability
3rdofNovember-2016
Tom Einar Nyberg Head of BPM / Robotics Capgemini Norway [email protected]
Copyright © Capgemini 2016. All Rights Reserved
“Robo8cProcessAutoma8onreferstoautoma8onwherearobotisconfiguredtomanipulateexis4ngapplica4onso<wareinthesamewayapersonworkswiththosesystemsandthe
presenta8onlayertoperformaspecifictask”
Robo4cProcessAutoma4on:takingrou4netasksawayfrompeopletoallowthemtofocusonwhattheydobest
Capacity wise: It’s useful to think of a Robot as a virtual team member
• Usesexis8ngsystemsthroughthegraphicaluser
interface(sameashumans)
• Onaveragetheyareabout5xasfastashumans
doingthesamemanualtasks
• Onerobothasadefinedworkingcapacity–24hoursperday,whichyoucanpriori8ze
• Therobotcanbetaughttoperformdifferent
processes.Youcanpriori8zewhatprocessesare
donewhenandwhere
• Therobotcancollaboratewithhumans,andother
robotsaspartofajointteam
• Factoringinnvaca8on,24hworkday,weekends,illnessandspeed–onerobotcantypicallydothe
manualworkof5-6employees
• NotbotheredbyolderGUI,mul8plesystems,
passwordchanges,repe88vetaskandcareers
Robots as virtual team members Robots as part of our workforce
Copyright © Capgemini 2016. All Rights Reserved
Therearesomekeydriversforu4lizingRobo4cProcessAutoma4on
Digitalization and the new “IT” in Marketing units drives customer-
facing IT
Long-tail / backlog of business needs – not
prioritized by IT
A low-touch and quick approach for process
improvement
Pressure to cut costs, increase speed and digitize processes
Need for tactical process enhancements, clear business case and transparent pricing model
An alternative to the typical “man-power” BPO
approach
A way to minimize / eliminate technical data
integration
Copyright © Capgemini 2016. All Rights Reserved
AnRPAsolu4onhasfourkeyelements:ac4vityworkflow,informa4ontobeprocessed,businessrulestobeappliedandtheuseofexis4ngapplica4ons
5
Processis
executedfrequentlyandinlargevolumes
Process,oncestarted,
needslimitedhumaninterven4on&excep4onhandling
Processis
proneto
humanerror
Processhasa
definedsetof
Informa4ontobehandled
Processrequires
accessto
mul4plesystems
Processcanbebrokendownintounambiguousrules
§ Repetitive tasks that employees carry out multiple times a day
§ Periodic reporting, data entry and data analysis
§ Mass email generation, archiving, extracting
§ Conversion of data formats and graphics
§ ERP transactions
§ Process lists and file storage
Samples
There are certain characteristics in business processes that make some more suited for Robotic Process Automation than others
Copyright © Capgemini 2016. All Rights Reserved
Implementa4onofRobo4cProcessAutoma4oncanyieldsubstan4albenefits,andRPAsolu4onscanbedevelopedanddeployedquickly
Deliver Operational Excellence, Agility & Business Impact in several areas
Effectiveness§ Transition to services-through-
software from services-through-labor§ Codify human knowledge into
digital labor.
02 Quality§ Better MTTRs: Hours à Minutes and
Minutes à Seconds§ Significant reduction in error rates
03Compliance§ Virtual Engineers that follow the
runbooks 100% of the time§ Automation drives adherence to
standards
04Scalability§ Decoupling of labor from quantity of devices supported§ Ability to deliver superhuman capabilities
01
05Optimize Risk§ Human Error§ Rising Labor Rates§ Staff Attrition & Knowledge Loss§ Agility and forward looking focus
06People Performance§ Increase productivity and
retention§ Resources focus on high value
activities
6
Copyright © Capgemini 2016. All Rights Reserved
Genericprocesses
Thereisawiderangeofprocessesthatcanbesuccessfullyautomatedandop4mizedthroughRPA.Youneedtolookatyourownorganiza4ontoiden4fythebestcandidates–basedonyourgoals,andthecriteriaforevalua4on
Sectorspecificprocesses
Policyadministra4on AuditReportsHR
FinanceandAccoun4ng
MasterDataMgmt. Invoicing
Customerapplica4ons
Opera4onalprocurement
Claimshandling
Underwri4ng
Goodsreceipt Warrantyclaims
Qualitycosts
CustomerCentersupport
Metermeasurement
LoanApplica4on
Orderbooking
Copyright © 2014 Capgemini Consulting. All rights reserved.
ThetechnologybehindRPAandyourautoma4onstrategy
Copyright © Capgemini 2016. All Rights Reserved
Automa4onofprocessesintheshortandlong-termmustconsiderthetechnologicalcapabilityofRPAandorganiza4onalmaturity
Level 1: Transactional RPA software focuses on digitizing operational processes
Source:Forrester
Maturity / Capability and usage of robots Technology Capability Technology Level
• The automation strategy of the organization must consider possibilities arising from current and future technology capabilities, as well as organizational maturity
• The focus for now, and for the next 1-2 years, will be on transactional automation
• As the maturity and technological capability increases, so will the amount of processes that can be fully digitized and automated
• The robots will have the capacity not only to “learn from” human behavior, but also to form their own patterns and experiences
• The human / machine work allocation will change so that fewer and fewer processes will actually require “human” activities
• In the “back-office” there will be fewer obstacles to digitize processes end-to-end
• In the “front-office”, for processes that are part of the customer journey, one must consider what the customer experience will be – meeting a “robot” vs a “human”
• This will further evolve the discussion on what is still “value-adding” activities for a human – when comparing it with a robot doing the same activity Source:Forrester
Level 2: Analytical RPA taps into unstructured data with content analytics
Level 3: Cognitive RPA uses external knowledge to make decisions
Copyright © Capgemini 2016. All Rights Reserved
RPAtechnologiesdealingwithtransac4onalautoma4on-ahighleveloverviewofaspecificproductevalua4onthatwasperformed
Automa4ontechnologysuppliers
Automa4onAnywhere
BluePrism
Openspaninvasiveforremoteapplica4ons
JacadaC#implementa4ononly
UIPath
NICEinvasiveforremoteapplica4ons
Currenttechnologysuppliersinrelevantautoma8onecosystem–productevalua8onforaspecificGUIautoma8on
Product downselection for category “GUI level automation”
GUI-automa4onAccuracy/Robustness Non-invasiveness Codingintui4vity Licensecost
Vendor1
Vendor2
Vendor3
Allthreetechnologiesoffer:§ Protec8onagainstnon-controlledartefactmodifica8on(relevanceforSOXcompliance)
§ Deploymentmanagement/centralhos8ngofartefacts
10
Moredetailedevalua8onmaterialavailable
Copyright © Capgemini 2016. All Rights Reserved
Robo4cProcessAutoma4onTransac4onalsolu4ontypicallyhasthreecomponents
11
Designtool Servercomponent Robot
Therobo4cuser-performsautoma4ons§ Robotperformsthejobsitis
assigned–dynamically.
§ Onerobothas24/7working
capacity
§ Serverisusedtocontrol
whatjobstherobotexecutes
atanygiven8me
§ Robots«lives»onaphysical/
virtualworksta8on
§ Robo8cuserisgranted
accesstonecessary
applica8ons
§ UsesnormalhumanGUIon
theapplica8on
Serverso<wareusedtocontrolallrobots§ «Remote-control»or
«Master-cockpit”for
robots
§ Deploymentofautoma8on
jobstorobots
§ Schedulingofjobs
§ Logging/Monitoringof
robots
§ Repor8ng&dashboarding
§ Assetmanagement
§ Accessedthroughafront-
end,func8onalweb-page
Designtoolusedtocreateautoma4onjobs§ Developertoolusedto
defineandchangeall
interac8onsinthe
robo8csautoma8on
§ Automa8ons,once
completed,aredeployed
asjobstotherobot
Overall – the RPA solution has three separate software components
Design Deploy, Control & Monitor Execute
Copyright © Capgemini 2016. All Rights Reserved
Thereisasignificantdiffernceinannualcostwhencomparinghumantorobots.Inaddi4on–youhavetofactorinthatonerobothas6xtheworkingcapacity.
12
Yearly cost comparison between 1 Back-Office employee vs 1 Robot Amount in USD – and may wary based on the chosen RPA technology
Pla`ormcost–remainesfixedThiscostdoesnotincreaseper
automa8on
• Developertooltocreateprocessautoma8on
• Sentralserver/monitoringtoolthat
controlallyourrobots
Robot-basedcapacityforatuoma4on• Workingcapacitythatisusedinorder
toperformautoma8ons
• 1Robothas24/7workingcapacity,andanygivenautoma8onwilltypically
onlyu8lizeafew%ofitscapacity
• Whenyouhavemaxedoutthe
capacityofonerobot,youcanextend
yourcapacitybyaddinganewrobot
The licensee model with RPA usually has three components
Copyright © Capgemini 2016. All Rights Reserved
Summary of each case in table, further details in dedicated slide
Someexamplesofwhatyoucanachieve
Id Client Processarea Relatedtechnology
1 NordicEnergyCompany Casemanagementofsalesandproductregistra8on RPAtool,Casemanagementsystem,
Database,
2 NordicHRSharedServices New-hires,extrapaymentcompensa8on,absenceapproval,hour-
registra8on
React,HRcoresystem,RPAtool,
E-mail,Excel,Word
3 NordicFinancialIns8tu8on Automa8onofcreditmanagementandpament Financialcoresystem,E-mail,Excel,
RPAtool,
4 NordicPublicJudicial HRregistra8onandprocessingofemployee Excel,HRCoreSystem,Email,
RPAtool,
5 NordicFinancialIns8tu8on Customerserviceprocessesrelatedtomanualupdatesofcustomerand
bankinginforma8on
E-mail,Excel,Customerservice
system,Bankingsystem,RPAtool
5 Consumerproductsandretail Automa8onofinvoicegenera8onandproofofdelivery RPAtool,OEBS,Outlook
6 TelecomandEntertainmentIndustry Automa8onofBookingordersupdateintoERPsystem RPAtool,E-mail,Excell,MACCS
7 Manufacturingclient Automa8onofAccountsPayableandAccountsReceivableReconcilia8on RPAtool,SAP,Excel
9 Manufacturingclient Automa8onofDunninglemerini8a8oninOrder-to-Cashforcollec8ons RPAtool,SAP,Excel
10 Consumerproductclient Automa8onofdocumentcollec8onforTaxandAuditpurposes RPAtool,Filenet,Excel
11 Insurancecompany Automa8onofpolicyandpaymentprocessing.Sharedservicecentre,
automa8ng18000applica8ons,processing8me50%,13FTEredeployed.
RPAtool,CoreFiananialsystem,
Casemanagementtool
6 LargeEuropeanGovernment
Organiza8on
Automa8onofregistra8onapplica8onsfromcustomer
300000applica8ons,55FTEsreducedto10FTEs
RPAtool,Coreapplica8onsystem
8 Bri8shmul8na8onalbankingand
financialservices
AuditlemerAutoma8on,FraudCheckAutoma8on,Accountservicingfor
wealthcustomers,Accountclosureautoma8on
3millioninyearlyannualsavings
RPAtool,Corefinancesystem
Copyright © Capgemini 2016. All Rights Reserved
RPA-implementeringOverallphasesandkeyac8vi8es
Defini4onofprocess
§ RPAarchitectureanddeployment
§ Installa8onofserverandhos8ng
§ RPAmaintenanceandmonitoring
§ Robotandautoma8onsupport
§ Processscreening,defini8on,processmapping,designforRPA,excep8ons
§ Development/automa8onofprocesses.Op8miza8onandrobustness.
§ Con8noustes8ngandadjustments
§ Extensiveaccepentetest,planfortransi8ontoproduc8onandverifica8on
§ Documenta8on
§ Prepara8on,planning,movetoproduc8on
§ Trainingandknowledgemanagement
§ EstablishGovernanceforRPA,includingmonitoringandmanitenance
§ Planning,processscreeeningandevaua8oofnewprocessestobeautomated
Development/Automa4on
Con4noustes4ng
Hovedak4viteter Uke
Utvikling/automa8sering
Documenta4on
Organisasjon
Teknisk
Traning
Governance
Planning,screeningandprocessavua4onofnewprocesses
Trialproduc4on/Produc4on
Installa4on
Maintenance/Monitoring
Support
Deploymentofrobottoserver
Acceptancetest
5-10-X3-41-2
Iterativ stream – reiterated for new processes
Copyright © Capgemini 2016. All Rights Reserved
GovernanceframeworkforintroducingRPAintotheEnterpriseWhenintroducingRPAintotheorganiza8onthesekeybuildingblocksneedtobemanaged
RPA Framework is Capgemini Intellectual Property and Confidential
DeliveryphasesforRPAexecu4on
Process Assessment
Build Automation
Operate & Monitor
Maintain Exception Management
ORGANIZATIONALROBOT/HUMANROLEALLOCATION
TECHNOLOGY&INFRASTRUCTUREDEPLOYMENT
AUTOMATIONSTRATEGY,SCREENING
&EVALUATION
SECURITYANDREGULATORYASPECTS
OWNERSHIP,APPROVAL&
OP.PROCEDURES
PROCESSCAPTURE&DOCUMENTATION
RPADESIGNCONVENTIONS&
CONTROLS
DELIVERYROLESANDMODELS,TRAINING
AlargepartofthiscontentisalreadyavailableinCapgeminisframework,butthecontentmustbecustomizedandadaptedtothespecificorganiza@onsneedandhowitchoosestohandlethedifferentelements
Copyright © Capgemini 2016. All Rights Reserved
Map process on overall
level (Flow)
Map the process in
detail (Steps)
Develop the process in RPA tool
Refine, test and verify the
automation
Implement process in production
(trial)
Generate and collect proposals
Evaluates process for RPA
Plan
Process candidates for RPA forms a portfolio of processes to be automated
Automate a single process with RPA
Montor, maintain
and improve
Operate
Rank and priotize
Plan delivery scedule
Automation Stategy Overall strategic goals
Deliveryprocessforautoma4ngaprocessusingRPA
Copyright © Capgemini 2016. All Rights Reserved
ProcessScreeningtoiden4fybestcandidatesforRPAProcessValuevsProcessComplexity
Quality & Risk
People Performance (Employee Pain) CustomerImpact
TotalScore(max20)
CostSavings(Time*Frequency*Volume)
Ex.Supplierregistra4on
ProcessValue
ProcessX
ProcessX
4 4 2 3 13
Clearbusinessrulesandfew process
exceptions Type and structure of
applications
Structureandcomplexityofworkflow
TotalScore(max20)
Structureandformatofinforma8on
Ex.Supplierregistra4on
ProcessComplexity
ProcessX
ProcessX
2 3 4 5 14
Scoring: 1 = min (Not RPA suitable) 5 = max (RPA suitable)
Points are given for “suitability”. A higher score has more potential for “value” or provides lover “complexity”
Copyright © Capgemini 2016. All Rights Reserved
Plotyourprocessesinaccordancewithscreeningcriteriaandpriori4seyourRPAdeployment.Determine“wheredowestart”?
Low (0)
High (0)
HighValue–
Butimplementa8onhas
risk.Goaqerforstrategic
purpose
HighValueandwithlimle
effortfordevelopment.
Idealtostartwithfor
QuickWins
Avoidthese,unlesscri8cal,
considerotherop8ons
(design/technology)
Trytoautomatemore
processestogetherfrom
end-to-endtoincrease
value
High (20)
Low (20)
Processv
alue
Processcomplexity
Medium (10)
Medium (10)
Process screening: Value vs Complexity
Copyright © Capgemini 2016. All Rights Reserved
RPAGovernanceSummaryofkeyconsidera8onsforRobo8cProcessAutoma8on
OWNERSHIP,APPROVAL&
OP.PROCEDURES
PROCESSCAPTURE&DOCUMENTATION
RPADESIGNCONVENTIONS&
CONTROLS
AUTOMATIONSTRATEGY,SCREENING
&EVALUATION
§ Initsautoma8onstrategytheorganiza8onmustdefineitsguidingprinciplesforprocessautoma8on
§ Thestrategymusttakeintoconsidera8onbothtechnologycapabilityandorganiza8onalmaturity
§ RPAtoolsispartoftheoveralltechnologytoolporsolioandisonepossiblesolu8onoutofmany
§ Definepriori8esforautoma8onbasedonstrategicgoalsforthebusiness(short/longterm)
§ Definebusinessareasandprocessdomainsthataremostrelevantinthefront-office/back-office
§ DefineRPAcriteriaforscreeningandevalua8ontobeusedindeterminingsuitabilityforRPA
§ Adjusttheautoma8onstrategyastoolcapabilitychanges/organiza8onalmaturityincreases
§ Beforestar8ngcapturingac8vi8es–clearlydefinethescopeofprocesstobeautomated(end-to-end),
itsobjec8ve,andexpectedbenefitsfromautoma8onintermsofbusinessvalue/costreduc8on
§ Theprocessshouldfirstbecapturedonanoverviewlevelinordertounderstandwhatac8vi8esareincludedend-to-end.Thisiscri8calinordertodividetheprocessintodis8nct“pieces”ofautoma8on
§ Detailedmappingthendetermineshowtoexecuteeachac8vity&steps,includingallapplica8on
commands,keyboard/mouseentries,informa8onusage(input/output)andbusinessrules
§ Op8mizetheprocessdesignforrobo8copera8on(versushuman)beforetheautoma8onisdeveloped
§ Automa8onsmusthavebuilt-insafe-guards.Verifica8onsandexcep8onhandlingarethemost
important–andarebuiltintotheautoma8onitself.
§ Developdesignprinciplesthatminimizerisk,andincreasesrobustness,forrobo8cautoma8on
§ Produc8onenvironmentmayrequireaddi8onalexcep8onhandlingtobeimplemented
§ Trialproduc8onissetuptohandlethistransi8on,beforetransfertoapplica8onmaintenance
§ Applica8onmanagementmustincorporatetestsforrelevantRPAsolu8onsthatusetheapplica8ons
§ Averagedevelopment8metoautomateprocessandtoputintoproduc8on3-4weeks
§ Automa8onwouldneedtobeapprovedfrombusiness,ITandregulatoryperspec8ve
§ Approvalrou8nessetupmovingfromdevelopment,trial-produc8onandproduc8on
§ Hand-overtoapplica8onmanagementformonitoringandmaintenanceofthesolu8on
§ Definedeployment/schedule(8ming/frequency/event)
§ Monitoringplan,repor8ngandalerts,excep8onhandlingincludingBusinessCon8nuityPlan
RPA Framework is Capgemini Intellectual Property and Confidential
Copyright © Capgemini 2016. All Rights Reserved
RPAGovernanceSummaryofkeyconsidera8onsforRobo8cProcessAutoma8on
SECURITYANDREGULATORYASPECTS
DELIVERYROLESANDMODELS,TRAINING
ORGANIZATIONALROBOT/HUMANROLEALLOCATION
TECHNOLOGY&INFRASTRUCTUREDEPLOYMENT
§ RobotusesGUIinterface,sameashumans,Notechnicalintegra8onintheunderlyingplasorm,
§ TheRPAsolu8ontypicallyhasthreecomponents:Server,DesignerandRobot(s)
§ Servercontrolallrobots,deploymentofjobs,scheduling,monitoringandlogging.Thedevelopment
toolisusedtocreaterobo8cautoma8on.Therobotsisthe“unit”thatperformstheactualautoma8on
§ Soqwareinstalla8ononserverandvirtualworksta8ons(robot)andlaptops(developertools)§ Opera8ngcostforthelicensehasfixed(plasorm)andvariablecosts(robots)thatareconsumed
§ Monitoringandapplica8onmanagementofthesolu8onmustbesetupandagreedwithaprovider
§ KeyrolesareRPAArchitect/Advisor,RPABusinessAnalyst,RPATechdeveloper§ Thesesrolesshouldbelocatedwithinacommoncompetencyunit/COE
§ RPAArchitectisoverallresponsiblefortheRPAdeploymentintheorganiza8on
§ RPABAandTechrolesworkonthecapture,analysis,design,developmentoftherobo8cautoma8on
§ Resourcescanbesourcedinternally,externallyorinahybridsewng(on-shore/off-shore)
§ AsaminimumtheRPAArchitectneedstobeaninternalresource
§ Theautoma8onstrategymustbetranslatedintoanopera8ngwhichdetailsamodelforhuman/robot
workalloca8on.Definetheinterac8onmodel/pamernofhumansandrobotsintheorganiza8on.
§ Themodelmustconsiderwherehumansarevalue-added,whenthebaselinefortheac8vitycanbe
robo8copera8on.Thiswillalsohelpdefinefuturekeycompetenciesforhumanemployees.
§ Changemanagementandcommunica8onac8vi8estoclearlydefinethescopeandbusinessobjec8ves,
helpmaturetheorganiza8on,includingworkingwithrobotsandthefuturedirec8onofourwork-place
§ Accesstotherobotworksta8on(mustbelimitedtostrictlynecessarypersonnel
§ Robotaccessesapplica8onsbynormal(humanlogin)andislimitedbytheuserrightsitisgranted
§ Compliancewouldcenteronconsidera8onsforprivacy,informa8onandsecurity.
§ Therobotdoesnothavean«incen8ve»toperformillicittransac8on.Allrobo8copera8onsare
traceableandauditableandcanbesetuptoperformloggingtoserverasrequired
§ Dataisstoredtemporaryintherobotsvariables(encrypted),thenautoma8callydeleted
§ Mustdetermineappropriateleveloftransac8onloggingandwhatinforma8onshouldbelogged
RPA Framework is Capgemini Intellectual Property and Confidential
Copyright © Capgemini 2016. All Rights Reserved
Key success factors from RPA implementations
RPA is not a project. RPA is a journey § Plan to build a sky scrapper not a
bungalow. § Build internal RPA capability to
evolve, leverage scale and increase business value
§ Multi-skill the robots § Don’t be tempted of quick wins by
deploying RPA in siloed units – fragmented and difficult to scale – always start as an Enterprise rollout
RPA must be close to the Business
§ RPA should be considered as an operational asset – Business stakeholders and support from IT, subject matter experts and process efficiency experts is important.
§ Grow in house RPA capability by building Centre of Excellence made of a mixture of Operations and IT people.
Standardize and stabilize processes prior to automation
§ Never automate if a process is not stable.
§ Stabilize and streamline prior before automation – lifting and shifting a process from a human to a robot will reduce FTE costs but will not optimize your processes.
The success of RPA depends of an institutionalized Sponsor
§ RPA needs an institutionalized Robotic Team led by a Sponsor - who initiates the idea of automation, underwrites resources and protects progress into business adoption and by a RPA Champion the RPA Evangelist in charge of the RPA successful deployment within the organization.
Bring IT onboard early § Bring on IT onboard early. RPA
deployment has an impact on Infra, Security, Business Continuity and Disaster Recovery.
§ Make sure your infrastructure grows together same pace with automation
§ RPA must comply with the technology function’s governance and architecture policies.
Communicate, Communicate, Communicate!
§ Pay careful attention to internal communications
§ Engage a dedicated team of Change and Communication, in charge of raising awareness in the business of the benefits of automation and always keep the relevant stakeholders up to speed with the progress of the automation journey