The RPA Learning Curve in Services Processes: Results and Takeaways. Daniel Segura Consultor

Transcription

1 The RPA Learning Curve in Services Processes: Results and Takeaways Daniel Segura Consultor

2 Agenda Blue Prism. Automatización de Procesos Robótica: Virtual Workforce. Modelo de Madurez Empresarial. Modelo de Operación. Casos de Éxito. Aprendizajes. Preguntas y Respuestas.

3 BLUE PRISM

4 Legado de Blue Prism

5 AUTOMATIZACIÓN DE PROCESOS ROBÓTICA

6 No todo RPA es igual Virtual Workforce (Blue Prism) Software Development Kits (SDK s) Desktop Recorded Automation Controlled by the business, governed by IT Project based on business requirements Budget typically from the business function Managed by the business function High volume, complex processes Controlled by IT on behalf of the business Project requirements gathered by IT Budget typically from the IT department Coded by IT in response to requirements Point solutions as part of a project Run without IT knowledge Adhoc simple tasks selected to save time Budgeted within the business function Simple scripts recorded on user desktops Low volume, simple partial processes Human Agent Replacement Human Agent Assistance

7 Volume of work Dónde queda el Virtual Workforce IT Resourced & Delivered Business Resourced Enterprise IT Operational Ownership Virtual Workforce IT Built SDKs Desktop Automation

8 Blue Prism Centro de Excelencia Our proposition is that there is a new capability a Virtual Workforce powered by software robots, that allows enterprise organisations to automate these tasks with technology. Governed by IT Hosting Governance Support Security Scalability Day to Day Workload Virtual Workforce POWERED BY Software Robots Controlled by the Operation Vision Organisation Governance & Pipeline Delivery Methodology Service Model Assurance Hosted by IT on resilient, secured virtualised infrastructure People

9 RPA Modelo de Madurez Empresarial

10 RPA Modelo de Operacion Vision Defining the vision for process automation Identifying the expected business benefits and how these align to corporate strategy Organization Governance & Pipeline Delivery Methodology Service Model People Technology Defining the organizational design that best supports delivery of the RPA capability and aligns with corporate strategy and culture Defining the opportunity assessment approach and pipeline triage procedure to optimize the number of processes selected for automation and the maximize the associated business benefit Agreeing the delivery approach based on Blue Prism methodology and embedding the templates and policies in existing client change management methodologies Defining the delivery management and tracking approach that ensures optimal usage of the defined methodology Agreeing the engagement model required to support operational processes Defining the management, reporting, scheduling and referral handling processes Defining the roles and responsibilities within the existing organizational structure Supporting the selection of candidates for all roles in the delivery and support teams and optimum training/mentoring approach for the Blue Prism delivery and support teams Defining a scalable, low maintenance technical environment and associated growth strategy

11 CASOS DE ÉXITO

12 Caso de Éxito Bancario 175 million p.a. reduction in bad debt provision 200+ FTE save multi-million annual benefit Working since 2006 Blue Prism is part of Bank s BPMS CoE Right of set off Account sweep triggered by missed payment on loan Automated Fraudulent Account Closure Process Rapid closure of compromised accounts Automated Branch Risk Monitoring Process Collation and monitoring of Branch network operational risk indicators Personal Loan Application Opening Automation of process for new loan applications New Loan Product Blitz Rapid response to better than expected take-up of newly launched loan product Data Cleanse Cleanse of external telephone data and update to relevant systems Payment Protection Insurance (PPI) Claims Processing Process over 1000 claims in 7 hours using 15 VM s Equivalent to 55 FTEs work in 1/3rd of a working day on 1 server

13 Caso de Éxito BPO

14 Caso de Éxito BPO

15 Caso de Éxito BPO

16 APRENDIZAJES

17 Aprendizajes! Lesson Do Do Not Project Scope IT Involvement Cultural Adoption Defined Robotic Operating Model Include scalability, audit trail, version control, security, intelligent wait, process resiliency, and other production requirements Involve IT in the initial RPA discussions Have leadership provide consistent messaging Decide how to operationalize your RPA capability and leverage as a virtual workforce Focus on low value/non strategic processes. Focus only on speed or neglect the importance of management information Excluding IT, alienate IT user guidelines Let users think robots are going to replace them Confine RPA program to automating only a few processes

18 Gracias! Espacio para preguntas y comentarios dan.segura@blueprism.com