Process Robotics. Breakout Session #: XXX Presented by: XXX. Date: XXX Time: XXX

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2 Process Robotics Breakout Session #: XXX Presented by: XXX Date: XXX Time: XXX 1

3 Agenda What is the Automation Spectrum? What is Process Robotics? What Processes are Suitable for Automation? What are the Benefits of Process Robotics? Video of Process Robotics in Action Breakout Exercise What are the Common Pitfalls to Avoid? Wrap Up and Questions 2

4 The Robots are Coming! 3

5 Digital Labor Spectrum Process Robotics Cognitive Artificial Intelligence Mimics Human Actions using RPA software Rules-based processes, such as invoice processing Screen scraping data collection Rules based business process management Tactical toolset to automate repetitive tasks Cheaper and faster process efficiency Mimics/Augments Quantitative Human Judgment Processes requiring judgment such as commercial contract understanding, insights, and implications Data input and output in any format Pattern recognition within unstructured data Replication of judgment based tasks Basic learning capabilities for continuous improvement to quality and speed Mimics Human Intelligence Systems that replicate natural interactions Natural language recognition and processing Dealing with unstructured super data sets Hypothesis based predictive analysis Self-learning rules continuously rewritten to improve performance 4

6 What Process Robotics Is (And Isn t) Process Robotics is Process Robotics is not Software x Mechanical, physical, walking, talking robots Rules-based x Cognitive / AI / machine learning Here and now x Futuristic A quick and inexpensive tool to implement and sustain x An expensive system or application What it can do Opening and attachments Logging into web/ enterprise applications Moving files and folders Scraping data from the web Connecting to system APIs Making calculations Copying and pasting Filling in forms Reading and writing to databases Extracting structured data from documents Collecting social media statistics Following if/then decisions/rules 5

7 Criteria for Automation Potential Criteria Description Sub-Criteria Number of Systems Used Transaction Volume Prone to Errors or Re-Work Process Predictability Rules Based Exception Handling Manual Work Involved System Upgrade Timing Controls Importance Process should typically require employees to access multiple independent systems to complete the process. Process need not necessarily be limited to high-value transactional processes. Any process that is labor intensive, time-consuming, or has high-cost impact errors qualifies. Manual activities in the process today result in errors due to human operator mistakes (e.g. complexity of work or infrequency of activity). Process needs to be defined in terms of a set of unambiguous business rules. Simpler processes with little exceptions in delivery are excellent candidates in the beginning. With experience, there is potential to expand to processes that are more complex or error prone. Process should have little automation support today and large amounts of manual work. Process should be avoided if it interacts with a system scheduled for a major planned upgrade within 6 months. Major upgrades beyond minor enhancements need to be planned for in order to prevent rework. Process that is high-risk or has sensitive data that requires strong oversight and set of internal controls. 6 List of Systems Used Ease of Access / Integration Annual Volume Subject to Seasonality Error Frequency Error Impact Size of Decision Trees Business Logic Complexity Business Rule Documentation Number of Exceptions Business Rules for Exceptions Number of Keystrokes Number of FTEs Date of Upgrade System Importance to Workflow Enhancement Scope Process Risk Levels Audit Data Requirements Regulatory Demands

8 User Actions Suitable for Robotics Key Functions Replaced by Bots Opening and attachments Logging into web/ enterprise applications Reading and writing to databases Copying and pasting Filling in forms Moving files and folders Following if/then decisions/rules Making calculations Collecting social media statistics Connecting to system APIs Extracting structured data from documents Scraping data from the web By automating some or all of these key functions, an organization can: Capture institutional knowledge and allow it to be leveraged across the customer base Increase service efficiency at a lower cost Allow for larger processing windows at limited cost and personnel impacts Support large increases in customer volumes with virtually no ramp-up Reduce customer dependency on help desks 7

9 Process Robotics Benefits Process Robotics results in rapid return on investment and benefits across various Government functions and processes: Funds Disbursement Process 85% processing time Financial Collection Process 205% ROI 87% transactional task hours 30% processing time Lab Proficiency Testing Process 98% processing time Cash Reconciliation Process 89% time savings Security Fitness Assessment (SFA) Process 72% transactiona l task costs 100% transactiona l task hours 92% reduction in processing time Uploading Financial Adjustments Process 25% increase in process accuracy 95% transactional task hours 68% processing time Un-submitted Time Valuation Process 92% labor costs 95% transactional task hours 4% increase in process accuracy 8

10 Process Robotics at NASA NASA Shared Service Center (NSSC) is building a new Robotics Process Automation (RPA) capability to improve delivery of financial management, human resources, information technology, procurement and business support services to all NASA centers Value Delivered To Date Delivered One Bot Prototype (Funds Distribution Process) Completed a Detailed Analysis of RPA Vendors Winner of NASA Innovation Kick Start (NIKS) Competition for innovation with RPA Developed an overview and plan to build a new RPA capability at NASA Established the infrastructure and server for the first RPA software installation in Federal Government NASA Process Robotics Activities Underway Build and Implement 4 Bots HR Bot: Automating the creation of new personal cases in Service Now for position transfers and new hires OCFO Bot: Automating the funds distribution process at the Agency level NSSC Business Accounting Bot: Automating the funds distribution process at the center level OCIO Bot: Automating the purchase requisition process for goods and services Establish a Bot Management Office Helping to stand-up NSSC s Bot Management Office (BMO) Expand as Service Provider Establishing the framework for a new Federal Robotics Shared Service Model Build first Bots Offer RaaS to all Federal Agencies Offer Robotics as a Service (RaaS) to all NASA centers Establish NSSC Bot Management Office 9

11 Breakout Exercise For what specific task(s) or subtask(s) in the contracting process could Process Robotics be employed? 10

12 Common Pitfalls to Avoid THE 1 THE 2 THE 3 THE 4 THE 5 SHOTGUN APPROACH Robotics is applied on all kinds of processes, but not all processes are equally suitable for PR The potential for frustration in implementation is high as automation may become a bumpy task SILVER BULLET MYTH Robotics is not a silver bullet Using Robotics to automate tasks within one application (i.e MS Excel), potentially results in a re-invention of the wheel as the application itself hosts the required features already DIGITAL ANARCHY SCENARIO Companies have no experience how to integrate the new virtual workforce into their organization Thus, the integration is disregarded and postponed, resulting in a vacuum of ownership and governance TOTAL EUPHORIA PHENOMENON Although Robotics products are user-friendly, do not forget that there will still be a learning curve Keep a more conservative perspective to be prepared to handle any glitches that may occur Software itself is easy to configure, but process design is critical to ensure automation benefits LONE VOICE DILEMMA Successful sprints often flop because they don t have widespread support Projects are often conducted in isolation with little consultation with other parts of the business Even a successful pilot can fail in deployment without a strategy to scale and build an operating model 11

13 Contact Information Marc Mancher Principal, Deloitte Consulting Chris Huff Senior Manager, Deloitte Consulting Knob Moses Specialist Leader, Deloitte Consulting 12