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Auxis Webinar: Diving into RPA

In part two of our RPA webinar series Eric Liebross, Auxis Senior VP of Back Office Optimization, presents “Diving into RPA”. This presentation focuses on: • How to effectively identify, evaluate and prioritize the RPA opportunities in your organization? • Who are the major software vendor providers in the market? How do they compare? • What are the new skills and capabilities needed to implement and support RPA? • What are your deployment model options? - internally vs. robotics as a service • How to embrace your workforce? We hope you find the highlighted information in this presentation useful for your RPA initiatives. View the live demo here: https://www.auxis.com/rpa-demo

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NOVEMBER 9, 2017
RPA WEBINAR SERIES | PART 2
DIVING INTO RPA
Recap From Last Webinar…
Confidential & Proprietary 2
Robotic Process Automation (RPA) essentially “mimics” the way a
human worker performs a transaction, using a virtual workforce
(“bots”) to interact with any of your company’s systems in the same
way the human worker would
 Traditional back offices are not going to cut it. You need to modernize and free up
time for real value-added activities.
 RPA is a great tool to achieve this, and it’s happening right now!
 RPA can help you drive efficiencies in highly complicated operating environments,
where traditional IT solutions are not readily available or are too costly to
implement
 RPA is not a project, it’s a journey. Before embarking on it, make sure you partner
with an expert that has both the business process and the technical expertise.
 Start small and test it. Take the time understand the opportunities that exist in your
organization, and define a realistic and practical implementation approach.
Today’s Agenda
Confidential & Proprietary 33
We will be covering:
1. A detailed look at how to effectively identify,
evaluate and prioritize the RPA opportunities in
your organization
2. What new skills and capabilities are needed to
implement and support RPA?
3. Who are the major software vendor providers
in the market? How do they compare?
4. What are your deployment model options –
internally vs. robotics as a service
5. How to embrace your workforce?
RPA Opportunity
Assessment Approach
Confidential & Proprietary 4
Recommended RPA Roadmap
Confidential & Proprietary 5
An effective RPA roadmap should include a thorough analysis of the RPA
opportunities, followed by an initial proof of concept, with multiple checkpoints
to plan and evaluate performance, benefits, and “lessons learned.”
Formalized Operations
& Management
Ongoing
Implementation
Proof of Concept
(“POC”)
Assessment &
Fit Analysis
After the initial implementation, RPA should be institutionalized, with restructured
operations to formalize support, monitoring and management to ensure
business continuity and stable performance.
Auxis RPA Assessment:
Choosing The Right Option For You
Confidential & Proprietary 6
Proof Of Concept
Assessment
(~3 weeks)
• For any sized organization
that has determined to
implement RPA but wants
to quickly demonstrate its
value
• Pre-defined scope, based
on perceived value and
operational fit
• Requires initial managed
services deployment
approach
• Gain share opportunity
based on realized cost
savings
• Small upfront investment,
fastest time to value
Opportunity
Assessment
(~4-6 weeks)
• Typically for mid-to-large
organizations evaluating RPA
fit and investment criteria
• Identifies and prioritizes RPA
opportunities within scope
based on business case,
operational complexity & other
priorities
• Establishes short-term RPA
roadmap & deployment model
• Defines initial POC, timing and
budget
• Limited scope and operational
complexity
• Medium upfront investment,
fast time to value
Strategic
Assessment
(~8-12 weeks)
• Typically for large
enterprises embarking on
a global RPA strategy
• Identifies and prioritizes
key RPA opportunities
• Establishes complete,
long-term RPA roadmap,
including tools,
processes, deployment
model and business case
• Higher upfront cost,
longer time to value

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Auxis Webinar: Diving into RPA

  • 1. 1 NOVEMBER 9, 2017 RPA WEBINAR SERIES | PART 2 DIVING INTO RPA
  • 2. Recap From Last Webinar… Confidential & Proprietary 2 Robotic Process Automation (RPA) essentially “mimics” the way a human worker performs a transaction, using a virtual workforce (“bots”) to interact with any of your company’s systems in the same way the human worker would  Traditional back offices are not going to cut it. You need to modernize and free up time for real value-added activities.  RPA is a great tool to achieve this, and it’s happening right now!  RPA can help you drive efficiencies in highly complicated operating environments, where traditional IT solutions are not readily available or are too costly to implement  RPA is not a project, it’s a journey. Before embarking on it, make sure you partner with an expert that has both the business process and the technical expertise.  Start small and test it. Take the time understand the opportunities that exist in your organization, and define a realistic and practical implementation approach.
  • 3. Today’s Agenda Confidential & Proprietary 33 We will be covering: 1. A detailed look at how to effectively identify, evaluate and prioritize the RPA opportunities in your organization 2. What new skills and capabilities are needed to implement and support RPA? 3. Who are the major software vendor providers in the market? How do they compare? 4. What are your deployment model options – internally vs. robotics as a service 5. How to embrace your workforce?
  • 5. Recommended RPA Roadmap Confidential & Proprietary 5 An effective RPA roadmap should include a thorough analysis of the RPA opportunities, followed by an initial proof of concept, with multiple checkpoints to plan and evaluate performance, benefits, and “lessons learned.” Formalized Operations & Management Ongoing Implementation Proof of Concept (“POC”) Assessment & Fit Analysis After the initial implementation, RPA should be institutionalized, with restructured operations to formalize support, monitoring and management to ensure business continuity and stable performance.
  • 6. Auxis RPA Assessment: Choosing The Right Option For You Confidential & Proprietary 6 Proof Of Concept Assessment (~3 weeks) • For any sized organization that has determined to implement RPA but wants to quickly demonstrate its value • Pre-defined scope, based on perceived value and operational fit • Requires initial managed services deployment approach • Gain share opportunity based on realized cost savings • Small upfront investment, fastest time to value Opportunity Assessment (~4-6 weeks) • Typically for mid-to-large organizations evaluating RPA fit and investment criteria • Identifies and prioritizes RPA opportunities within scope based on business case, operational complexity & other priorities • Establishes short-term RPA roadmap & deployment model • Defines initial POC, timing and budget • Limited scope and operational complexity • Medium upfront investment, fast time to value Strategic Assessment (~8-12 weeks) • Typically for large enterprises embarking on a global RPA strategy • Identifies and prioritizes key RPA opportunities • Establishes complete, long-term RPA roadmap, including tools, processes, deployment model and business case • Higher upfront cost, longer time to value
  • 7. RPA Opportunity Assessment Approach & Framework Confidential & Proprietary 7 Cost & Benchmarking Analysis RPA Assessment & Business Case • Process Taxonomy- Categorization of Processes, Sub- Processes and Activities within a function • Process Walk-Through- Workshops to review processes in scope and determine automation potential for each activity based on defined criteria • Data Compilation and Analysis - Volumetric Data - Cycle Times - Productivity and Performance Analysis - FTE Analysis • Investment needed • Timing for POC implementation • Operating model • Projected cost savings • Process prioritization and high level implementation roadmap after the first the POC selected process • Cost Analysis - Payroll cost - Other costs (facilities, licenses, etc.) - Per transaction cost • Benchmarking Analysis - Comparison to industry benchmarks • Systems Complexity Analysis - Core Systems - Integrations & Add- Ons - Infrastructure • RPA Opportunity Assessment - Complexity - Performance improvement - Cost savings • RPA Cycle Times - Impact of RPA to activities in scope • Business Case - Current total operating cost vs. RPA operating cost - RPA investment - Cost savings - ROI POC Recommendation Process Walkthrough & Operational Analysis
  • 8. Top 8 Process Characteristics for RPA Confidential & Proprietary 8 The characteristics of a process will determine how effectively RPA can be applied: Process Characteristic AP Invoice Processing AR Order Entry High volume, large number of staff assigned Highly manual and repetitive activities Clearly defined business rules with limited judgement required Stable process with a low number of exceptions Requires access to multiple systems Structured and digital data available Compatible and stable systems infrastructure Strong business case – automation savings available 1 2 3 4 5 6 7 8 AP is the best RPA candidate
  • 9. Detailed Process Evaluation Worksheet Confidential & Proprietary 9 Function P2P Process Accounts Payable Activity 1 Invoice Indexing Activity 2 Invoice Entry Activity 3 Invoice Coding Activity 4 Three Way Match Activity 5 Exception Handling Activity 6 Payment Entry Automation Potential 72% Automation Complexity 60% Volumetrics (Monthly) Transactions/Month 3,473 Digitally Received 80% # Invoice Line items 12,156 # Purchase Orders 2,605 Invoices to Code 868 Invoices to Index 695 AP Error Rate 5% Number of Suppliers 321 % Exceptions 25% # Exceptions 651 # Payments 247 # Manual Payments 40 AP Cycle Time/Days 5 AP Backlog % 5% AP Backlog - # 174 # Master Data Chgs 48 Cycle Time (Minutes Per Transaction) Invoice Entry 4.0 Invoice Processing 8.0 Invoice Coding 5.0 Three Way Match 3.0 Exception Handling 10.0 Invoice Rework 3.0 Vendor Support 5.0 Payment Processing 3.0 Cycle Time (Total in Hours) and Per FTE Performance Invoice Entry 231.5 Invoice Processing 463.1 Invoice Coding 72.4 Three Way Match 130.2 Exception Handling 108.5 Invoice Rework 8.7 Vendor Support 6.7 Payment Processing 12.4 Total Hours 1,033.4 Available Hrs./FTE 137.6 FTE's Required 7.5 Assigned FTE's 9.0 Invoices Per FTE 386 Inv. Line Items/FTE 1,351
  • 10. Detailed Process Evaluation Steps: Process Activity and Systems Breakdown Confidential & Proprietary 10 Function P2P Process Accounts Payable Activity 1 Invoice Indexing Activity 2 Invoice Entry Activity 3 Invoice Coding Activity 4 Three Way Match Activity 5 Exception Handling Activity 6 Payment Entry Automation Potential 72% Automation Complexity 60% 1. Break down the process into its key sub-processes 2. Break down sub-processes into activities performed 3. Evaluate automation potential based on pre-defined process characteristics (72%) 4. Note exceptions, variables and any steps requiring manual action or judgement 5. Evaluate automation complexity based on the key steps required (60%) 6. Note data sources and the number of systems, screens and fields required for transaction processing
  • 11. Automation Potential A Closer Look Confidential & Proprietary 11 High Volume Activity Manual Repetitive Activities Low Exception Rate Number of Inputs Process Improvement? Organizational Impact? Systems Integration? Not all processes are good candidates for automation, beyond just their operational characteristics. Evaluate processes for stability, cultural and organizational inhibitors, and established systems solutions. For processes that are non-standard or unstable, consider process improvement initiatives to first standardize and streamline the process. Well Defined Business RulesPotential? KEY CHARACTERISTICS
  • 12. Automation Complexity A Closer Look Confidential & Proprietary 12 Complexity is determined by a combination of the underlying systems and infrastructure, and the intricacies of the process itself (and the expertise of the coding required to perform them). Complexity goes beyond the initial development, and factors in the ongoing support needed to maintain the robotic code. Navigation of Systems and Screen Stability of Systems Infrastructure Structured Digital Data Sources Security & Compliance Complexity? LOW COMPLEXITY Desktop or web applications, with simple development or process recording, with minimal customization Data transfer between systems, virtualized infrastructure, conversion of standard, non- digital data (OCR) MEDIUM COMPLEXITY Formatting of data, exception handling, extensive interpretation of non- digital data (hand- written), many inputs, complex security HIGH COMPLEXITY KEY CHARACTERISTICS
  • 13. Detailed Process Evaluation Steps: Volumetric Analysis Confidential & Proprietary 13 Volumetrics (Monthly) Transactions/Month 3,473 Digitally Received 80% # Invoice Line items 12,156 # Purchase Orders 2,605 Invoices to Code 868 Invoices to Index 695 AP Error Rate 5% Number of Suppliers 321 % Exceptions 25% # Exceptions 651 # Payments 247 # Manual Payments 40 AP Cycle Time/Days 5 AP Backlog % 5% AP Backlog - # 174 # Master Data Chgs 48 1. Compile key process volumetrics to baseline current performance and match to benchmark data (if available) 2. Identify areas of opportunity for efficiencies and performance improvement
  • 14. Detailed Process Evaluation Steps: Cycle Time Capture Confidential & Proprietary 14 Cycle Time (Minutes Per Transaction) Invoice Entry 4.0 Invoice Processing 8.0 Invoice Coding 5.0 Three Way Match 3.0 Exception Handling 10.0 Invoice Rework 3.0 Vendor Support 5.0 Payment Processing 3.0 Cycle Time (Total in Hours) and Per FTE Performance Invoice Entry 231.5 Invoice Processing 463.1 Invoice Coding 72.4 Three Way Match 130.2 Exception Handling 108.5 Invoice Rework 8.7 Vendor Support 6.7 Payment Processing 12.4 Total Hours 1,033.4 Available Hrs./FTE 137.6 FTE's Required 7.5 Assigned FTE's 9.0 Invoices Per FTE 386 Inv. Line Items/FTE 1,351 1. Calculate cycle times for primary activities within a sub-process by observing and timing transactional performance 2. Calculate total cycle time required based on current performance and transaction volumes 3. Calculate FTE’s required (account for non-productive time) and compare to current staffing levels, noting variances
  • 15. Detailed Process Evaluation Steps: Total Operational Cost Analysis Confidential & Proprietary 15 1. Calculate current operational cost based on fully loaded personnel cost 2. Include other, non-payroll related costs such as facilities, systems and infrastructure, variable cost, etc. 3. Calculate a cost per transaction and compare to benchmark data (if available) Payroll cost/FTE $54K Other costs/FTE • Facilities • Infrastructure • Systems $20K $10K $5K $5K $666K per year x 9FTEs = Cost per transaction: $11.66 Cost per line item: $3.33
  • 16. Detailed Process Evaluation Steps: RPA Cycle Time Impact (“Before and After”) Confidential & Proprietary 16 1. Calculate RPA cycle times for primary activities by determining which activities can be automated and the amount of time the robot will require to perform the task 2. NOTE: systems performance, OCR and data conversions, number of systems to access, etc. will impact RPA cycle times 3. Calculate total RPA performance based on volumetric data and note number of robots and FTE’s required to perform the tasks in an RPA environment
  • 17. Detailed Process Evaluation Steps: RPA Cycle Time Impact (“Before and After”) Confidential & Proprietary 17 1. Calculate RPA cycle times for primary activities by determining which activities can be automated and the amount of time the robot will require to perform the task 2. NOTE: systems performance, OCR and data conversions, number of systems to access, etc. will impact RPA cycle times 3. Calculate total RPA performance based on volumetric data and note number of robots and FTE’s required to perform the tasks in an RPA environment 1033.4 212.4 0 200 400 600 800 1000 1200 Current Cycle Time (hrs/month) RPA Cycle Time (hrs/month) Cycle Time Per Month - Invoice Processing
  • 18. Detailed Process Evaluation Steps: Business Case Confidential & Proprietary 18 $11.66 $4.14 $2.55 $0.00 $2.00 $4.00 $6.00 $8.00 $10.00 $12.00 $14.00 Current Cost Per Invoice Median Benchmark Cost Per Invoice RPA Cost Per Invoice Cost Per Invoice $626,000 $153,000 $- $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 Current Operational Cost RPA Operational Cost Annual Operating Cost 1. Calculate the RPA Business Case by comparing RPA operating cost to current cost 2. Include all investment required (RPA licensing, development, training, ongoing support) and other costs (severance, if applicable) to determine opportunity 3. Calculate cost per transaction with RPA and compare to current and benchmark standards
  • 19. Key Next Steps for a Successful POC 19 Based on cost benefit, automation potential and complexity Define how the RPA environment will operate – people, processes Record and document every step of the process, noting exceptions, judgement activities and hand-offs Hand off to development team for coding and testing Use a test environment that simulates the operating infrastructure, using “real” transactions to simulate operations • Thoroughly test the transaction flow across all types of scenarios • Incorporate production staff to ensure all exceptions/operational nuances are captured Run monitored production batches, increasing transaction volumes as robotic performance proves accurate • Ensure adequate training, monitoring and support are instituted • Roles redefinition– RPA monitoring/admin roles vs. exception handling/remaining manual activities 2. High Level Process and Org Design 3. Detailed Process Walkthrough 1. Select Best Process for “POC” 4. Turn Over to RPA Developer 5. Coding 6. Testing 7. Soft Go-Live 8. Full Production Mode
  • 20. Building your RPA team Confidential & Proprietary 20
  • 21. •In charge of defining the Architecture of the RPA solution. Guardian of the end to end performance of the solution agreed Building a Winning RPA Team! Confidential & Proprietary 21 RPA Sponsor RPA Business Analyst RPA Developer RPA Operator RPA Service Support RPA Champion RPA Solution Architect RPA Change Manager RPA Infrastructure Engineer RPA Operations RPA Transition • Imprints the RPA vision and mission within the organization • Acts as an internal Evangelist for RPA • In charge of ensuring a healthy automation pipeline • Head of the operational management of the virtual workforce • In charge or Server installations and troubleshooting OT • In charge of designing, developing, testing the automation artifacts • In charge of creating a change and communication plan which is aligned to the project deliverables, in order to ease the RPA adoption within the company. • Initiates the idea of automation, underwrites resources and protects progress into business adoption • Process Subject Matter experts located in Business Operations. • In charge of creating the process definitions and process maps used for automation • First line support for the RPA solution deployed • Administers, orchestrates and controls the virtual workforce in operational environment • Focused on continuously improving the robots operational performance OT T O O T T  Business process reengineering skills  Business change skills  Operational skills  IT development skills  Lean development skills T O CROSS FUNCTIONAL TEAM
  • 22. Major RPA Software Providers in the market Confidential & Proprietary 22
  • 23. Automation Anywhere, Blue Prism and UiPath Lead the Pack Confidential & Proprietary 23 Source: The Forrester Wave™: Robotic Process Automation, Q1 2017 Vendor Inclusion Criteria: 1. Has a product orientation, as opposed to a service orientation 2. Has strong breadth of RPA functionality 3. Markets actively in at least 2 major regions 4. Meets at least $3M in total software revenue derived from RPA 5. Has significant market share or is an innovator developing new capabilities 6. Generates strong customer interest Evaluation Criteria: Current Offering | Strategy | Market Presence
  • 24. Automation Anywhere, Blue Prism and UiPath Lead the Pack Confidential & Proprietary 24 Weight I. Current Offering 50% 3.69 3.39 3.53 Deployment, governance and security 40% 3.66 4.00 3.66 Bot development and core functions 20% 3.70 2.50 3.25 Control room, system management, reporting and resilience 10% 2.80 3.80 3.80 RPA analytics 10% 3.66 2.00 3.00 Architecture 10% 4.33 3.66 3.99 Breadth of use case 10% 4.10 3.40 2.75 II. Strategy 50% 4.25 4.25 4.00 Vision, execution and strategy 100% 4.25 4.25 4.00 III. Market Presence 0% 4.50 4.00 2.00 Installed base 100% 4.50 4.00 2.00 *All scores are based on a scale of 0 (weak) to 5 (strong) Source: The Forrester Wave™: Robotic Process Automation, Q1 2017
  • 25. Confidential & Proprietary 25 Ease of Development • More script based – need better programming skills • Macro-recorder available • Visual process designer • Macro-recorder not available • Visual process designer • Macro-recorder available Web-based vs. Client-based server • Client based servers, accessible only through their apps. • Client based servers, accessible only through their apps. • “The Orchestrator” is web based, and can be accessed from the browser or mobile. Pricing • $100K/year for the RPA platform, including: • 3 control rooms • 10 bot creators • 5 bot runners (5 bots) • Additional licenses: $10K control room, $3K bot creator, 5K bot runner) • Analytics Platform ($50K) • $15K per robot/year (discounts start applying with 50+ robots) • 10 min. licenses required ($150K min. investment) • no add-on costs for additional modules (analytics, control rooms, etc.) • Lowest license cost • Unattended bot: $6K/year • Attended bot: $1.2K/year • Orchestrator: $20K/year • Studio: $3K-$5K/year • No min. investment required • Market share leader • Equal balance of direct and channel customers • 90% back office/10% front office • RPA Pioneer founded in 2001 • Strong partner focus and dependency – 80% of revenue from license fees • No front office robots • 90% of implementations delivered through partners– success based on appeal to independent-minded partners and savvy end users
  • 26. Deployment Model Options Build vs. Buy Confidential & Proprietary 26
  • 27. Confidential & Proprietary 27 To Partner or Not to Partner…. • Is RPA a strategic capability in your organization? - What is the ultimate business objective?  Short term cost savings? Long term business growth and scalability?  Size of the organization being impacted • What is the capacity of the organization to manage this type of initiative? - Do you have the resources, knowledge, skills and experience?  Process assessment, mapping, design  Development and testing  Ongoing management, monitoring and support  Timing - Is RPA an IT initiative or a Business initiative?  Internal vs. Cloud-based  Automation Center of Excellence  Governance RPA can be deployed in a model where it is managed internally or through an outsourced managed service model. An organization needs to determine which RPA deployment model fits its “DNA.”
  • 28. Partnering Considerations Confidential & Proprietary 28 • Direct o Licenses purchased directly from the vendor or reseller ‾ Per robot, per node, per agent, etc. ‾ Management and development tools ‾ Implementation not included • Direct with Implementation o Licenses purchased directly from the vendor or reseller, bundled with implementation services • Outsourced o “RPA-As-A-Service” ‾ Per transaction, per service, percentage of savings, etc. ‾ Bundled with implementation and software cost • Vendor Demo vs. POC • Ongoing support • Once implemented, there is “no turning back.” Licensing and Implementation The Proof of Concept Short term vs. Long Term
  • 30. 30 “51% of total employment in the US can be automated.” – McKinsey, 2017 “One in three jobs will be automated by 2025.” – Gartner, 2016 Businesses (and their employees) have adopted and adapted to these disruptive technologies without, well, disrupting their lives The printing press… The telegraph… The telephone… The fax machine… The personal computer… The internet… The smart phones…
  • 31. RPA is Coming to Your Business Whether Your Employees Want It or Not… 31  RPA requires a new set of skills and capabilities – ideally to be performed by current “operators”  Most of the tasks that will be automated are those that most employees would gladly give up!  Educating employees on how RPA will allow them to focus their time on higher value-added activities will help get them on board! Change can be scary, but it can also be liberating! • Most organizations who have implemented RPA have focused on increasing the efficiency and effectiveness of their operations, rather than eliminating jobs • Those who embrace the change, will receive the benefits (e.g. Higher pay, more interesting work, increased morale and motivation, lower attrition, etc.) • With every innovation, there are some people who will be left behind - Accept the fact that not everyone will embrace the change, or is capable of performing higher value work YOU CAN’T AFFORD TO LET YOUR BUSINESS FALL BEHIND!
  • 32. Summary Confidential & Proprietary  An effective RPA roadmap should include a thorough analysis of the RPA opportunities, followed by an initial POC, with multiple checkpoints to plan and evaluate performance, benefits, and “lessons learned.”  Establish a formal methodology to identify, quantify and prioritize RPA opportunities.  Cycle times, volumetrics and operational/systems complexity are key drivers to the automation potential and business case.  The RPA Operating Model requires an organization that is trained and focused on RPA design, operations and ongoing support.  There are many RPA software vendors in the market, offering a wide range of similar solutions at various price points  RPA can be deployed in a model where it is managed internally or through an outsourced model. An organization needs to determine which RPA deployment model fits its “DNA.”  Automation can increase the effectiveness of your best, most valued employees, and provide a higher level of service to your customers, but not everyone will embrace the change. 32
  • 33. Confidential & Proprietary 33 Schedule your Free 1-Hour RPA Consultation E-mail fabiana.corredor@auxis.com Academy • Training type: online/instructor-led • Training duration: 4 hours • Audience: Process owners, any business representatives • Attendees: minimum 5 persons, no upper limit Attend an RPA Awareness Training for your team on us!
  • 34. 34 THANK YOU @AuxisConsulting WWW.AUXIS.COM @Auxis@Auxis 954-236-4000 Connect with us: Eric Liebross eric.liebross@auxis.com 954-236-4004