Next Space Robotic Process Automation Training, NO.1 training institute in India

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The RPA training that I received from Nextspace proved out to
be a very good way to kick start my career in Robotics
automation. I strongly recommend this training to anyone who
wishes to align their career in Robotics.
Kavita – Team Lead, Accenture
Robotic Process Automation

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Introduction to Robotic Process Automation
•RPA is about pairing machines with people
•RPA Fitment & Processes
•Spectrum of RPA technology
•Grouping of RPA software into levels
•Software classification based on dimensions
•Intelligent Automation Continuum
•Robotic Process Automation Adoption
•Benefits of RPA
•Processes managed by RPA solutions
•RPA potential
Robotic Process Automation Journey
•RPA is a journey – no shortcuts
•Good preparation – Key to a successful journey
•Step 1 Proof of concept
•Step 2: Pilot
•Step 3: Ramp up
•Step 4: Institutionalise
Common Implementation mistakes
Table of contents

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Introduction to RPA

4. Automation
 What is Automation?
The technique of making an apparatus, a process, or a system operate automatically
 What is IT automation?
IT automation is the linking of disparate systems and software in such a way that they
become self-acting or self-regulating.
 What is Robotic Process Automation?
Robotic Process Automation (RPA) is the automation of back and front office processes
that are largely rules based, structured, and repetitive. The automation takes place when
software “robots” (not physical robots) carry out processes or tasks normally completed
by humans.
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5. Robotic Process Automation Explained
 Robotic automation lets organizations automate current
tasks as if a real person was doing them across applications
and systems
 Interacts with individual
systems in the same way
as a human user, meaning
no complex system
integration required
 Functional trained robots
are digital workers and
execute rule-based information
processes, improving accuracy and efficiency
 Robotic software can rapidly model and deploy the
automation
Courtesy: Accenture

6. RPA is about pairing machines with people
Pairing people with machines is the step-change, not the technology itself.
• “We are a people business — all banks are people businesses,” Dave says, and “all
banks are in a productivity crisis.” Siloing technology and people doesn’t solve the
productivity crisis for people-based businesses. Pairing a people workforce with a
digital workforce is what solves it. Dave emphasized that this integration of people
and technology is a big change and requires re-thinking the shape of the
organization
Courtesy: Workfusion

7. RPA Fitment & Processes
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 Processes which are robotic process automation ready include:
• Repetitive and rules based
• Accesses structured data sets
• Windows or Web based Applications
• Well defined & documented processes
• Three or more staff are required to complete the process
• Data input is prone to human error

8. Spectrum of RPA technology
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Key dimensions defining the software vendors:
 Data: The level of sophistication in dealing with business data (structured or
unstructured)
 Type of Tasks predominately performed: Tasks are either rules based or
require knowledge from multiple sources to complete the process.
 Interoperability: working across multiple applications (single application or
multiple applications and platforms)
 AI: The level of artificial intelligence provided by the application (none,
machine learning based on pattern recognition and statistics, or emerging
true AI).
Courtesy: Kinetic Consultancy Services

9. Grouping of RPA software into levels
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Courtesy: Kinetic Consultancy Services

10. Software classification based on dimensions
above
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Courtesy: Kinetic Consultancy Services

11. Intelligent Automation Continuum
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Courtesy: Cognizant

12. Intelligent Automation Continuum
opportunities
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Courtesy: Cognizant

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 In terms of RPA adoption, 2016 was the year of ‘Early Majority’
adoption of the technology. The expectation is that the Early
Majority will be focused on automating low-value repetitive
tasks currently outsourced or conducted in-house.
 Majority will start applying RPA in their organisations to low
value tasks before they take on board replacing humans with
higher value knowledge based work
Robotic Process Automation Adoption

14.  Wide Range Automation : Spanning across an ever increasing number of industries, RPA
speeds up and executes with perfect accuracy processes in the fields of banking &
finance, insurance, healthcare, manufacturing, telecom and many more
 Rapid ROI : Typically, one software robot can replace and outperform 3 workers. In less
than 12 months, most enterprises already have a positive return on investment.
Moreover, potential further accumulative cost reductions can reach 20% in time.
 Enterprise Scalability : RPA introduces a highly flexible and scalable virtual workforce
with reduced induction time. Additional robots can be deployed quickly with minimal
costs, according to work flux and seasonality. Have them perform a massive number of
operations in parallel, from desktop to cloud environments. All of this, while allowing
multiple users to monitor and control software robots from multiple business units
around the globe, from a single secure device.
 Powerful Analytics: Gathering data becomes agile and exhaustive. This enables better
management and provides insights for ongoing business enhancement. Every robot’s
activity can be logged and interpreted through customized reporting tools. Improved
governance and compliance can be easily achieved as requirements are set in the
automation rules.
Courtesy: UiPath
Benefits of RPA

15. Processes managed by RPA solutions
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 Typical processes currently being managed by an RPA solutions include:
 Finance & Banking
 Insurance
 Telecom
 Healthcare
 Retail
 Government
 Finance & Accounting
 IT
 HR

16. RPA potential
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17. Everest Recent Report
Courtesy: HFS Research

18. Forrester Q1 17
Courtesy: HFS Research

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RPA Journey

20. RPA is a journey – no shortcuts
 RPA will reach its full potential at the end of a consistent process.
 Think of it as a journey, one in which a virtual workforce is deployed by the
organization to help achieve its long range corporate goals.
 Considering RPA a short term project (perhaps to cut process costs or increase
accuracy) will hold back some of the benefits a fully grown, healthy
implementation usually provides.
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21. Courtesy: Accenture
Good preparation – Key to a successful journey
 Business and IT partnership
 The Business side focuses on creating business value, lower operational costs and competitive
advantages. The IT side engages these goals by acting upon future-proof extensibility, high
deployment velocity and meeting enterprise architecture and compliance standards.
 Strategic positioning
 The journey must be in-sync with the organization’s strategic direction, always. Otherwise, the
project can easily get side tracked into lower priority activities.
 The Leader: Select for success
 Leadership is crucial, as the strongest possible implementation manager must be selected
 Cultural Acceptance
 The cultural champions must have a joint plan of action to win organizational hearts and minds over
to an authentic and proactive adoption of the RPA journey
 Enterprise Competency
 Necessary skill set should exist in the company. Best practices in this area include creating an
RPA Center of Excellence.

22. Step 1 Proof of concept
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Key activities include:
• running the POC,
• defining a RPA implementation model for the organization,
• building an automation team,
• selecting automation partners,
• developing frameworks—deployment, communication and governance.

23. Step 2: Pilot
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At this point, an automated process is run into production for the first time, according
to the organization’s implementation model. This means that following should be
complete for the selected process
• Defined requirements
• Detailed solution design
• Test scripts
• Cutover/handover plans
Pilot performance is monitored in accordance with its exit criteria. In addition, all
internal and external stakeholders are surveyed for feedback. This input is the basis for
documenting lessons learned and revising methodology and frameworks before
advancing to ramp up.

24. Step 3: Ramp up
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The primary focuses of this step are:
• optimizing management of the newly deployed virtual workforce
• establishing best practices
• qualify additional processes for automation
• continuing growing the internal automation team and its expertise.
During the ramp up phase, champions should accelerate activities designed to
identify further RPA opportunities within the organization and showcase process
automation successes to a broader business audience.
Courtesy: Kinetic Consultancy Services

25. Step 4: Institutionalise
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The point of this final step is to establish best practices for robotic processes
automation as a baseline activity within the organization.
Specific examples include governance board to manage the process automation
pipeline demand; disaster recovery and business continuity plans; continuous
improvement based on lean Six Sigma with the automation team.
Beyond including these practices into the organization’s culture, this moment
should also include a continual evangelizing of RPA benefits based on existing
implementations, while promoting RPA as a key performance objective across all
business lines.
Courtesy: Kinetic Consultancy Services

26. Common Implementation mistakes
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• Immature vendor selection
The tool selected is not right for the organization
• Proof of concept misconception
The point of a POC is not to confirm if RPA technology does what it claims to do.
The primary POC purpose is to test business case assumptions, validate the best
implementation model and assess RPA integration and technology partners.
• Immature process selection
Sometimes the Poc is attempted with very complex process. For the first year
of RPA should always be attempted with simple or medium processes.
• Misguided automation target
Always remember the reality of diminishing returns. Sometimes in an attempt to
automate complex process steps, the thought of eliminating those steps with
redesign never actually occurs. Attempting to extend automation too far into a
process can lower ROI by significantly increasing implementation costs
Courtesy: Kinetic Consultancy Services

27. Thank You
Vidya
Edu@TheNextSpace.co
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For Corporate Robotic Process Automation training
Please write to
Edu@TheNextSpace.co
Next Space (https://TheNextSpace.co)
#780, 19th Main, HSR Layout, Sector 1,
Bangalore – 560102
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https://thenextspace.co/location