Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Deloitte Business Process Solutions Robotic Process Automation – Circo

1.455 Aufrufe

Veröffentlicht am

Deloitte Business Process Solutions Robotic Process Automation – Circo September 2019 in Vietnam market

Veröffentlicht in: Technologie
  • Loggen Sie sich ein, um Kommentare anzuzeigen.

Deloitte Business Process Solutions Robotic Process Automation – Circo

  1. 1. Deloitte Business Process Solutions Robotic Process Automation – Circo September 2019
  2. 2. 2© 2019 Member firms and DTTL: Insert appropriate copyright INTRODUCTION
  3. 3. 3© 2019 Member firms and DTTL: Insert appropriate copyright Pavel Poskakukhin Associate Director Business Process Solutions Deloitte Vietnam +84 28 3910 0751 ext. 7271 +84 90 6625 578 ppavel@deloitte.com Professional profile Pavel’s education background is from Utrecht University, The Netherlands and specialized in International Economics and Business. He holds a Master of Science degree in Economics. Pavel had more than 11 years’ experience in operations management and business process services for a number of multinational companies in manufacturing, trading, real estate, hospitality, retail, services and NGOs. Industry specialization  Manufacturing  Real Estate  Hospitality  Retail  NGOs Qualifications  Bachelor of Science Economics, Utrecht University, The Netherlands  Master of Science Economics, Utrecht University, The Netherlands  Certified Project Management Professional ® Deloitte’s key contacts Professional Chairs  Chair of the Dutch Business Association Vietnam  Board of Advisors Saigon Innovation Hub  Former board member of the European Chamber of Commerce in Vietnam
  4. 4. Copyright © 2019 Deloitte Development LLC. All rights reserved. 4 Summary Setting Expectations What is RPA for you? How do you see RPA? 1 Which do you think are the main benefits you can get from this technology? 2 How difficult do you find to adopt this technology in your internal operations? 3 In your opinion, what can be the main difficulties to adopt RPA? 4
  5. 5. Copyright © 2019 Deloitte Development LLC. All rights reserved. 5 Setting Expectations R&CA Foundation • Describe what RPA is and its capabilities • Share experiences of RPA in action and RPA aspirations • Discuss how RPA applies to Business Process Solutions • Understand direct applications for RPA, potential opportunities and challenges • Understand different types of RPA Service Models currently provided by BPS • Understand the evolution of RPA into cognitive capabilities • Identify and formulate a plan for action After completing this talk you should be able to…
  6. 6. Copyright © 2019 Deloitte Development LLC. All rights reserved. 6 Robotic Process Automation (RPA) RPA is the application of a technology that allows to configure computer software or a “robot” to capture and interpret existing applications for processing a transaction, manipulating data, triggering responses and communicating with other digital systems.
  7. 7. Copyright © 2019 Deloitte Development LLC. All rights reserved. 7 RPA has rapidly gained momentum in the last couple of years. Market Observations RPA expenditures are expected to surge from a modest $125 million in 2015 to nearly $4 billion by 2024. Automation can actually create better new jobs Pressing the right buttons to boost productivity It has been estimated that one half to 70% of the work done by shared service, captive, or outsourced operations can be automated using robotic software. • Cognitive- intelligent automation • The rise of assisted robots- Humans & Robots collaborating • M&A will impact in the software landscape • Data is the new currency • Drive commonality across organizational boundaries RPA as a service
  8. 8. Copyright © 2019 Deloitte Development LLC. All rights reserved. 8 Evolution of Automation Automation continuum range from enabling strategies that improve parts of business processes to sophisticated technologies with cognitive elements Source: Gartner Hype Sycle for Emerging Technologies Note: Trends across time are not to scale Robotic Process Automation Software used to capture and interpret existing applications for the purpose of automating transaction processing, data manipulation, and communication across multiple IT systems - Deloitte, “The Robots are Coming”  Screen scraping data collection  Rules based business process management  Tactical toolset to automate repetitive tasks  Cheaper and faster step towards process efficiency Automate non routine tasks involving intuition, judgment, creativity, persuasion, or problem solving - Deloitte, “Automate This”  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 Artificial Intelligence “The theory and development of computer systems able to perform tasks that normally require human intelligence.” - Deloitte, DU Press “Cognitive Technologies”  Natural language recognition and processing  Dealing with unstructured super data sets  Hypothesis based predictive analysis  Self-learning rules continuously rewritten to improve performance EmergingMaturing Complexity Time As the appetite for automation grows, the interplay of emerging technologies will lead to fundamental changes in how businesses operate and deliver services to customers Intelligent Automation
  9. 9. Copyright © 2019 Deloitte Development LLC. All rights reserved. 9 Evolution of Enterprise Intelligence Cognitive Advantage Transformation through cognitive insights, automation, and engagement Big data, small data, structured, unstructured data— there is no shortage of data flowing within, outside, and among today’s enterprise. But data is only part of the story. Where conventional technology has fallen short in helping businesses address seemingly intractable problems, recent technical advances are creating new possibilities. Evolution of Enterprise Intelligence Welcome to the Cognitive Era! Programmable systems enabled major accomplishments such as Space Exploration and the development of the internet. The programmable systems era will continue indefinitely, and will underpin the era of computing that we are in now. Ex. Windows Desktops / ERP systems Programmable Systems Era 1950s Cognitive systems are computer systems that have capabilities to emulate the human brain. Ex. Watson, Cortana, Google’s self-driving cars Cognitive Era 2010s Mechanical devices helped us with tasks such as organizing data and making calculations for tasks such as evaluating the sales performances of a company’s employees. Ex. Hollerith Tabulating Machine Tabulating Systems Era 1900s Amplified Intelligence 2020s In the future, systems will be able to mimic human intelligence and entirely replicate human interactions Exponential Growth of Data Smarter Algorithms Faster Processing Speed Key Drivers Big data technologies in conjunction with cognitive computing enable us to extract insight from data that was previously unused Why Now? With the advent of the cognitive era, business face a new paradigm where workers can put their amplified intelligence to work and focus on improving core operations, building new assets, and enabling better outcomes i.e. uncover the Cognitive Advantage Systems have evolved from mechanical computation & tabulation devices to intelligent systems that can emulate human cognition
  10. 10. Copyright © 2019 Deloitte Development LLC. All rights reserved. 10 Robotic Automation Market will reach US $4.98B by 2020 globally and is forecasted to grow at 60.5% CAGR Robotic and Cognitive Automation (R&CA) Market 3.09 2.59 4.75 3.9 4.14 4.5 5.12 2.05 3.36 3.91 4.24 4.27 4.89 5.05 1 2 3 4 5 6 7 Series2 Series1 Increasing automation is the 2nd most important strategic priority for enterprises1 1 No.1 priority for Technology Groups22 2% 3% 10% 13% 15% 18% 30% 1 2 3 4 5 6 7 Almost half the roles in Back Office functions have the potential to be automated2 3 0 0.2 0.4 0.6 0.8 1 1 2 3 4 Low Probability Medium Probability High Probability Levelofeducation(Bachelorsormore) 0.3 0.7 1.0 Business & Financial project management professional Financial managers and directors Purchasing managers and directors Payroll managers Financial administrator Credit controller Weighted probability of automation Financial & Acc, technician Finance Account Manager Finance Manager Size of bubble represents # of employees Source: 1. Deloitte Global Shared Services Survey, 2015, 2. The robots are coming”, Deloitte Financial Services White Paper (2015)
  11. 11. Copyright © 2019 Deloitte Development LLC. All rights reserved. 11 RPA Capability Opening email and attachments Logging into web/ enterprise applications Moving files and folders Copying and pasting Filling in forms Reading and writing to databases Scraping data from the web Making calculations Connecting to system APIs Extracting structured data from documents Collecting social media statistics Following “if/then” decisions/rules Opening email and attachments Logging into web/ enterprise applications Moving files and folders Copying and pasting Filling in forms Reading and writing to databases Scraping data from the web Making calculations Connecting to system APIs Extracting structured data from documents Collecting social media statistics Following “if/then” decisions/rules In an RPA solution, robots are capable of mimicking most user actions Manual Process Judgment Process
  12. 12. Copyright © 2019 Deloitte Development LLC. All rights reserved. 12 Speed and predictability of execution Processdisruption HighLow Medium HighMediumLow 3. Outsourcing/ Offshoring/ Shared Services 2. BPM 4. RPA 1. ERP / CRM  Doesn’t modify the process - it only automates the routine steps  Achieves higher cost efficiency with less significant investment and shorter execution times  “Minimum viable process scale” is smallest 4. Robotic Process Automation (RPA)  Makes execution of the business process easier by optimizing it  With introduction of tools based on business rules, it leads to process change  Cost efficiency increases 2. BPM  Often involves large software, infrastructure, development, and training costs  Typically results in drastic change in the way a process is performed  Often multi-year programs with high execution risk 1. ERP / CRM  Often undertaken to reduce costs and improve time coverage  Cost efficiency higher than BPMS as work done by a third-party with global operating model  Process impact is lower 3. Outsourcing / Shared Services Processes and tools Enabling tools that help to optimize business processes
  13. 13. 13© 2019 Member firms and DTTL: Insert appropriate copyright RPA IN DELOITTE
  14. 14. Copyright © 2019 Deloitte Development LLC. All rights reserved. 14 Why Deloitte? We focus fundamentally on addressing business challenges • Efficiency • Capacity / Growth • Control / Quality • Speed • Compliance More Value once, sustained 1. Think big and start small (i.e. having the big vision) 2. Speed of deployment vs Quality / Effectiveness 3. One stop transformation / execution, take away challenge 4. Hybrid agile way 5. At scale with business analysts and technical architecture (front-to-back synergies, technical architecture, efficient and consistent coding) Ambition We help the business change • Organisation transformation • Transitioning of talents ‘Voice of the user’ approach (i.e. correct redeployment / alignment of workforce to create an integrated workforce) People Governance is key right from the start Governance RPA Methodology Our proven RPA Methodology delivers on all aspects of the change – value, governance, people and client’s ambitions. We guide the client throughout the RPA journey, helping not only with primary targets but also with secondary and tertiary objectives. Our RPA principles in Robotics Deployment
  15. 15. Copyright © 2019 Deloitte Development LLC. All rights reserved. 15 The network comprises more than 1500 dedicated RPA experts (BAs and Developers) Deloitte global Robotics capability Our Global Robotics Capability Overview Spain FS Lean Robotic BAs RPA Developers Robotics Managed Service Centre? 100 40  APAC FS Lean Robotic BAs RPA Developers Robotics Managed Service Centre? 100 20 - India FS Lean Robotic BAs RPA Developers Robotics Managed Service Centre? 200 60  South Africa FS Lean Robotic BAs RPA Developers Robotics Managed Service Centre? 100 30  United States FS Lean Robotic BAs RPA Developers Robotics Managed Service Centre? 500 75 - Rest of EMEA FS Lean Robotic BAs RPA Developers Robotics Managed Service Centre? 300 100   Overall, we have the capability to deploy a mix of resources to design, deploy and govern robotics effectively through a flexible model that responds to demand  Our teams draw on our own experience of setting-up and running robotics delivery through Competence Centres. They leverage insights from our vendor relationships with all major RPA tool providers  So enhance and continuously evolve our methodology and tools across our global community of practice  We provide onsite Lean robotics business analysts and RPA developers, with certain activity conducted offshore. We can also move our global capacity around, to bring offshore resources onshore, if required  Finally, we can monitor and manage large scale robotic processes and operations, utilising a mix of onsite management, and nearshore/ offshore service centres.  We have robotics service centres in Spain, Cardiff, Poland/ Ukraine, South Africa and India
  16. 16. Copyright © 2019 Deloitte Development LLC. All rights reserved. 16 Contextualizing Robotic Process Automation In an environment of continuous change, Robotic Process Automation can be the solution to face the internal and external changes that are occurring Scalable operating modelsCost rationalization Growth perspectives Complex IT environments Manual work Lack of Flexibility Low appetite of investment Manual control environment High operational cost Process improvement/ cost reduction Outsourcing & offshoring Core system substitution System integrations Implementation of Digital/self-service Main Challenges for the organizations Common issues… …traditional solutions A new innovative alternative Robotic Process Automation could be implemented more quickly, less expensive and with more flexibility that the traditional solutions
  17. 17. Copyright © 2019 Deloitte Development LLC. All rights reserved. 17 Clients have differing priorities that will impact selection from the five current vendors Vendor Overview Specializations Rapid automation of rules-based tasks, specifically targeting HR and Finance processes No specialization but leader in back office Integration capabilities and easiness of use Specialization on Machine Learning Why Do Clients Choose This Vendor? Ease of Implementation: • Reliance on screen recorders to minimize technical development • Focus is on simple, linear processes by non-tech resources Depth of Deployment Experience: • Largest breadth of clients and sector experience surpassing other vendors experience combined Efficient Scale Deployment: • Ability to deploy robot instances rapidly and a licensing structure that does not have zero non-bot costs when scaling Large-Scale Robot Management/Control: • Centralized control centre providers greater management or robots with granular scheduling and visual dashboards Ease of System Integration: • Capability to automate processes with multiple systems easily, specifically SAP/CITRIX Remote Desktop Strength: • Automation via CITIRX is quicker and with less errors due to specific CITIRX package Ease of Implementation: • Simple drag-and-drop process creation similar to MS Visio so is intuitive and speeds up process development Advanced Data Extraction Capability: • Mature OCR and ability to handle unstructured data with machine learning to continually improve Pre-Built Functionality: • Library of pre-built processes rather than individual components, speeding up process development by leveraging complete processes Leading • Process Development • Security & Compliance • Implementation • Security & Compliance • Robot Management • Scalability • Sys. & Workforce Int. • Process Development • Development Tools • Data Extraction • Hosting Requirements • Technical Skills Required • Reporting & Monitoring • Machine learning capabilities Lagging • Sys. & Workforce Int. • Implementation • Development Tools • Robot Management • Data Extraction • Reusability • Partnerships • Scalability • Data Extractions • Technical Skills Required
  18. 18. Copyright © 2019 Deloitte Development LLC. All rights reserved. 18 RPA can easily be deployed and managed from a central controller to interact with a wide range of business applications Robotic Process Automation – How It Works Business Architects specify the detailed instructions for robots to perform and “publish” them to the robot controller repository The Control Room is used to assign jobs to robots and to monitor their activities Each Robot is located on an organization environment – which may be virtualized or physical (i.e., desktop computer) – where it interacts directly with business applications Business Users review and resolve any exceptions or escalations Robots are capable of interacting with a wide range of Applications 1 3 Business Architect 2 Control Room Robot 4 Business Users 5 Applications ILLUSTRATIVE 1 2 3 4 5 • Opening emails and attachments • Moving files and folders • Following “if/then” decisions and rules • Copying and pasting data • Populating standard forms • Logging into web/enterprise applications • Connecting to system APIs • Extracting structured data from documents • Collecting social media statistics • Reading and writing to databases • Scraping data from the web • Merging data from multiple places • Extracting and reformatting data into reports or dashboards • Conducting data calculations Routine Keystroke Operations Application Interface Manual Data Collection & Manipulation Key Functions Replaced by Bots
  19. 19. Copyright © 2019 Deloitte Development LLC. All rights reserved. 19 Opportunities exist across the lifecycle of processes typically housed in centers of excellence or which have already been outsourced Typical First Wave Automation Opportunities Process Automation • Manual, repetitive, rules-based processes • Enables transaction automation, dynamic data manipulation and streamlined communication 1 • Front Office – sales order management, competitor price monitoring, customer engagement automation • Middle Office – trend tracking, report generation • Back Office – data reconciliation, app integration Shared Services Process Automation • Processes with multiple interactions with different systems • Opportunity for synergies across processes • Reduce costs across the spectrum of processes 2 • HR functions – payroll, onboarding, benefits management, education and training, recruitment process • IT functions – infrastructure / application monitoring, folder and file management, user / directory and release management Outsourcing Process Automation • Efficiencies can be built in outsourcing contracts via use of RPA solutions • Managed-robots-as-a-service showing rapid growth 3 • Reconciliations, claims processing, returns management, inventory processing, desktop support, production support, network monitoring Opportunity Area Examples Source: “The robots are coming” – Deloitte Financial Services White Paper (2015)
  20. 20. 20© 2019 Member firms and DTTL: Insert appropriate copyright EXAMPLE
  21. 21. Copyright © 2019 Deloitte Development LLC. All rights reserved. 21 Background and Objectives • As part of continuous improvement and optimization initiatives, [Client name] is currently looking at efficiencies improvement in their Finance and Administration area and is considering building a more competitive operating model enabled by robotics software. • Deloitte has a huge experience performing high level assessment of Finance and Administration processes in order to identify potential areas and activities that could be automated through RPA. • In this context, [Client name] is considering the launch of a project for the analysis of the processes, in order to detect automation opportunities and the development of a Pilot project that would allow to experience the benefits of RPA Context [Client name] is considering the analysis of their Finance and Administration processes in order to identify optimization opportunities through robotics Our Approach Use a framework that has already been tested in other clients adapting it to the needs of [Client name]. Develop the Robotics proof of concept while advising [Client name] on how to get the most out of the initiative. • Understand the processes and corresponding opportunities • Promote understanding and socialization of the RPA initiative • Involve key users through our experience implementing Robotics to maximize results and ensure correct fit into the current operating model • Involve IT so they can verify the solution and set the architecture and scalability standards. • Identify a candidate process to perform a pilot • Develop the automation following a "Hybrid Agile" methodology that allows to adapt the approach based on the evolution of the project • Test the processes using real data to test the proposed design • Launch the pilot in parallel to the ongoing business operations ('business-as-usual') • Make an approach to the business case based on the actual pilot outputs • Scalability of the initiative and considerations to extend the Project to other processes / areas "Hybrid Agile“ Development Process Analysis Automation Identification & Design Test & Deployment Our vision of the project
  22. 22. Copyright © 2019 Deloitte Development LLC. All rights reserved. 22 Applying Robotics to Finance and Administration (1 / 2) Balance Sheet Analysis, Reviews & Reconciliation Controllership Support - Planning & Forecasting Month-end Process, Analysis & Reviews Operational Activities (e.g. Treasury, Cashiers, Payroll) Regulatory & Statutory Reporting 1 2 3 4 5 • Analyse and identify accounts / provisions on B/S for further investigation • Interrogate identified accounts and comment on trends / abnormalities • Identify unusual performance, forecast and budget values • Generate automatic reports and 'natural' language’ commentary • Co-ordinate budget and forecast submissions • Gather and calculate sub-leger and non- financial information • Track and manage entity and section submissions • P&L draft creation and production with ‘natural language’ commentary • Validate vendor information and populate / maintain vendor records • Perform AP 3-way matching and process invoices for payment • Perform FA verification and substantiation • Collate static data for submissions to regulator • Coordinate financial statements and populate draft statements • Perform review of regulatory or statutory data and identify anomalies and errors Process Area Indicative Example Robotic Opportunity Typical FTE Benefits Applicable Robotics ‘skills’ • Validate and interrogate data • Calculate, decide & produce • Validate & analyse • Orchestrate & manage • Report • Gather & collate • Calculate, decide & produce • Orchestrate & manage • Validate & analyse • Record data • Transport & communicate • Gather & collate • Calculate, decide & produce • Report c10-40% c10-20% c15-30% c10-30% c10-30% Total Potential Scope c10-40% RPA presents an opportunity to substantially increase the speed, reduce the cost and improve the quality and control of Finance and administration processes
  23. 23. Copyright © 2019 Deloitte Development LLC. All rights reserved. 23 Applying Robotics to Finance and Administration (2 / 2) Common Finance and Administration Process steps Receive and collate data Extract data from source systems Validate and interrogate data Perform pre-defined adjustments Perform pre-defined calculations How can robotics help? Collate data received from many sources Data required for Finance and Administration processes frequently requires collation of manual or similar submissions from a range of sources that RPA tools are able to orchestrate. Automation can extract data overnight and frequently Data sources used in a range of processes on numerous business days, e.g. sub-ledger data, can be repeatedly extracted and distributed automatically. Rapidly perform validation checks and qualify exceptions Data validation performed consistently based on standardised rules and thresholds. Automatically generate frequent high volume adjustments Adjustments are required period on period for GAAP conversion and Tax in particular. Robots can prepare and post the adjustments rapidly and accurately. Calculate information for reports and disclosures Calculations required for disclosures, regulatory returns and MI can be performed in a standard way by RPA. Upload or email submission or report Transfer data to template or system Remove need for manual keying or transfer of data Populate disclosure templates, reports and accounting templates based on finalised calculations and schedules. Transfer data or submission templates to target recipient Automated tool submits data in target system or portal and / or generates email to distribute. Applies to all Finance and Administration processes Elements / sub-processes have varying degrees of application. Its not the case that certain end to end processes can be automated and others not. Focus on common steps rather than end to end Automating individual processes can mean the complexity of qualitative tasks reduces the benefits of automation. It is more effective to automate common tasks deployed across a range of processes. We can apply proven Robotics Skills across common Finance and Administration process steps
  24. 24. Copyright © 2019 Deloitte Development LLC. All rights reserved. 24 Prove – Pilot Execution Definition of Processes to be included in the Pilot. Analysis, design and development of the automation. Analyse - Early RPA Candidates Looking for tasks in the processes where there is a large and quick return on investment. Pilot results and extend RPA to other areas Prove the Robotic Process Automation efficiency and elaborate a strategic plan for future deployments. • In-depth analysis of selected processes. Documentation review and design of to-be process • Review with Business Process Owners to detect and identify all process exceptions. Select the most suitable automation for each process tasks • Develop agreed automation and elaborate Solution Design Document. Coordinate with Business Owners for UAT execution and validation. • Analyse Finance and Administration processes and select “no regret” processes to automate early, where they don’t require re-coding post- migration. • We would use our experience to identify processes where there is a large amount of dependency on a third party data source, but the activities are isolated from the migration and core platform changes. • Select the best candidates based on automation potential and/or reduction of bottle necks and increase in quality • Calculate the ROI on the automated processes. • Share Business transformation with impacted business Owners to adapt to current process definition • Support the roadmap plan for a deployment on other finance operations areas. • Coordinate with IT to request corresponding accesses and configurations for server automations Develop RPA Pilot leveraging from Deloitte’s previous lessons learned and best practices. Ensure optimal candidates selections to guarantee a ROI on investment. A roadmap for success, ensuring you use the most effective methods, standards, governance for the RPA Implementation. Explore Our approach for Finance and Administration RPA Implementation This project will focus on the Explore phase of the RPA implementation.
  25. 25. Copyright © 2019 Deloitte Development LLC. All rights reserved. 25 Our Vision of the Pilot Phase Deliverables/ Output Keyactivities • Development of selected automations • Development of scripts and definition of testing • Develop plan, approach, scripts, and acceptance criteria • The RPA development team creates automatisms and scripts using Hybrid Agile methodology • Review the solution with business users to reaffirm the realism of benefits • End User Support in testing • Analyze and consolidate the results in the test phase • Put automation into production and monitoring • Review and validate the estimates made at the business case level • Get the sign-off of pilot benefits • Approaching the next steps • Validate business need and RPA implementation goals • Familiarization Workshops • Analyze As Is processes at high level, pre-requisites, constraints, and systems used • Analyze existing IT tools and infrastructure, and interfaces between systems • Confirmation of the RPA software to be used • Confirm the necessary infrastructure for the pilot • Define automation opportunities and initiative potential • Project Kick-off and scope confirmation • High Level Processes optimization opportunities analysis in AS IS situation • Understanding of IT environment and basics requirements for pilot • Complete testing by End User • Monitor Results • Handover to support, change management and communication required • Testing of output and evaluation • Update of the documentation • Perform testing and produce a report with the results as well as a success level assessment • Update the solution documentation • Adjust the automated process (defect management and identification of improvements) Timing • Incorporate automation opportunities into the existing process • Confirm the feasibility of automation with stakeholders • Develop documentation with the requirements and design of the solution • Establish the plan for sprints, the roles and the parties involved • Define the architecture required for interaction with the systems • Documentation of Requirements and design of the selected processes (2) • Feasibility of automation • Scope Confirmation (2 processes) and sprints planning “Hybrid Agile” Delivery Testing & Delivery Process analysis and selection Automation design 1 2 6 weeks 2 Weeks Develop 3 Go Live Pilot 4 1 Week6 Weeks (2 sprints) I. Socialize and Analyze Processes in scope II. Prove III. Pilot Go Live  Development of a Business Case for other processes based on the results of the pilots including the recurring costs (licenses, management and maintenance)  High-level approach to potential benefits / savings Checkpoint 1: Potential savings / benefit review Checkpoint 2: High Level Business Case review Project Closing: Finalize the project and evaluate the pilot results The approach proposed for the high level analysis of the Finance and Administration Area and the pilot would be as follows:
  26. 26. 26© 2019 Member firms and DTTL: Insert appropriate copyright NEXT STEPS
  27. 27. 27© 2019 Member firms and DTTL: Insert appropriate copyright Key Lessons Learnt in Robotics RPA Deployment Our experience so far has allowed us to identify key success factors and gather best practices 1 Select the right process or activity and ensure it emulates what a person would do Ensure that the process is well defined to ensure robotics can be implemented. Must also ensure that the part of the process which is chosen can be emulated by a robot just like it is by a person 2 Conduct robust testing Business process testing is required to ensure that any issues which the robot may have when determining the next step can be identified. This is to ensure that the robot can ‘have their eyes open’ during the process 3 Do not automate broken processes Processes should be amended and made as efficient as possible before implementing robotics 4 Monitor the quality of the outputs and invest heavily in exceptions management The quality of the outputs from the robots must be continuously monitored to ensure that they are trustworthy. It is important to invest heavily in exceptions management for quality purposes. 5 Agree up-front approach to measuring and tracking benefits delivered Strong focus should be afforded to ensure benefits of robotics are tracked and understood, with a detailed approach to measurement agreed prior to implementation 6 Ensure adequate education and user adoption approach There is a great need to ensure that the robots are adopted into the business and the need and result of these should explained thoroughly 7 Have a strong checklist in place regarding infrastructure and compliance requirements Ensure that the correct infrastructure is in place and compliance requirements have been met early on in the project 8 Invest in comprehensive stakeholder management Stakeholders need to be engaged from the programme’s outset to ensure effective buy-in, collaboration and adoption of changes 9 Ensure vendor and business vision alignment The chosen IT vendor should meet the long term process automation requirements of the business 10 Consider wider strategic technology initiatives Selected automation of process should align with broader technological investment in the client’s overall IT strategy
  28. 28. 28© 2019 Member firms and DTTL: Insert appropriate copyright Deployment model From the task to a Robot as a Service model Our approach places business outcomes and successful workforce integration of these RPA technologies at the heart of what we do, driven heavily by our deep industry and functional knowledge. Our thought leadership and strong relationships with both established and emerging tool vendors enables us and our clients to stay at the leading edge of this new frontier. PILOTS “Turn-key” ACCOMPANIMENT Managed Services BPS Reduced cost pilots that allow the customer to assess the feasibility of the project End to end service minimizing the involvement of the client Support to the customer in their projects in tasks such as the Project initial Planning, Assessment Training, Hybrid Model, Roll-outs Remote support and hosting managed by Deloitte BPS Services that includes RPA as efficiency and control lever Service Model Simple Task Process Automation  Manual, repetitive, rules-based processes  Enables transaction automation, dynamic data management and streamlined communication 1 Complement to Outsourcing  Automate processes with multiple interactions with different systems  Opportunity for cost efficiency (and pricing) 2 Robot as a Service  The client pay per use  Managed-robots-as-a-service showing rapid growth 3
  29. 29. 29© 2019 Member firms and DTTL: Insert appropriate copyright RPA Adoption Approach RPA adoption can take place in three stages: Prototypes and /or Pilots, and full scale RPA implementation Simulates a few aspects of the process being automated on a safe environment Prototype Pilot Implementation Small-scale, short-term automation platform to test and prove changes 1 2 Processes being performed by the current organization (humans) are now performed by ‘bots’ 3  Used to Socialize and Educate Your Organization Around RPA Benefits  Provides Value to Your Organization  Typically don’t run on test or production environments  May lead to implementations but are not a prerequisite  Run in the test and later on the production environments  Also called a feasibility study or proof of concept  Processes may be redesigned prior to being automated  Requires buy-in from impacted stakeholders Ideal tool to market the benefits of automation within the organization Usually the initial stage in a project used to test the technology on a specific process Process redesigns require input from subject matter experts and an assessment of impacts on other areas and processes
  30. 30. 30© 2019 Member firms and DTTL: Insert appropriate copyright Prototypes are used to socialize RPA capabilities within the organization RPA Prototype A prototype can be built for a fraction of the cost to highlight benefits of automation and solicit support from key stakeholders  Select target process  Document as-is process end to end  Identify process steps to automate (scope)  Install automation software (client/ external environment)  Configure and test the ‘bot’  Refine prototype as needed  Prepare a short video clip (~3 minutes) that showcases the use of a ‘bot’ executing the automated process Plan & Analyze (~2 weeks) Execute - Configure (~4 weeks) Produce video clip (~2 weeks) ~8 weeks* * Typical team for one process: SM (part-time); M (Full time); SC and C/BA (Full time)
  31. 31. 31© 2019 Member firms and DTTL: Insert appropriate copyright Process Delivery Artefacts and Accelerators on a Page 1. Process Qualification Document (PQD & PQDI) 2. Process Design Document (PDD) 3. Solution Design Document (SDD) 4. Solution Test Document (STD, STP, TSR) 6. Go/ No Go Checklist 7. Package Release Notes (PRN) Producer: Developer Reviewer: Delivery Lead, Tester Approver(s): Business: Platform Manager Producer: Portfolio Lead Project typology indicates lowest mandatory level Producer: Process BA Reviewer: Delivery Lead Approver(s): Business: Process Owner, Process SME, Enablement Manager, Target App. Owner(s) Producer: Developer Reviewer: Delivery Lead Approver(s): Support Manager, Platform Manager, Target App. Owner(s) Producer: Testers Reviewer: Delivery Lead Approver(s): Business: Support Manager, Platform Manager, Target App. Owner(s) Producer: Tester Reviewer: Delivery Lead Approver(s): Business: Support Manager, Platform Manager, Target App. Owner(s) 8. Support Handover Document (SHD) Producer: Developer Reviewer: Delivery & Portfolio Lead Approver(s): Business: Change Management Find the DTT Template on the RPA SharePoint - link Find the DTT Template on the RPA SharePoint - link Find the DTT Template on the RPA SharePoint - link Find the DTT Template on the RPA SharePoint - link Find the DTT Template on the RPA SharePoint - link Find the DTT Template on the RPA SharePoint - link Find the DTT Template on the RPA SharePoint - link 1.2 Process Qualification Document for Infrastructure 9. Maintain the Business Case Producer: Portfolio Lead Approver(s): Demand Manager Find the DTT Template on the RPA SharePoint - link *Specific version per RPA technology. 5. Code Review Document (CRD) Producer: Developer Reviewer: Delivery Lead Approver(s): Business:Platform Manager Find the DTT Template on the RPA SharePoint - link Pilot Small Large Approver(s): Business: Environment Manager, Target App. Owner(s)
  32. 32. 32© 2019 Member firms and DTTL: Insert appropriate copyright Automation Qualification Criteria – Complexity Matrix Once we have validated and filtered the opportunities we will use our qualification criteria to identify the potential for value creation based on a qualitative and quantitative assessment Key Criteria Low complexity Medium complexity High complexity Number of applications 1-2 3-4 >5 Number of screens 1-4 4-40 >40 Number of business logic rules <5 Without alternative flow 5-50 Incl. alternative flows >50 Incl. nested rules Scale of exception handling expected Low Medium High Data type Digital, structured & standardized (no OCR) Digital, structured & standardized (no OCR) Digital, structured but unstandardized Data handling required Copy/paste, data entry Copy, paste, read and modify data Copy, paste, read data, data enrichment, PDF data extraction Process redesign required? No process changes required Minor process changes required Significant process redesign required Systems integration All Systems integrate natively Requires some custom integration (Custom Functions / Image Recognition) Leverage existing 3rd party tools and/or complex Metabot Custom Functions Associated level of operational risk Non-core processing Time or business dependent processing Business critical BAU processing Typical duration 2-5 weeks 6-10 weeks 12-14 weeks
  33. 33. Copyright © 2019 Deloitte Development LLC. All rights reserved. 33 Transactional processes and reporting are ideal candidates as they tend to be repetitive and rule-based Finance Process Heat Map & Video Suitability assessment is based on 5 evaluation criteria – data intensive, complex, judgement based, data velocity and multiple data sources Transaction Processing Close, Consolidate & Report Perform Closing Close the Books Perform mgmt. reporting to internal stakeholders Mgmt. Reporting Perform Legal and External Reporting to Regulatory Bodies Legal & Ext. Reporting Perform Consolidation Consolidation Maintain Employee Master Data Manage Payroll Authorize & Process Payments Payroll Maintain Supplier Master Data Process Invoice Period end Processing & Reporting Perform Payments Accounts Payable Maintain Customer Master Data Manage Customer Credit Exposure Process Payments Manage Collections Period end Processing & Reporting Process Invoices Accounts Receivable Perform Banking & Cash Mgmt. Activities Manage Foreign Exchange Cash Management Maintain G/L Master Data Process Journals General Accounting Process Intercompany Transactions Inventory Accounting Perform Inventory Accounting Transfer Pricing Period end Processing & Reporting Procurement Perform Project Accounting Project Accounting Receive & Compile Reimbursement Request Audit & Document Expense Reports T&E Processing Authorize & Process Payments Perform Tax Accounting Tax Accounting Perform Fixed Asset Accounting Fixed Asset Accounting Period end Processing & Reporting Strategic Sourcing Transactional Procurement Low Medium HighRPA Cognitive Significant Moderate https://www.youtube.com/watch?v=Ai8gleKwMxI&feature=youtu.be
  34. 34. Copyright © 2019 Deloitte Development LLC. All rights reserved. 34 Business Process Solutions Finance, Accounting & Tax compliance HR & Payroll Corporate Secretarial Service Contract personnel • Chief Accountant Services • Bookkeeping • Accounts payable processing • Accounts receivable processing • Financial reporting and controlling • Budgeting • Treasury support • Support in setting up a payroll system • Provide monthly payroll calculation include PIT, SHUI and salary disbursement • Labor compliance • Monitor employee’s benefits • Prepare/review salary scale, policies • Register trade union • Assist in labor audit requirements • Employment transfer and HR due diligence • Interview and CV screening • Incorporation and licensing • Business tax registration • Opening bank account • Loan registration • Market research • Company secretary • Annual statistic reporting • Nominate an authorized Chief accountant • Assign a temporary replacement of accountant, procurement, payroll manager and HR specialist
  35. 35. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms, and their related entities. DTTL (also referred to as “Deloitte Global”) and each of its member firms are legally separate and independent entities. DTTL does not provide services to clients. Please see http://www.deloitte.com/about to learn more. This communication is for internal distribution and use only among personnel of Deloitte Touche Tohmatsu Limited, its member firms and their related entities (collectively, the “Deloitte network”). None of the Deloitte network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. © 2019. For information, contact Deloitte Touche Tohmatsu Limited.

×