Robotic Process Automation

The automation takes place when software robots carry out processes or tasks normally completed by humans. With the “Robotic” label added to process automation, it has modernized and the business case for RPA got linked head-count savings.

• RPA consultancy services
• Build and implement RPA solutions for the contact center back office /IT/IMS service management space.
• Build and Implement Unified Desktop and automation in the front office operations.
• Provide operations support for all types RPA solutions
• Any repeatable task or rule-based activity can be automated through RPA.
• It is easy to implement and takes lesser cycle time to implement.
• RoI can be achieved in less than a year.
• Repetitive and rules-based
• Accesses structured data sets
• The process is documented and standardized in practice
• Three or more staff are hired to complete the process
• Data input is prone to human error

Invoice Processing, AP and AR, Reporting, Enhance Year End Close Process, Bank Reconciliation, Fixed Assets Analysis, Master Data Management, Vendor and Customer Account Creation.

On-Boarding, LOA Management, Populating Employee Data into Multiple Systems, Performance Appraisal Management

New Account Verification, Data Validation, Customer Account Management, Financial claims processing, Report Creation, Form Filling, Change of Address, Loan Application processing

• The Bottom-line: RPA satisfaction is a lot higher when the motivation and mentality is one of process improvement, not cost-elimination
• The main issue with RPA, in today’s market, is this misconception that customers will make significant headcount reductions in the short-term.
• With outsourcing, the cost savings are staged carefully over a 5-year engagement as work is moved to cheaper locations, better technology and processes are introduced, in addition to automation, and the processes are re-mapped over time to allow for work to get done, ultimately with fewer people.
• Simply plumbing in RPA and not having a broader plan to transform the work, pulling several other value levers, in addition to the patching of processes and digitization of manual work, will likely result in a mismatch between expectations and reality.
• RPA needs to form part of a broader strategy to automate and streamline work, where people, processes, analytics tools, SaaS platforms, outsourcing models and carefully developed governance procedures, are taken into account as part of the broader transformation plan.
• Customers must take a more transformative view that if they can free up 50% of an employee’s time, they need to focus on refocusing her/him on alternative activities.  That is where the value is to be found.