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WEBINAR
The Role of RPA in Manufacturing’s Digital Transformation
Brought to you by
Agenda – What We Want to Achieve Today
1. Automation Anywhere & Digital Workforce – Introduction
2. Automation in Manufacturing – Point of view
3. How to Start and Scale
4. Next Best Action
The Automation Revolution
Ai-powered Digital Workforce Is Revolutionizing All Sectors
Revenue growth:
20%+higher revenues
Operational metrics:
30-40%improvement in accuracy,cycle times, and productivity
Customer experience:
50%+enterprises see improvements
Time-to-value implementation:
Fasterthan comparable tools
Cost savings:
30%delivered on average
ROI:
12 monthsdelivered on average
What is Digital Workforce
AttendedAutomation
UnattendedAutomation
RPA
Enterprise
Smart Analytics
OperationalInsights
BusinessInsights
Bot Insight
AI
UnstructuredData
UI Automation
Predict Process Outcomes
IQ Bot
Smart Analytics
OperationalInsights
BusinessInsights
Bot Insight
+ + =Digital
Workforce
By Process
By Role, Skill
Digital Worker Bot Store
Confidential – do not distribute.
Why Leverage a Digital Workforce?
Optimize labor costs, easy flex capacity
Increase speed, accuracy, and availability (24/365)
Improve compliance, controls, and auditability
Deliver business intelligence
Enable digital transformation by Orchestrating Ai
Engage employees in innovation
Automation Anywhere’s Intelligent Digital Workforce Platform
Bot Store
IQ Bot
AI Process Application Connector
Automation Anywhere Enterprise
Control Room
BotRunner
BotCreator
Cognitive Analytics Mobile
Bot Insight Mobile App
Robotic Process Automation Platform
Digital Worker Marketplace
Attended Bots Unattended Bots
Delivery
On-prem
Public Cloud
Web-based
Automation Anywhere Enterprise is Function Agnostic…
HUMAN RESOURCESINFORMATION TECHNOLOGY
RecruitingDatacenter
Comp & BenefitsNetwork Operations
Performance Mgmt.Security Admin.
Training & Dev.Service Desk
PayrollDesktop Support
Lifecycle Mgmt.Database Admin.
Org. Mgmt.Applications
PROCURE TO PAY ORDER TO CASH
Sourcing/ Contract
Customer Master
PO Process Order Process
Goods Receipt
Invoice Process Billing / Disp. Res.
Collections
Cash Application
Payment Process
RECORD TO REPORT
Gen. Acct. / Close
Mgmt. Reporting
External Reporting
Treasury
Tax
FP&A
Controllership
Vendor Master
T&E
Logistics / Delivery
Credit / Contract
SUPPLY CHAIN
CRM & Cust. Svc.
Demand Mgt.
Materials Mgt.
Capacity Flow Mgt.
Transport & Logistics
Carrier Mgt.
Returns Mgt.
Question 1: What is the ideal business function to deploy in your Organization
Finance and Accounting Operations
Supply Chain and Manufacturing Operations
HR and IT Operations
A
B
C
Digital Transformation in Manufacturing
Manufacturing Industry Is Undergoing Transformation
PMI was at 10 Year Lowest.
Higher steel and aluminum prices
Consolidation is imminent
Restructure1. Product portfolio2. Workforce 3. Supply chain4. Channels
Reinvent and grow new revenue streams
Redesign and re-deploytechnology and human capital to:
1. Eliminate waste2. Improve yield3. Reduce CapEx
Superior customer experience at an
improved profitability & cash flow, future-proof processes
Digital Transformation that funds itself
Winds of change Business strategy Value Creation
The complex goal tree of a CIO | Reach of RPA
Outward Value Creation for Business, Customers, Partners, and Supplier
Inward Value Creation | complexity reduction
Cloud /SaaS
DevOps
CX Workspace of the Future
MobilityBAU RPA APIIOT/
Analytics
AI
Legacy Portfolio New
Digital Portfolio
Customer Loyalty
Revenue
Supply chain Performance
Employee Engagement
On Target Programs
Collaboration Quotient
Efficient BOM Management
Efficient Order Management
Automated Compliance & Governance
Low Code, Low Cost
Data driven Decisions
Informed Operations
Rapid and Agile Ops
Lower Customer Acq./Retention
cost
Question 2: What is your organization’s Top IT Priority
Deliver Business As Usual ( BAU ) at reduced Y-o-Y Budget
Transform Application Portfolio from Legacy to Low Code Platforms
Adopt AI to transform business processes and decision making
A
B
C
Digital Transformation needs to deliver Value
Size of the Prize
Cost to Value Time to Value
Digital Platforms
to reduce time to value
Business Model to reduce cost to value
Scale to maximize size of the
prize
Across 5 key Manufacturing priorities
Enhance Customer Experience Improved speed and accuracy of response and information delivery to customers across the life cycle.
Improve Business KPIs Improve productivity and accuracy across sales, supply chain planning, operations, manufacturing, and aftermarket functions.
Improve Productivity Reduce manual touchpoints.Re-allocate human capital to continuous process improvement
Reduce Cost of Change Reduce cost of change throughout the design, engineering, and manufacturing processes.
Reduce Waste Reduce waste across manufacturing and PPAP process in terms of humanefforts, data duplication, rework, asset breakdown.
Across 5 Key process domains and 5 cross functional areas
Procure to PayOrder to Cash Plan to Build Market to Service Hire to Retire
Supply Chain Management
Warranty Management
Reporting & Compliance Management
Finance & Accounting
Product Cost Management
Customer registration & contracts
Quote Management PO processing & order
management [ OTD ] Invoicing & remittance
Supplier onboarding & contracts
Bid management Receiving Invoicing payments Supplier management
Product Planning BOM management Asset management
& MRO PPAP & Quality Mfg. operations
New product introduction
Retail management Omnichannel CX Recall management
Requisition management Onboarding IT onboarding Performance
management Separation Contract Workforce
Management
Cross-functional business solutions
Example Process Flow P2P >> Category Sourcing >> RFQ Release Process
PP
Man
age
rC
ate
go
ry
Man
age
rB
uye
r
Open the Product Plan
Create Procurement Plan Template
Update Units Based on Stock
Compare Price Targets
<<PartNo>> <<Units>><<CategoryId>> <<dimensions>>
<<Specs>> <Thresholds>
Product Launch
Plan
Retrieve Category List
Review Current Supplier
Performance
<<price_variation>> <<Quality>> <<Schedule>>
C
B
Single Source?
Add Sourcing Deadlines and Cost Targets
Notify Product Team
Trigger Category Sourcing
Y
Prepare Category
Sourcing Plan
N
Initiate Buying Process
Review Product BOM for Parts
Retrieve Sourcing Plan
Update Parts Details
Update PPAP Specifications
Update T&C & Deadlines
Retrieve RFQ document(s)
Template
Y
N
Release RFQ
Create Category and Parts List
from BOM
More Info Needed?
A
B
<<Soruceby>> <<Min_Cost>><<Max_Cost>>
<<Market_Data>> <<Last_Sourced_Price>>
C
Retrieve Approved Vendor list
A
Example P2P >> AP >> Invoice Processing and Payment ProcessApplication Stack - SAP / Plex / Oracle + SharePoint + Email + Custom Applications
AP
Use
rA
P M
anag
er
Pay
me
nt
A
cc
ou
nta
nt
Scan/Open Invoice
Create New Invoice Record
Match Invoice Data with
Vendor Master
Match Invoice against Delivery
<<Invoice Id>> <<Amount>>><<PO>> <<due date>>
<<vendor id>>
<<Vendor ID >> <<Status>> <<PO>> <<Delivery Note>>
A
Invoice [Paper/em
ail/Fax]
Approval Needed?
Retrieve Invoice from Approval
Queue
Match Invoice
against PO
<<PO>> <<Amount>> <<Terms>>
CB
C
B
All Good?
Run Auto Approved Invoice
Report
Save it on SharePoint
Send Email NotificationN
Y
C
YUpdate
Approved Invoice Report
Save it on SharePoint
Send email notification
Run Rejected Invoice Report
Reject Invoice and Notify
VendorN
Add Invoice in Approval Queue
Add Invoice in Payment Queue
Add Invoice in Payment Queue
Retrieve Payment Queue
<<run date>>
Create F110 Payment
Proposal List
All Approved?
Execute Payment Run
Upload F110 Payment
Documents
Send Documents for Signature
Send Payment Advice to Vendors
Remove Rejected Payments
N
YRun Approved
Payments Report
Recommended RPA Start and Scale Strategy
Phase-wise plan – recognize enterprise level value in 12 months
Crawl
Walk
Run
1. Identify 1-2 low complexity use cases.2. Pilot run3. Measure
1. Identify 2-3 Medium complexity use cases.2. Deploy & Measure 3. Define scale architecture
1. Define OCM plan 2. Define broader use-case funnel3. Implement & Measure4. Create cross functional scale plan
3-4 Weeks 2-3 Months 6-8 Months
TimeL H
Val
ue
Po
ten
tial
H
Criteria for selecting processes for automation
Key Questions
1. How is your enterprise data organized? Centralized orfederated? structured or unstructured, mixed?
2. How much time/efforts do you need to put togetherstandard recurring reports?
3. How many excel sheets do you use to run a sub-routinewithin a process ? Say JIT inventory or WO planning?
4. How much do you use collaboration platforms likeSharePoint?
5. What is the distribution of your workforce acrossplanning, operations and continuous improvement?
Process Complexity
Transaction volume
Rule based repeatability
RPA Sweet Spot
1 2
3
• Process complexity - No. of interfaces,entities, systems, data exchange, anddecision elements
• Transaction volume - No. of transactionsprocessed per day/month across systems
• Rule based repeatability - Transactionsgoverned by rules with low variability andexception scenarios
Process Discovery as a precursor to Process Automation
Process Discovery
1. Capture all the data and process flow variations.
2. Develop Structure data and map processes.
3. Create single version of truth of processes
Enterprise Automation Strategy
1. List the process maps and determine candidates
2. Develop current process cost model
3. Define Automation led direct savings
4. Define Automation led indirect savings
5. Create Reference cost model
Deployment Strategy
1. Define a 3 Year ramp up plan2. Determine Bot Infrastructure
Requirements3. Create a Citizen Development
CoE4. Create Bot Lifecycle
Management process
Question 3: What’s the biggest challenge in your organization for starting and scaling RPA
Process documentation is light and incomplete.
Application portfolio is archaic and heterogeneous.
Awareness of Strategic Business Value RPA can bring to the Enterprise
A
B
C
Talk to us on
Your Enterprise Automation Strategy for business processes and functions
Your purpose built RPA platform
Starting and scaling RPA with lowest ICO and fast ROI /ROA
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