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WHY YOU SHOULD TRANSFORM PROCESSES BEFORE AUTOMATING THEM

  • Writer: amalabdreamz
    amalabdreamz
  • Nov 8, 2018
  • 3 min read

INTRODUCTION


One of the most exciting and rewarding aspects of the implementation of RPA technologies is that it is not just about connecting a technology and calling it some day. You can also rethink and rebuild to extract the full potential of automation.

If you are asked to be part of a company’s RPA initiative, or if you are leading one, you have a unique opportunity to get back to the basics, the convention questions and launch a true game-changing value within your organization.


You also have the opportunity to familiarize yourself with the years, perhaps even decades of previous design efforts.



By helping companies apply RPA, we have found two broader fields of transformation methodology. One is to quickly automate processes first and then address inefficiencies or problems related to automation over time.


The other is to exhaustively investigate, rationalize and transform a process before automating it. There are situations in which a quick solution can be valuable, even necessary. But, most of the time, the latter is much more ideal: transforming before automating will produce more sustainable results.


The development of an automation solution of any complexity will require a certain degree of a redesign of the process. Think about it: if you intend to evaluate an automation process, you are already seeing it at the granular level. 

Evaluating the process is the first step to achieve automation and transformation, so you can also transform your process to improve it while doing it.


Any process transformation that improves efficiency will be very conducive to automation. And often the true value of an RPA initiative is not simply to speed up a process, as robots do, but to do it better, or in some cases, eliminate a redundant process altogether.



Always remember that a process workflow for RPA is intrinsically different from that of an employee. Let’s see an example of how this difference can be played in the workplace:

Imagine a situation in which a process involves copying 100 data points from one application to another. An employee can process 1 or 2 at a time, scanning the applications and copying them sequentially. As a robot, look at the page as a whole, capture all data points and process them at the same time.


This “batch” processing method is optimal for a robot, but it is not possible for a human employee. And, ultimately, it can affect the way you structure your workflow to achieve optimal efficiency.


Another example to consider is the need to guarantee quality or audit procedures so that a bottom-up process is completely automated. It may be the case that audit procedures become obsolete, or at least much more simplified: employees audit other employees because errors occur and must be minimized. But in certain cases, such as calculations or data transfer, you can guarantee that an automation solution will work as programmed and with 100% accuracy.


In general, it is imperative to start your transformation journey taking into account both digital and human workers to maximize performance, efficiency and satisfaction. And let’s not forget the subsequent processes. These must evolve to adapt to the structural changes in output that result from automation.


It always aims to challenge and redesign the current process before blocking it. So, the next time you hear the words “Digital Transformation,” think about how “transformation” occurs before and report to “digital.”


 
 
 

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