Capgemini RPA Capabilities
Jan 22, 2018
‹#› Copyright © Capgemini 2016. All Rights Reserved
Capgemini DCX Practice | September 2016
‹#› Copyright © Capgemini 2016. All Rights Reserved
CRM and Customer Experience: Implementation Services MQ 2015 Worldwide | July 2016
Our End to End RPA Capabilities
Robotic Process Automation Experience
Robotic
Process
Automation
Solutions
End-to-end delivery and maintenance services
Flexible support from product specialists
In addition to helping our customers
with their RPA solutions, we also have
solution offerings in this space
Robotic Process Automation “as a
service” RaaS model
Servicing 3 Major Global Insurers, 3 out of top 5
Retail Banks and 2 out of top 5 Investment Banks
Several RPA robots implemented for 4 large
financial services accounts
Global experience of 15+ implementations
900+ processes automated / 2100+ robots till date
Over 2000 FTEs saved till date
Large pool of LEAN professionals
550+ dedicated RPA specialists comprising of Lead
Developers, Senior Developers and Domain SMEs
100+ Global RPA Delivery Excellence team (CoE)
Capgemini delivery models include:
Traditional Time & Material
Competency Pool (Managed capacity)
core flex model
Fixed price work package model
Integrated Tech and Ops offering
services based model
Outcome based model
Expert Support
Comprehensive RPA Solutions
Flexible Delivery Models
Strategic Partnerships With Tool Providers
‹#› Copyright © Capgemini 2016. All Rights Reserved
Capgemini DCX Practice | September 2016
Capgemini RPA Global Presence
China
Poland
India
Brazil
Guatemala
Canada
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Capgemini DCX Practice | September 2016
Key RPA Drivers for our customers
Self - Sufficiency
Productivity
Improvement Operational
Efficiency
Cumulative productivity
improvement
Decrease in cycle time
and effort
Increase in greater
efficiencies in ‘run the
business’ (RTB) costs
Productivity Improvement Operational Efficiency Cost Optimization
Scalability
Tens, hundreds of robots can be
trained at exactly the same time
through workflow creation.
Improved Quality
100% accuracy due to high
repeatability and zero fatigue.
Higher Efficiency
Robots can work 24 hours a day, seven
days a week. Typically, one robot can do
the work of two to five FTEs.
Improved Service Delivery and
User Experience
Improved process quality, speed,
governance, security, continuity
Operations Optimization
Improved data gathering and
organization for optimized operations
Regulatory Compliance
100% compliance with stated
regulatory requirements
FTE Redeployment
Significant cost reduction in process
operations. FTE redeploy to other
initiatives
Eliminate need for expensive
Integration needs
RPA can work smoothly across
disparate systems at user level
Eliminate/Reduce losses
RPA can help eliminate losses due to
system discrepancies or delays
Cost
Optimization
Note : Specific benefits will be worked out as processes are scoped in during assessment
‹#› Copyright © Capgemini 2016. All Rights Reserved
Capgemini DCX Practice | September 2016
RPA Delivery Framework
1. Identify candidate
process / sub
process
2. Screen for
complexity and
automation fit
3. Develop and
review
requirement
specification
1. End-to-end Level
3 process review
2. Assess RPA
feasibility of
process steps
3. Develop
estimation
4. Cost/benefit
analysis
5. Risk assessment
6. Scoping initial
decision
1. Deep dive on as-is
process
2. Deep dive on
current
applications
3. Design to-be
process with RPA
4. Decision of what
moves to next
sprint
5. Define test
strategy
6. Design document
sign off
1. Develop /
configure robot(s)
2. Automation
demos
3. Develop test
cases and test
data
4. Execute tests –
SIT, UAT
1. Prepare
deployment
checklist
2. Train the support
team
3. Deploy to
production
document
4. Document
BCP/support
model
1. Go live
2. Post go live
support for 1
week
1. Opportunity
pipeline
2. Requirement
Specification
1. Feasibility report
2. Cost/ benefit/ risk
assessment
3. Estimation Model
1. Design Document
2. Process
Workflows
3. Test strategy
1. Test plan
2. Test Cases
3. SIT sign off
4. UAT sign off
1. Production
deployment
checklist
2. Support model
1. Final go live
Process SMEs Process SMEs
Application SMEs Process SMEs
Application SMEs
UAT group
Process SMEs
Application SMEs
Dev and QA teams
Deployment team
Change Mgmt.
Team
Deployment
team
Activity
Deliverable
Client
Resources
Identify
Opportunity
Feasibility
Assessment
Automation
Design
Automation and
Testing
Support Prep
and Handover
Go Live and
Post-prod
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Capgemini DCX Practice | September 2016
CL
IEN
T
Framework to manage
entire project lifecycle
through methods that best
match the project needs,
customized for RPA
Estimation models for
different types of scope –
RPA, Product/Package
implementation, Be-spoke
development, BI etc.
Tool to capture and
manage the demand for
the project/program
through a 30-60-90 day
rolling forecast
Enablers
Reusable objects
repository for
accelerated delivery
Development Location -
Automation Development Factory
Location -
Client Data Center Location -
Client Onsite
Business Process
Assessment 1 Design 2 Build & Unit Test 3 Integration 4 SIT/UAT 5 PROD 6
Client Data Center
Project Manager Automation Lead SHARED
POOL
PO
Ds -
Ba
se
d
De
ve
lop
me
nt
Fa
cto
ry AUTOMATION
POD 1 Process Analyst
Process Developer
Test Analyst
Development Environment Functional TEST Environment Virtualized SIT Environment
IT A
pplic
ation
Su
pp
ort
Te
am
s
APP 1
APP 2
APP 3
SIT/UAT Environment PROD Environment
CO
E APP 4
Deploy Best Practices
Define Standards
Train and Enable Team
AUTOMATION
POD 2 Process Analyst
Process Developers
Test Analyst
AUTOMATION
POD 2 Process Analyst
Process Developers
Test Analyst
Functional SME
Factory based RPA Delivery to roll out New Automated Processes quickly and cost effectively in an industrialized manner
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Capgemini DCX Practice | September 2016
CoE Formation
‹#› Copyright © Capgemini 2016. All Rights Reserved
Capgemini DCX Practice | September 2016
RPA Solution Accelerators
Mailbox
Desktop Apps
(incl Citrix)
Web Based
Apps
File Handling
RPA
Internals
Reporting Email Notifications/Alerts
Lotus notes Integration
Login to Citrix and Authentication
Leverage JAB for Java Apps
Triggering App launch from custom scripts
Using SAP mode to automate SAP applications
Form filing
Table Capture
Tabular Interactions
Macro-Enabled MS-Excels
Ms-Word Forms
Folder Polling
Blueprism work queues for close monitoring of tasks
Using credentials store for secured access to robots
Automated Scheduling of robots according to Business-Calendar
Managing hand-off between human and robot
• Performance Report
Business Exception Report
Mailbox
Desktop Apps (incl Citrix)
Web Based Apps
File Handling
RPA Internals
Reporting
Process
Assessment
Process
Estimation
Design Artifacts Best Practices
Benefit Analysis
SoP
Prod Support &
monitoring Access to latest releases and feature sets
Templates
• Robot Utilization Stats
Complete Dashboard view
Extracting Data Grids
Sales Force Integration
Snow Automation
Email Polling
Filtering Emails
XML Parsing
File Archival
Dynamic Folder/File
Manipulation
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Capgemini DCX Practice | September 2016
Measuring RPA Performance
Errors
avoided/Right-
at-first-time
(#, %) Time saved
through
automation
(min, %)
Cost savings Speed
improvement
Quality
improvement
Avoided IT
investments
(€)
FTE related
savings
(#, €)
Robotic
penetration
Robots/FTEs
(%, per
Market/BL)
Number of
robots
(#, %, per
Market/BL)
Community
and Assets (#
members,
#assets)
Measuring
organizational
readiness
Measuring
penetration
Measuring organizational
readiness
Objective to measure the
maturity of RPA capability
within Client
Measuring impact
Measuring how successful and
effective the implemented RPA
initiatives have been
Measuring penetration
Measuring how widely RPA has
been adopted in different
Markets
1 3
1
2
3 Business
satisfaction
(Ratings,
Surveys)
Organizational
Maturity
(roles, processes,
governance)
Maturity
Measuring
impact
2
Illustration of Applicable Performance Metrics for RPA:
Capgemini would leverage on this asset as part of the project and define the metrics on a case-by-case basis with customer
Building RPA Capability Focus on Performance Metrics
Performance
metrics
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Capgemini DCX Practice | September 2016
RPA Process Selection (Questionnaire Activity)
Good Candidate
Inputs
Structured
Excel
CSV
Flat Files
Sys Generated Email
Bad Candidate
Inputs
˟ Unstructured
˟ Handwritten Text
˟ Images
Decisions
Well-Defined
Rule-based
Decisions
˟ Undefined
˟ Conscience driven
˟ Instinctive
˟ Judgmental
Process Nature
Stable
Optimized
Repetitive
High Volume
Process Nature
˟ Unstable
˟ Constant
Optimization
˟ Very Diverse
˟ Low Volume
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Capgemini DCX Practice | September 2016
Sample RPA Prioritization and Roadmap Preliminary prioritisation based on complexity and benefits
MDM –
2.8 FTE
AR –
1.8 FTE
PAR –
5.9
FTE
MAR/FAR
– 1.6 FTE
AP –
3
FTE
Payroll
– 1
FTE
TAX –
1.6
FTE
Time
Period
Benefit
Cluster 2
(High Benefit + Low Complexity)
• 8.8 FTE saving
• Time period benefit for
timesheet entry, payroll
accounting and e-invoicing
at the end of the month
Cluster 1
(Low Benefit + Low Complexity)
• 1.4 FTE saving
• Time period benefit for AR
downloading monthly bank
statements
Cluster 3
(High benefit + High Complexity)
• 7.5 FTE saving plus AP
• Time period benefit for Tax
FTB reporting at end of
financial year and GST filing
at end of the month
Timesheet
entry – 1 FTE
Benefit
s
Co
mp
lex
ity
Insurance
Reminders – 0.5
FTE
AR 7-11
Quick Wins
0.2 FTE
Supplier Creation
and maintenance –
2.3 FTE
Run Debtor
Reports – 0.3
FTE
Project Maintenance –
New Project & New
Task – 1.9 FTE
Process
Receipts -
0.9 FTE
Project
Management –
Team member
update – 3.1 FTE
Settlemen
ts - 0.9
FTE Cash Management
– Bank Recs – 0.8
FTE
Cluster 2
(Hig
h)
(Hig
h)
Download
Bank
Statements -
0.4 FTE
Payroll Accounting
– EIT update – 0.1
FTE
Progress Claims
and Retentions – 1
FTE
FTB reporting – Monthly
GST filing – 1.6 FTE *
I/Compan
y – 0.7
FTE
Cluster 1
Cluster 3
OIT
Processing
Errors – 1 FTE
eInvoici
ng – 1
FTE
Proposed Implementation
Wave 1
• 8 Processes
• 17 FTE saving
• ~10 Bots
* Left out of immediate RPA implementation scope as an alternative solution is being
investigated
12 The information contained in this document is proprietary. Copyright © 2016 Capgemini. All rights reserved.
Presentation Title | Date
Full Development Life cycle < sample illustration>
Streams of
Work Week 1 Week 2
Weeks
3
Weeks
4
Weeks
5 & 6
Weeks
7 & 8 Week 9 Week 10
PoV
Implementatio
n
Deliverables
Initial Process Assessment Doc
(IPA)
Benefit Analysis (BA)
Process Definition Document
(PDD)
Technical design document
Test cases System test
results
Process Metrics
Operational
Impact (OID )
Release
checklist and
deployment
doc
• Timeline is illustrative and may be impacted by the complexity of the process to be automated
Already
identified
process scope
validation
Observe & record
the in-scope
processes &
generate design
Develop test cases / test data Develop test
strategy
Develop & Agree on
Automation Feasibility
scope
Signoff on Process Steps for
Automation from eBay
Checkpoint for Development
Estimates
SME Touch-Points and playback
Break / Fix
UAT by eBay
KPI measurement
Benefits
realized and
compared
against
planned
Signoff by eBay
UAT Test results
Operation impact
document (savings
and efficiency)
Exception
handling
Verifica-
tion
testing
Development of robots
Unit test Automation Artifacts
KPI
Definition
Robot
deployment
and go-live
Robot live
CoE creation
to enable
accelerated
next batch of
robots
‹#› Copyright © Capgemini 2016. All Rights Reserved
Capgemini DCX Practice | September 2016
Illustrative Case Studies
‹#› Copyright © Capgemini 2016. All Rights Reserved
Capgemini DCX Practice | September 2016
Deposits Process – Invoice/Check processing
• Phase I – JP Morgan
Lock Box Processing
is automated and
deployed into PROD
Q4-2015 & Q2-2016
• Phase II – Bank of
America (BOA) Lock
Box processing and
ACH for BOA and
SunTrust Bank.
No of agencies completed 19 22 22 22
Days 01-Mar 02-Mar 03-Mar 04-Mar
Completed without human
intervention 288 199 226 195
Exceptions requiring Human
intervention 213 247 249 113
Completed % 57% 45% 48% 63%
Exceptions % 43% 55% 52% 37%
• Single Robot – Single
agency deployed into
PROD on Q4-2015
• Nine Robot – Nine
agencies deployed into
PROD on Q1-2016
• Nine Robot – 22
agencies deployed into
PROD on Q2-2016
Accomplishments:
Scope:
Benefits: • Average equivalent of 4.7 FTE work per day
• Robots have processed 5131 checks since 1-Feb-2016
• Completion rate 51% (No human intervention)
LBR & ACH Files are
dropped into PICKUP folder
in batch cycle
11 Robot starts
@ 20:00 Hours (EST)
Each robot processes one
agency file
Exception & Performance
Reports are available into
DROPOFF folder
Robot loads check data
into work queue Process Flow:
Payment ID (Check)
selected for processing
Identifies matching invoice for
Client, Broker and Company as
per business rules
Invoice
found?
Enter the
Invoice Details
Obtain Lookup code from
Canned Report for remitter
name as per business rule
(Company, Broker & Client)
Business rules for
Debit & Credit
Full
Payment?
Y
N
Y
N
Partial Payment
Lookup Code
found? Y
Cash on
Account
N
Unidentified Cash
Full
Payment
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Capgemini DCX Practice | September 2016
Automation of Business Visa Process with RPA :
Customer : Aviation & Energy Major (Global Conglomerate, North America)
Technology
Currently, the customer
business visa processing for
Gulf nations is done manually
and administered by a third-
party vendor supporting the
business process in 24x7
mode.
Customer business seeks a
faster and cost effective
automation solution, which can
efficiently process the Business
Visa Requests with cost
effective solution.
Upon successful
implementation for one country,
customer is looking for
leveraging the Robotic solution
for global roll out starting with
Gulf Nations.
Business Requirements
A whopping $550K USD cost
saving annually
Productivity Improvement
(SLA reduced from 24 hrs. to
15 min.)
100% Process automation
resulting in greater turn around
time, no human touch and
accurate data processing with
no manual error
Peak Load Management - Peak
load processing with relative
ease so much as to increase
the robotic provision to process
100 cases a day (peak volume)
working in 24x7
FTE Productivity Improvement
– The automated processes
resulted in total benefit of
estimated 8 FTE.
Benefits
After the IPA, there was a
Wing-to-Wing (W2W) process
walk-through with functional
owners to understand the
process and create a user story
for the requirement so as
development can happen in
Agile way.
An extensive Robotic Process
Design session within the
Capgemini RPA team along
with Business SMEs to address
all possible business scenarios
and exceptions management
with due consideration if the
“bot” encounters an unusual
situation.
Deliverables:
1. Initial Process assessment
with cost benefit
2. Robotic Solution Framework &
Process Design Document
3. Global Roll out for Business
Visa for Bahrain and plan for
ROW
Approach & Deliverables
Applications
Multiple In-house developed
Web-apps, and web-forms
Robotic Process Automation - UiPath
The information contained in this presentation is proprietary.
Copyright © 2016 Capgemini. All rights reserved.
Rightshore® is a trademark belonging to Capgemini.
www.capgemini.com
About Capgemini
With more than 180,000 people in over 40 countries, Capgemini
is one of With more than 180,000 people in over 40 countries,
Capgemini is one of the world's foremost providers of
consulting, technology and outsourcing services. The Group
reported 2015 global revenues of EUR 11.9 billion. Together
with its clients, Capgemini creates and delivers business,
technology and digital solutions that fit their needs, enabling
them to achieve innovation and competitiveness. A deeply
multicultural organization, Capgemini has developed its own
way of working, the Collaborative Business Experience™, and
draws on Rightshore®, its worldwide delivery model.
Learn more about us at www.capgemini.com.