SMART LEAN - Accenture Banking Blog
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YOUR CONTACTS Alexandre Rosenwald Associate Director alexandre.rosenwald@accenture.com +33 6 09 47 97 71 Sophie Jacquemet-Richard Senior Principal s.jacquemet-richard@accenture.com +33 6 74 67 08 60
SMART-LEAN, OR HOW TO TAKE THE BEST OF LEAN AND SMART AUTOMATION APPROACHES Smart Lean An approach combining the best of the 2 levers to maximize and secure the automation of optimized & value-added processes Process improvement Automation approach approach allowing quick (RPA) of all or part of & long-term savings, a low added value BUT… Lean Smart process, BUT… automation ✓ Respond quickly and ✓ Automate repetitive … Which is generally effectively to process tasks with low added … Which is generally limited to non-IT inefficiencies value taken as an IT project opportunities (because ✓ Set up suitable ✓ Allow employees to and misses the Added expensive, complex & operating methods focus on high-value Value module of the time-consuming to set ✓ Significantly reduce lead added activities process automation up in IT) times and stocks and (“customer” contact) increase productivity ✓ Secure non-quality Copyright © 2021 Accenture All Rights Reserved.
SMART LEAN BOOSTS LEAN BENEFITS AND ADDRESSES ITS LIMITATIONS FOR GREATER IMPACTS Comments Benefits Limitations ➢ As is process 1 2 3 4 5 6 The baseline process suffers from • Value added time is a rework, waiting times and wasteful small percentage (10% activities performed by manpower to 20%) of total lead time ➢ Automated only process Some tasks are automated and • Less workload • Value-added blind Reduced some, tasks are reordered so that 1 2 3 5 4 6 Lead • Less waiting time • Non value-added tasks man/machine interactions are remaining, some being Time • Less lead time limited automated ➢ First, Lean the process… Reduced • Less workload 1 2 5 4 6 Some non value added tasks are • Some non value added Lead optimized, even removed • Less waiting time tasks remain and Time • Less lead time consume capacity 3 ➢ … then Smart Automate the Leaned process • Less workload 1 2 5 4 6 Reduced Lead Value-added tasks and remaining • Less waiting time Time Non valued added tasks are • Less lead time automated • Manpower focused on vaalue-dded tasks Legend Non value-added task Performed by manpower Value-added task Performed by Smart automation Copyright © 2021 Accenture All Rights Reserved. 4
DEPENDING ON THE TYPE OF WASTE LEAN OR SMART AUTOMATION WILL BE MOST SUITED, SMART LEAN ENABLES TO TACKLE ALL TYPES OF WASTE EFFICIENTLY 8 types of wastes Power of Lean & Smart automation Comments Transportation - Unnecessary movements • Tours improvement, batch sizing of products & materials • Digitalization topic rather than RPA topic Inventory - Excess products and materials • Pulled flow, Work-In-Process control not being processed • 24/24 bandwidth and automation led flash time reduction • Non value added activities deleted/ diminished Motion - Unnecessary movements by • Automation boosted Lean benefits e.g. cross applications people (e.g. walking, cross applications information transfer by bots navigation) Waiting - Wasted time waiting for the next • One-piece flow, validation frequency increase, batch downsizing step in the process • 24/24 automation led shrinking of waiting time Overproduction - Production in excess of • Non value added inputs/outputs deleted/ diminished need • Automation led “on demand” volume adjustment Over-processing - More work or higher • Focus on client value-added, tasks re-ordering, “just in case” quality than is required by the customer activities questioning, complexity segmentation • Automation of simplified activities Defects - Efforts caused by rework, scrap, • Mistake proofing, data format enforcement and incorrect information. • Automation powered mistake proofing, audit trail Miss-utilized talents - Underutilizing • Non value added tasks minimized, competencies matrix people’s talents, skills & knowledge • Bots focused on repetitive tasks, manpower on value-added tasks Lean Copyright © 2021 Accenture All Rights Reserved. Smart automation 5
THE SMART LEAN APPROACH IS BASED ON A 5 STEPS FRAMEWORK INCLUDING AGILE DELIVERY Control new Measure As-Is Analyze root causes (Design-Build-Test bot process performance, Define opportunities process & design optimized +) Implement set-up maintenance process optimized process and continuous improvement Duration 2 to 4 weeks Duration depending 1 to 2 week to set-up 2 weeks per 2 weeks per (depending on the on complexity to and then ongoing process process scope to cover) implement activities Purpose Confirm overall problem Map the current process, track Analyze root causes and design Implement optimized new process Implement control plan & statement, identify processes performance of current situation an optimized process (Lean and develop bot when applicable continuous improvement candidate for improvement and and highlight pain points and/or Smart Automation) prioritize them ▪ Problem statement, objectives of ▪ Mapping of the current process ▪ Sources of wastes analysis ▪ Parallel Agile implementation of ▪ Transition to the Process Owner the project and key metrics ▪ Gathering pain points from the ▪ Analysis of root causes (X) and ▪ Lean only increments pilot if and Smart automation Center of ▪ Definition of project scope clients and the shopfloor / clerks effects (Y), necessary and implement Excellence (CoE) Activities ▪ Definition of Voice of Customer, ▪ Preparation of data collection plan ▪ Design of the optimized process ▪ Smart automation only ▪ Definition of Control Plan for Voice of Business & Voice of and operational definitions ▪ Smart automation adequacy increments: Design- Build -Test - continuous improvement by Process ▪ Value Stream Mapping to identify inventory Implement Process Owner ▪ Top-down assessment of processes inefficiencies ▪ Submission of all types of ▪ For hybrid solutions : tactically cut ▪ Kick-off governance with Smart efficiencies and readiness for ▪ Computation & benchmark of improvements to validation, incl process steps into manageable automation CoE optimization Process Cycle Efficiency respective business case Agile Lean and Smart Automation increments Smart automation portfolio Project charter Data Collection Plan Implementation backlog dashboard Impact financier • L’amélioration de ce processus peut amener un gain estimé en phase de pré-cadrage à 1680k Euros Enjeu / opportunité • Améliorer les pertes d’efficacité ci-dessous (à compléter): ✓ Processus de re-calcul de VL non standard Ishikawa diagram • Rationnel de l’estimation : ✓ Dif f érents niveaux de capacité des comptables Most common ✓ Réduction des pertes d’ef f icacité estimées lors du cadrage ✓ Dif f érents outils ou méthodes utilisés pour l’analyse (peu sécurisés) ✓ Equivalent à 5% de productivité (niveau de conf iance élevé sur base ✓ Dif f érents tableaux manuels de surperf ormance utilisés de benchmark) ✓ Formation de départ et continue sur GP3 insuf f isante ✓ Ref ormatage de la communication client créée par EOS ✓ Charge de travail non homogène sur la journée ✓ Opérations manuelles d’archivage I Chart of Forçages Obligations Objectifs Périmètre 1600 1 • Réduire les nombreuses pertes d’efficacité identifiées dans le • Activités réalisées en France (L’amélioration de ce processus pour processus de valorisation pour économiser en moyenne 24’ par la partie Luxembourgeoise est gérée par la filiale locale) personne • N’inclut pas: contrôles et la gestion des cours et OST (et plus 1500 globalement tous les autres projets lancés dans le cadre de POP) tools 1400 UCL=1369.3 Individual Value 1300 Planning Equipe ▪ Début des travaux avec les équipes projet le 16 Février • Sponsors : L. Scavardo ▪ Validation de la charte projet et du processus niv. 1 prévue le 20/02 • Chef de projet : Daniel Lopes (FAS) et Yves Lampe (Accenture) 1200 ▪ Fin de la phase de Mesure (processus niv. 2, identification des dysfonctionnements et mesure) prévue le 7/04 • Les membres de l’équipe côté FAS restent à définir. ✓ Comptables qui opèrent le processus (il f audra un mix entre les OPC _ ▪ Fin du test et de la validation des améliorations et mise en œuvre le valorisés, et l’expérience des comptables) 1100 X=1109.2 29/05 au plus tard ✓ REC(A) pour avoir une vue plus globale qui puisse se décliner le plus ▪ Ce planning est prévisionnel et sera affiné en fonction de l’approche largement possible qui va être adoptée, du nombre de groupes de travaux, des 1000 améliorations à apporter… 900 LCL=849.0 800 34 35 36 37 38 39 40 41 42 43 44 45 Numéro de semaine SIPOC Map Smart automation Sprint burn down Visual control Value Stream Mapping adequacy diagnostic Copyright © 2021 Accenture All Rights Reserved. management 6
A TARGET OPERATING MODEL MIXING FUNCTIONAL AND TECHNICAL ROLES IS SET UP Business lines • Identify opportunities for improvement • Implement Lean improvements • Develop business case • Qualify automation opportunities • Prioritise their own opportunities pipe • Monitor deployment plan and benefits materialisation Automation Governance • Carry out UAT • Sit on Automation governance • Sets automation guiding principles, do’s and dont’s • Prioritises pipe of improvementsonce consolidated on the many Business lines • Approves developpement of automation Automation Center of Expertise • Spreads best practices • Technically qualifies automation opportunities • Promotes post mortem key learnings • Evaluates and communicates automation opportunities complexity • Monitors improvements deployment and feasibility timeline plans and benefits materialisation across • Develops automation opportunities and implements them into business lines production • Maintains and upgrades automated opportunities • Defines and enforces developpement norms • Monitors scripts library • Defines, collects and improves automation performance KPIs • Sits on Automation governance Copyright © 2021 Accenture All Rights Reserved. 7
APPENDIX
PROCESS ASSESSMENT WILL DETERMINE WHICH SMART AUTOMATION LEVERS WE CAN LEVERAGE TO DELIVER THE MOST VALUE Smart Automation enablers To deliver tangible benefits… Process Automation for, Business Process Management for, • Repetitive Increased Productivity & lower costs • Process Orchestration • Potential to operate 24x7 • Rule Based • Scripts, macros, bath program • Structured Data • Processing costs reduced by 80% • Minibots & Auto Hotkeys Virtual Agents using, • Natural Language Processing Higher Staff satisfaction Machine learning • For human like UI or dialogue • Automate process areas involving • Eradicating monotonous tasks • Multifactor authentication human judgement and interaction allowing individuals to focus on • Knowledge Processing leveraging ML/DL based higher value work algorithms, computer vision AI Advisors technologies and virtual agents Reduction in Lead Time • Enables machines to sense, • UP to 20 times faster response & comprehend, act and learn. To processing time analyze data and make informed Natural Language Processing (AI) decisions on their own or with • The ability to understand human minimal human augmentation or language as it is spoken. Consistent quality delivered intervention. • Can deal with unstructured data • 100% Error Reduction Predictive Analytics Intelligent OCR • encompasses a variety of statistical • Advanced optical character (incl Provision of greater visibility techniques from data mining, handwriting) that allows fonts and & auditability predictive modelling, and machine different styles of handwriting to • Individual cases can be stored learning, that analyze current and be learned by a computer during and retrieved as evidence. historical facts to make predictions processing to improve accuracy about future or otherwise unknown and recognition levels and digitize events to identify risks and paper based inputs opportunities. Copyright © 2021 Accenture All Rights Reserved. 9
RPA as a lever to go one step further in the search for efficiency and digitalization... RPA (Robotised Process Automation or robotics) is the use of a virtual workforce (virtual assistants) capable of imitating human actions on a software by following a predefined script. It allows users to configure software "robots" to run all or part of existing processes, using several systems and applications, as a human would do; Internal & external systems Desktop tools • Access to internal and external applications and • Open and manipulate spreadsheets and text systems (incl. internet) editors • Navigate within applications and interact with • Export and transfer data from one file to different elements and windows another • Enter/paste the requested data • Formatting files • Export and upload files • Generate reports and graphs Data management E-mails • Open e-mails • Export attached documents • Extract / load data from systems and databases • Check the reception of the mails • Consolidate, analyze/compare, structure data • Organize mails in folders or redirect them to a sets team member according to defined rules • Perform calculations • Send an email with attachments (internal and/or external) Copyright © 2021 Accenture All Rights Reserved.
… and generate quantitative & qualitative benefits RPA brings advantages in terms of efficiency and quality while allowing great flexibility in its implementation and maintenance. Humans errors out Increasing capacity and refocusing Compliance /Audit trail staff on value and customer service Improved quality improvement (process steps are => staff satisfaction logged and stored) A robot can operate 24/7 if the Improved Cycle time reduction up to underlying applications are available efficiency at machine speed Scalability and flexibility Peaks of activity managed at less Cost saving Process cots reduced up to than the cost of one FTE Rapidly deployed resources. RPA software can quickly be set up Quick Reuse of brick that are, stored in and bots designed so that implementation libraries automation is deployed Copyright © 2021 Accenture All Rights Reserved.
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