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Welcome to transform now, the podcast
brought to you by robotic process automation pioneer
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blue prism. Digital transformation has the
potentially reshape the way companies service the customers,
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engage their employees and manage their operations. Whether you're looking to develop strategies,
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tactics and Best Practices to positively impact
the future of work, or you're
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curious to learn how other companies have
successfully navigated their digital transformation programs, then
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this podcast is for you. We're
here to help you transform now. Hello,
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I'm Zena Seaton, Co founder of
women in our PA and vice president
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of customer experience. Here a blue
prism. Today we're going to talk about
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how intelligent automation is transforming the supply
chain. There's no doubt it's involved tremendously
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since the beginning in the twenty century
with the introduction of the assembly line,
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but today executives are embracing a whole
new type of automation in order to optimize
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business outcomes, and that is intelligent
digital workers powered by AI and cognitive skills
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can work hand in hand with your
employees in order to improve productivity and employee
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satisfaction. And today I'm very pleased
to be joined by three women in our
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PA to discuss how they're transforming the
supply chain within their businesses. So today
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I'm joined by Vendanna from me in
a lever, Kim from Cisco and Margarita
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from the Hershey Company. Hi,
ladies, can I have you each introduce
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yourselves? Yeah, it's sure.
Thanks, Nina so much. Hey,
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guys, my name is Vandana and
I'm the director of transformation at you believer.
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I joined you leave it almost two
years ago to champion and drive it
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to the agenda, primarily for not
America, but then I also started leading
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the efforts of the global space pandemic, accelerated the need for automation and reliance
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on diagiant tools. Earlier on,
I focused on that still and technowledge the
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literacy, but then, as the
audience started maturing, I focus more on
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driving value. We are real use
cases and not BEA and intendent automasion.
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The journey has been fulfully and very
rewarding at the same time. The biggest
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success was the setup of governance and
CEOE framework within the organization to drive change
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faster. Its synergies, but excited
to be part of this planet. Gay
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Welcome, Margarita I. Ladies,
first of all, thank you for having
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me here and represent the Hershey Company. I am the business automation process controller
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at the first company and I had
been doing this for two years now and
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started early two thousand and nineteen,
a few months after we RPA team actually
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started at her sheet. I've been
with the Hershey Company for fourteen years now.
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I believe it is, and this
is the most exciting position I have
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had. I very much love dealing
with it's a jet automation, and so
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what I do is oversee all the
day today activities, tasks. But I
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don't know, I also support about
thirty plus life processes on a daily basis
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as well. I'm also supporting the
as for project to make sure that everything
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that has to do with automation goes
as smoothly as possible when we do that
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upgrade, and at the same time, I'm also leaving project for supply chain
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two point zero. That's basically it
in a nutshell. Hi, ladies,
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my name is Kim Arda. I
am the product and platform owner URPA AT
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CISCO. I've been at Cisco for
about eight and a half years now and
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for most of that time. I've
been in the business technology space about too
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a little or two years ago I
joined the RPA team and so now I
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lead the business technology side of the
R Pacoe Fer Sisco. So my team
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helped establish it was a proof of
concept team. Basically we establish the platform
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at Cisco, where we were originally
focused only on one area of business,
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but in the last eighteen months or
so we have become a fully federated enterprise
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wide program and we're now servicing all
different areas of our business. So most
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of our growth happened over the pandemic. We have planned for it to happen
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over the next couple of years,
but it happened in a very short period
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of time. So it has been
a lot of fun great sounds like all
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of you pass the embraced automation as
well as a way to optimize your supply
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chains, and thank you very much
for being here with us to discuss that
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today. So I'd like to jump
right in and a start with talking about
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how intelligent automation is being used as
a strategic lever in your businesses and really
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going beyond isolated task automation doing more
full scale. In the end, automation
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to drive transformation. So one then. I let's start with you. Can
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you share how automation is impacting UNI
levers operations and stream mining the assembly,
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production and inventory management? Yeah,
thanks, you done. Great Question.
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I think this is very important,
especially now in the covid environment, in
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order to streamline your activities and Supply
Cheam, reporting and critical data elements of
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very important. You need information in
real life, or I would say the
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really time to make an impact faster
because, and right now more than ever,
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because sometimes you get your information on
a boarding on product production based in
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winfory management and if a human being
is just runch to that information, by
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the time that informasion is there,
it's outdated already. So how do you
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make it relevent at that very moment? That you have to utilize the heap
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of police worker and that's how we
found success. So finding success with digital
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automation and I'VE BEEN BUILDING OUR WAY
and rolling it down within couple of sorts
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of units and once that made the
mark, we re located that. So
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this way we were able to streamline
quite a few things from synergies across the
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board and also streamline you save tone
of time. We've provided some time back
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for it being for people, so
that they can focus on themselves, because
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no one can understand better than the
factory environment. At this moment they are
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under stream pressure. So if you
could give them right tools, especially the
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automation type of environment, they will
ramp up first, and that's the most
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important thing, is helping the ord
me. What do you mad? Agree
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to anything you want to arm.
Yes, I would actually like to talk
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to you about this one robot that
we have. So at the Hershie Company,
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as many of you right now,
we have several brands under our arm
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bras, so twizzlers, the Hershie
brand itself, kisses and course, clean
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this Esus, and so I'm going
to pick all the resars peanut that it
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cups, which is an all time
favorite. It seems. I don't know
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if you guys have this in your
companies, but so in Hershey would there
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is a change in what of our
products, let's say like a rapper?
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Change it change in the graphics,
because there's like the march man is rapper
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or the Christmas wrapper or more things
like that, or maybe they're just changing
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the color a little bit in some
of the rappers. This in our system
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is marked with a new version number. So it goes from version, let's
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just say, Peanut Better Cup.
vers want to Peer Better Cup version one
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point one, and so it's like
a old virgin and a new version or
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a current version KUND ofring. So
we built this robot that basically goes and
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codes through all the inventory of the
former version, so the one that still
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has let's say the old color,
and it comes through that inventory and checks
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to see in which warehouses how much
inventory is left of that former version,
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and then it goes and cross references
it with open orders and it's that's up
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a report, so speak, so
that we try and use up that product
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before starting to use the new version
in all places where then it's actually allowed
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to or that the customers willn'tceive the
former version again. It's not a big
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change, it could be a minor
change and it is actually very interesting to
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see that we are now using all
that product instead of it going to waste
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or instead of it having to be
said to outlet stores or something like that.
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So with this robot were again ensuring
that all that inventory is used up
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in the best way possible versus it
going to waste. Those are great examples
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of how you're using intelligent automation to
impact your businesses. Let's talk a little
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bit about how you're using intelligent automation
to impact customers him. I understand that
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you guys have a Cisco Order Create
bought. I think you call him Jack
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Pots. You want to tell him
a little bit about Jack Pot and I
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would love to. Jack Pot is
one of our most popular and favorite so
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we call him Jack Pot because he
is our see no order, create bought.
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So he was created to assist our
associates at the Las Vegas OPCO that
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served a large casino customer and they
were spending a lot of time hand king
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in the purchase orders that were coming
in, and sometimes there were three hundred,
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three hundred and fifty four hundred pos
that would come in each day.
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So they were spending majority of their
time hand king and orders into our earp
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so we created this Jack Pot bought
for them and it uses ocur technology,
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so it pulls out the order data
that it's that's necessary and it goes directly
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into our processing and creates the order
in our earp the most exciting part of
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it for us is that we created
a dashboard for the human in the loop
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component for the Jackpot users to be
able to be involved with the BOT.
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So they go into the dashboard and
they actually can drop in the files the
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purchase orders were the bought to process. They can watch the process all the
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way through, so they can see
where it is in the process. If
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there's any failures or exceptions, they
can fix them right away right there in
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the dashboard. They can get detailed
reporting so they know if the orders were
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successfully fated or not and what they
have to do from that point forward with
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the order. So it's been incredibly
success full and in ways that we never
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could have imagined or were guested in
the business case when we were originally designing
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it. There was a couple of
of improvements in the customer service Response Times.
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They were now able to spend more
time and respond back to their customers
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with questions or in a more timely
fashion. They could spend more time on
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the phone with them and that resulted
in business saved or kept. There was
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a reduced errors ratio from just that
fingering or hand king and orders, which
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pretty much eliminated their overtime. So
was it a big win that we never
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could have accounted for. That they
were able to work with the customers and
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have increased item penetration, increased case
count sales, things like that. So
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Jack Pot has been a really a
really great bought for us, and the
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really big win Verssco. Sounds like
you guys hit the Jack Cot. Margarita,
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I know you have a bought that
works in the customer service arena as
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well, and hershy companies decided not
to name their bots like Cisco, but
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you want to tell us a little
bit about your both that helps to adjust
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pricing based upon the delivery. So
we do have a Bot that's really interesting.
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As you know, product needs to
be delivered. It's not being better
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would you are producing, if it's
furniture or windows or lamps or candy.
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And although outer product is delivered,
however, some of the rock customers have
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decided to of it pick up the
candy, and so with this happens,
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we have allowances, or credits,
if you may. Then we have to
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adjumspt the invoices for and so the
really cool part about that robot is that
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it's not fixed them out then is
actually returned or credited to that customer.
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With this robot does is it goes
and checks gas prices across the country.
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So depending on the region, sometimes
California has gas prices are a lot higher
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than maybe over here and Hershe where
we're at, and then there's probably other
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states that have it lower than we're
we're at. So the robot goes and
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calculates the gas prices in that area, the yet number of miles that the
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customers trailer or truck had to drive. So I'm trying to get at to
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the warehouse and then back, and
it does a calculation. This also goes
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against the total of the order and
the weight. So the robot does have
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calculation and then goes into the invoys
and does the credit or applies the allowance,
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as we call it, and once
that is done in the robot will
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send that to county right before it
goes there at to the customer. So
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I think that is like something really
cool. This is saving a lot of
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ours and employee satisfaction, I assume, has gone at the in that case
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as well. Yes, every time
they see me literally, will we have
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cross paths that more read? I
love the robot. I love the robot
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like Bob, so happy to hear
that. I love to hear that as
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well. It's yes to here.
So one of the things about supply chain
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and optimizing supply chain is it that's
difficult is just the sheer scale of your
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global organizations. So I'd like to
talk a little bit about how intelligent automation
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is assisting globally at your businesses.
So, Margarita, let's start with you.
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You want to share how her chess
is really helping in the orchestration of
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your global plant operations? Sure so. As some of you might be able
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to imagine, when it comes to
plants, production plants, there is so
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much that needs to be done regarding
maintenance, for example. You want to
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have those machines working as best as
possible and seven if it possible, so
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that there's no downtown of it production, and then all that delays all these
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production schedules and sometimes it will affect
the customers also. So we have a
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robot that would it does it's it
goes and takes into consideration a lot of
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things, because we want to maintain
a production life or any other area in
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a plant, you have to make
sure what the schedule is. It's there's
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a shift, change evolved it.
There's like a product that is a line
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that's going to run. A different
product is evolved and therefore they deep clean
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or deep cleanse that lie before they
run that other product and a whole bunch
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of different stuff. So this robot
goes and takes all that into consideration and
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then checks to see where the maintenance
isn't heeded so that again, there's no
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downtime, and then spits out a
report with a suggested schedule for maintenance with
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all sorts of different types of work, orders of dating, a band,
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cleaning, oiling, whatever, and
it sends that out. And so planners
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would used to would do this on
a daily basis and now, across the
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board we are going to give back
with the help of this robot. We're
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going to give back approximately five hundred
hours a year. Her planner. It
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is thousand wile hours, and we're
giving back to the business with this robot.
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And the only thing that they would
now need to do is was the
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robot creates that schedule, they would
review it and just make sure nothing change,
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because the robot goes by whatever was
entered during last ship, for example.
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And so if we are now for
hours into the shift and something major
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have there or something like that,
then they'll have to like make those changes
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manually, but it's nowhere near what
they would have to do or what they
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would have had to do before the
robots. What I'm Geyou say, yeah,
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awesome it. That is a very
interesting can. I'm guessing you also
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have something of the sort we do. To your points, we have a
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huge operation. So the size of
our enterprise in a complexity of our operations
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make product management a key area for
Siscoe key focus for Sisco. We have
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a number of boughts, but there's
two in particular that I'd like to tell
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you about in this space. The
first one, the first thought, is
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walled out and while, though,
is our opcode to UPCO invoice sourcing and
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vouchering Bot. So basically what he
does is up go to opcode, he
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compares open patables to open receivables and
if he finds a match, then he
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will go and Bouch them in our
ARP. While, though, processes more
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than five hundred of these in voices
on a weekly basis, and that's around
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threezero hours in a little over a
year that he has saved. So he
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has been a phenomenal Bot for us
in that space. The second about that.
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I'd like to tell you about his
laft and he is our fresh to
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frozen bought. So all off is
our product conversion and Po Processing Pot.
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He processes purchase orders each day that
convert fresh product into frozen product. So
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a loft says our business about twenty
five hundred hours each year. So he's
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also been an exciting thought for us, and these two bots have helped our
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business by taking that work off of
their plates, allowing them to focus on
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just the outlier cases or any referrals
that might come from that. I want
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to say about forty two hundred hours
have been saved for the business just from
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those two bots. Product management is
a huge thing for us and for automation.
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So on the other end of the
spectrum, we do have a Pott
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named melt and he tails suppliers looking
for invoices or so that they can get
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paid. On the other side of
the coin, we're also introducing automation to
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help our customers or our suppliers in
that space as well. Those are great
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examples. And Bamma, let's go
back to you and have you share an
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example. You started our panel here
today talking about how you're leveraging real time
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data in order to drive performance improvements
in your plant. You want to share
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some specific examples that you guys are
using there? Yeah, so data is
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ski and I think that brings some
crustin and then brings some sick connection with
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your people. That what actually you
want to do. So reporting, as
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I mentioned earlier, to do need
reporting everywhere in every department and equal every
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place. You need for day,
because how will you show with that whatever
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you're trying to through is making in
fact? So, with that said,
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first of all, when we started
in Suppli chain out votes with important that
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we started replicating and once one was
really started into on multiple sucing unit,
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then we started using data to show
this to dash water across all the sus
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in unit. So again, very
your time. And the good part is
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then when you showcase your information and
people not a to believe in it and
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they can run with it directly.
So you don't have to wait for that
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moment where you are struggling and reconciling
having an automation in the work in place,
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a sea in place, to have
already done that team. So now
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people go in, they trusted,
they move forward with it, they believe
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in it and they understand that it
is going to give them value from there.
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And this is not just being successful
now we're trying to take it forward
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across the global sourcing unit that if
something is working here, maybe we can
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tweak and wrist and modify it,
maybe plug in play, but somethings which
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we can do, which we have
already been very successful when, and I
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would say that the first one which
we build, there was trouble. I
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mean there are always flings in order
to have some gains, and that's where
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we went through the whole frost.
The figuring how which one will be the
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right one which will save us done
of time. But once we did it,
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I don't think there was any stopping
that. So definitely data has been
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very powerful in US for driving change
management, bringing that collaboration between teams.
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And when you have ton of data, the most important things you also have
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to pocose on. Is the data
right, secure? Is it in your
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cloud? Is it in every place? As you go through that, your
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CEOE also helps. Your prompts you
to make sure you have taken care of
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all insteads. So I would say
having a cooe which established all US two
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years ago and enjoying. That was
a big mark because now everything goes through
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it in points. Are Recognize if
we have to change up pivot at any
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given point of time, bring it
up and we discuss and make changes.
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Now we are becoming proactive as far
as we publish out medities within the team
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that this is what we're working on. We check it before and otherwise you
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are catching the information which be wrong
or which could be detrimental. But all
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these processes and checkpoints along the way, I think that strengthen process and now
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we can trustily say that these bots
are not worths who are running a mark,
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but these are actually addict value and
giving you a lot of time back
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and that I'm curious. How easy
is it to lift and shift success that
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you've seen in one plants, region, maybe area of the world to another?
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Is that fairly easy or is it
a do over? So moving from
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country slightly challenging depending on what system
they have, but within the country definitely
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ready. But if those systems are
entirely different, then you have to basically
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start from scratch. Then it is
a new pot on together. Okay,
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if in situations where you have entirely
save favwork seemed set up. Save me
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r piece. Then it is much, much easy. And do you have
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a federated CIE LIKE CAM AT CISCO? So I establish one within my own
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organization. So that is the only
cooe we have. I'm trying to make
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it bigger and take it in global
so most people can utilize it and understand
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and actually the power behind it.
So the most important thing that people should
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understand. Why do we need the
see? So I had to start from
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there and now ours is very successful. So I'm going to replicate it,
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if the interest of making bigger and
streamlining it across so that people understand once
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it has done and made a mark. If this one would be easier,
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because no BOT will be in bold
and moving a coe from another place a
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replicating rather. But definitely learned a
lot during every step. Where are the
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pitfalls? What are the checkpoints where
a person should focus on? What are
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the things you should look at earlier, on simple thing as rec metrics as
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part of your uni, making sure
people are there, who needs to be
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responsible for what, and I would
say they're and then making sure another simpathing
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communication is very clear. So the
CEW plays multiple roles. From the grounds
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up to making sure it is elevated
to a point where all communications are going
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constantly and people are, you know, in the know that we have something
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great. One of the things you
touched on there is around trust in the
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intelligent automation. Share with US some
techniques or some tactics or some strategies that
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you have employed in order to build
that trust. So I would go back
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a bit. When I started this
whole transformation is in the organization, the
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most important thing actually was trussed.
But because if few people are trusting you,
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your employees are trusting you that,
obviously they will move faster with you.
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They will be the champions who will
drive this change with you. But
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if they don't believe and then and
if they don't trust, then you can
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go only so far. And Trust
come with awareness. Trust comes with knowledge,
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trust comes with believing in it and
fully aware of what automation actually can
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bring you. So obviously the first
thing was starting with that, because when
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you are transforming or automating your repetitive
and boarding tasks, that ar first thing
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you think about and then when we
you make sure, then you take it
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out me plus or further. So
we started there and when people started seeing
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the power of it that, yeah, it is saving me hours, maybe
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I can do something better than what
I was doing before, whether it is
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reporting or maybe reconcigning or maybe running
your plans or sourcing unit. You are
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getting something that you wot in your
inbox at, let's say a am for
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that probably you were spending hours,
maybe a couple of days to get it
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and not even able to deliver at
a am on Monday mornay. So these
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things actually helped that trust. That
actually solidified that trust that, yes,
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this automation is going to help us, not tract us, not take us
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behind, because you have to make
sure people understand the value prop before they
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get on with you on the bandwagon. So that's where it started and when
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people started just trusting and believing,
they started championing and eventually it got like
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wines by it a pandemic accelerating that. And then we are at a point
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view of maturity in odd us the
goods. What I were voting repetitive sort
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of definition. Wise, we are
getting there. So see would be how
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do you motivate at us to take
it beyond that? So intelligent automission.
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And then I put our photomensions so
how can he replies vehicle wind with anything
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else the I'm she learning or what? So I would say that brings maturity
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in your audience pots for trust is
a lust. I would sup say that
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in the Tagline Trust as a lust
the good. Without that, I don't
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you can move any faster in your
organization. And when you show them the
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power up beard, that your data
is sound, your be the bill in
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dignities. That I think the other
do I like trust is a must.
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I'm gonna I'm going to use that
one myself. Can you want to share
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some secrets that you've had and building
trusts within your business? Yeah, absolutely.
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Like everybody else, we were met
with resistance when we first started with
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automation. I think there's a misconception
out there when you introduce automation into a
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space that there's a potential for job
disruption. Right. That has not been
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the case. That CIS go at
all, and so it just took a
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little bit of time for people to
realize that was the case. That I
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think there's three main points when I
think back on our journey and that I
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can think of that made a difference
in the first one was a showcase that
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we did. We invited everyone to
come and there were different stations that they
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would travel around to and the very
first one was with me, where I
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gave a presentation on what our PA
is and what it isn't, right,
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so that was that was big.
We, you know, featured a couple
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of bots, so they got to
learn about the bots and what they did.
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And then one of the most popular
stations was a build your own bought
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station. That we present it,
and so that was really fun. They
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enjoyed getting to actually hands on build
a fun little Game Bot. So that
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was one big thing. The second
part where I know think change was made
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as when we started having the business
named the bots, because we're telling them
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that these digital workers are their teammates
right there, their partners, their help
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they're there to help make their jobs
more efficient, right, or do the
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things for them that they need done
before they can start their jobs. So
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all their teammates have names. So
we started naming the bots and have come
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up with quite a few really fun
ones, like Jack Pot was our casino,
355
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but I mean all off is our
fresh too frozen bought, which any
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of you have small children. We
learned about Olaf, the lovable snow man
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right, the from frozen, so
that's where that bought got his name.
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And then finally, the third point
was our human in the loop dashboard.
359
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So this allowed our users access to
the bots. Right, they were essentially
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in control will these spots. So
they couldn't take their jobs if they were
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in control of them and very involved
in the entire process of what they were
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doing. So I do think that
those three things were essential in our internal
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customers not only beginning to trust automation
but beginning to welcome automations into their team.
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So it's been a great journey for
us. But to the second point
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of that is security and compliance.
Right, that has become a key focus
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vers SCO as well as probably in
the industry rate. It's been exciting to
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watch this evolved. In the beginning
people weren't quite sure if they could believe
368
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in the security of the bots and
we employ all of the industry, you
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know, Best Practices and standards.
We work only within our secure network,
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we use single sign on technology and
we use encryption technology for a sensitive information
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that the bots might use. What's
been exciting is now our security team actually
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requires about to handle any secure information. So there's been a big shift in
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the mindset with that. It's been
really fun to help drive that change too,
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I'm sure, as you're helping to
drive that transformation at your business.
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So, Marbarta, let's finish with
you sharing your thoughts on how to drive
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trust within your employees and your risking
compliance teams for intelligent automation. Sure.
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So, before I say that,
I just want to build a little bit
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what you lads had said about little
digital workers running arouction, because at the
379
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beginning there was actually people at hers
that then imagined. It's not that they
380
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really thought it was going to be
like that, but they would say,
381
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oh, I was imagining like a
real robot sitting at a computer to kind
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of like doing it, and will
would like continue and just get a kick
383
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out of that. Again, it's
not that they were real thinking going to
384
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be a robot sitting there, Star
Wars type think at the beginning, I
385
00:30:33.119 --> 00:30:37.039
do have to say there was a
lot of it from all the teams that
386
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we were trying to work with.
As time went by and slowly but surely
387
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robots were created and they pink to
life and people started seeing all the tie
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00:30:48.440 --> 00:30:52.079
now that they had on their hands
to do other stuff because, as we
389
00:30:52.200 --> 00:30:56.240
know, a lot of the digital
workers are usually doing routine type tests.
390
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Not We're not at at the point
where we're using artificially intelligence. So everything's
391
00:31:03.319 --> 00:31:07.160
really routine based. So we took
all that and work away from the people
392
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that we were working with and slowly
over time, with the reports, with
393
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testing, with showing them, with
them seeing the results, with abandoned and
394
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said do they get their Monday morning
and out? They don't need to do
395
00:31:21.839 --> 00:31:23.480
that huge report that used to take
them an hour and a half, right
396
00:31:23.640 --> 00:31:27.039
or a daily basis. They need
to do something else that they need to
397
00:31:27.160 --> 00:31:30.200
do now. The robot run said, you know, at five am and
398
00:31:30.240 --> 00:31:34.279
by a ton. Somebody start working
at six thirty seven. They have the
399
00:31:34.440 --> 00:31:40.480
report there and bring you to go. And so people put the guard down,
400
00:31:40.640 --> 00:31:42.960
so to speak, and welcome the
digital workers. Now to the point
401
00:31:44.119 --> 00:31:48.599
where we have so the word got
out. We have customers that keep coming
402
00:31:48.680 --> 00:31:49.759
back and can you do this,
can you do that? Keep that,
403
00:31:49.920 --> 00:31:52.440
and most of the Times it's yes, we can't. And then there's some
404
00:31:52.559 --> 00:31:56.480
of them like now, we're not
quite there yet because actually we're not doing
405
00:31:56.599 --> 00:32:00.039
artificial telligence. You still need to
send out the email you still need to
406
00:32:00.119 --> 00:32:04.839
wait for response or you still need
to good to meeting and see what's decided
407
00:32:04.920 --> 00:32:10.119
by the situation. And so people
are welcoming our PA a lot more and
408
00:32:12.160 --> 00:32:15.960
they it's very interesting to see the
change where we would go and talk to
409
00:32:16.079 --> 00:32:22.720
a manager and explain what our PA
was about and then try and figure out
410
00:32:22.799 --> 00:32:28.240
which process we could automate for them, whereas now the shift is has gone
411
00:32:28.359 --> 00:32:34.359
to hey, we have all these
processes and we think, from what we've
412
00:32:34.400 --> 00:32:37.920
heard from other teams or from you, we think you can help us with
413
00:32:37.039 --> 00:32:40.599
all these ten of them and then
we'll look into those. Will do the
414
00:32:40.640 --> 00:32:46.240
minor tweak sometimes there's data standardization and
the stuff like that, or optimized process
415
00:32:46.319 --> 00:32:52.400
before we automate it. But it's
been a very interesting shift. Regarding security,
416
00:32:52.680 --> 00:32:57.519
we have a very stringent request for
access for each of the robots.
417
00:32:57.720 --> 00:33:02.039
So the way we do that is
because, can said, it's like somebody
418
00:33:02.119 --> 00:33:07.880
that's part of your team. It's
like a new employee or a new contractor
419
00:33:07.119 --> 00:33:09.920
or something like that. Even though
we do not give the names, they
420
00:33:10.000 --> 00:33:15.279
do have a name within appresing network
and they have each have their own user
421
00:33:15.359 --> 00:33:20.160
Id. So it is like an
employee that if I'm if I applied for
422
00:33:20.240 --> 00:33:23.000
the job and I got it,
I would only get the roles or the
423
00:33:23.119 --> 00:33:29.640
access to the ARP or whichever other
system the robot I need to use as
424
00:33:29.720 --> 00:33:34.720
if they actually were a person and
you employee and would have to get access
425
00:33:34.759 --> 00:33:37.960
to certain things within the system.
We do exactly the same thing for the
426
00:33:38.039 --> 00:33:44.359
box. And then, because of
that, that has also helped with avoiding
427
00:33:44.400 --> 00:33:49.680
segregation of beauties or that all entire
issue, and it has also helped the
428
00:33:49.759 --> 00:33:54.519
team welcome our PA on a different
type of the level, because we know,
429
00:33:54.720 --> 00:34:00.240
for example, in all RP systems
and we click, that you do
430
00:34:00.680 --> 00:34:04.039
when you log, it is recorded
the time pout. Then it what they
431
00:34:04.119 --> 00:34:07.519
did and all that. So because
they now know that the robot also has
432
00:34:07.559 --> 00:34:12.719
a user ID, every time the
robot does a plaque and the ARP system,
433
00:34:13.000 --> 00:34:15.960
they're going to know exactly but the
robot did or did not do or
434
00:34:15.079 --> 00:34:20.280
poo in any events, entered that
information or change the day or whatever.
435
00:34:20.719 --> 00:34:24.360
N me. So it's been a
long journey, but not as long as
436
00:34:24.440 --> 00:34:30.559
I had initially thought it would be. The change has been, I guess,
437
00:34:30.679 --> 00:34:34.880
quick enough, even though I'd say
long. It's because the still be
438
00:34:35.079 --> 00:34:38.119
things involved and seemed like a long
period of time, but I'm very happy
439
00:34:38.639 --> 00:34:44.119
we're at at this point and things
just keep progressing and we're growing and it's
440
00:34:44.199 --> 00:34:47.719
all very, very interesting. The
definitely sounds like you passed the point of
441
00:34:49.039 --> 00:34:54.960
pushing that to having your community poll
and that is a wonderful sign of success
442
00:34:55.320 --> 00:35:00.960
in moving intelligent automation to being a
strategic and transformitted lover plate is. Thank
443
00:35:01.000 --> 00:35:06.039
you so much. Thanks for tuning
in to transform. Now, for more
444
00:35:06.119 --> 00:35:09.719
insightful discussions on digital transformation and more, check out our podcast channel, where
445
00:35:09.760 --> 00:35:14.199
you'll find all of our previous episodes. To make sure you never miss an
446
00:35:14.199 --> 00:35:16.760
episode, subscribe to the show on
your favorite podcast player and, if you
447
00:35:16.880 --> 00:35:21.159
like what you heard, please leave
us a review. For more information about
448
00:35:21.239 --> 00:35:25.239
digital transformation and the future of work, check out blooprismcom to learn how blooprisms
449
00:35:25.280 --> 00:35:29.719
digital workforce is enabling enterprise transformation.
Now
1
00:00:00.960 --> 00:00:05.320
Welcome to transform now, the podcast
brought to you by robotic process automation pioneer
2
00:00:05.320 --> 00:00:10.839
blue prism. Digital transformation has the
potentially reshape the way companies service the customers,
3
00:00:10.839 --> 00:00:15.720
engage their employees and manage their operations. Whether you're looking to develop strategies,
4
00:00:15.759 --> 00:00:19.760
tactics and Best Practices to positively impact
the future of work, or you're
5
00:00:19.800 --> 00:00:24.719
curious to learn how other companies have
successfully navigated their digital transformation programs, then
6
00:00:24.760 --> 00:00:30.519
this podcast is for you. We're
here to help you transform now. Hello,
7
00:00:30.600 --> 00:00:34.719
I'm Zena Seaton, Co founder of
women in our PA and vice president
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00:00:34.759 --> 00:00:38.520
of customer experience. Here a blue
prism. Today we're going to talk about
9
00:00:38.520 --> 00:00:44.119
how intelligent automation is transforming the supply
chain. There's no doubt it's involved tremendously
10
00:00:44.320 --> 00:00:48.719
since the beginning in the twenty century
with the introduction of the assembly line,
11
00:00:48.719 --> 00:00:54.119
but today executives are embracing a whole
new type of automation in order to optimize
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00:00:54.119 --> 00:01:00.920
business outcomes, and that is intelligent
digital workers powered by AI and cognitive skills
13
00:01:00.920 --> 00:01:06.519
can work hand in hand with your
employees in order to improve productivity and employee
14
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satisfaction. And today I'm very pleased
to be joined by three women in our
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00:01:11.200 --> 00:01:17.680
PA to discuss how they're transforming the
supply chain within their businesses. So today
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00:01:17.760 --> 00:01:23.599
I'm joined by Vendanna from me in
a lever, Kim from Cisco and Margarita
17
00:01:23.719 --> 00:01:26.840
from the Hershey Company. Hi,
ladies, can I have you each introduce
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00:01:26.920 --> 00:01:30.560
yourselves? Yeah, it's sure.
Thanks, Nina so much. Hey,
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00:01:30.560 --> 00:01:34.760
guys, my name is Vandana and
I'm the director of transformation at you believer.
20
00:01:36.400 --> 00:01:40.079
I joined you leave it almost two
years ago to champion and drive it
21
00:01:40.200 --> 00:01:45.079
to the agenda, primarily for not
America, but then I also started leading
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00:01:45.120 --> 00:01:49.719
the efforts of the global space pandemic, accelerated the need for automation and reliance
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00:01:49.879 --> 00:01:55.480
on diagiant tools. Earlier on,
I focused on that still and technowledge the
24
00:01:55.519 --> 00:02:00.640
literacy, but then, as the
audience started maturing, I focus more on
25
00:02:00.760 --> 00:02:05.040
driving value. We are real use
cases and not BEA and intendent automasion.
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The journey has been fulfully and very
rewarding at the same time. The biggest
27
00:02:10.599 --> 00:02:16.280
success was the setup of governance and
CEOE framework within the organization to drive change
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00:02:16.280 --> 00:02:21.879
faster. Its synergies, but excited
to be part of this planet. Gay
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00:02:21.879 --> 00:02:25.639
Welcome, Margarita I. Ladies,
first of all, thank you for having
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00:02:25.639 --> 00:02:31.039
me here and represent the Hershey Company. I am the business automation process controller
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at the first company and I had
been doing this for two years now and
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started early two thousand and nineteen,
a few months after we RPA team actually
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started at her sheet. I've been
with the Hershey Company for fourteen years now.
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I believe it is, and this
is the most exciting position I have
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had. I very much love dealing
with it's a jet automation, and so
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what I do is oversee all the
day today activities, tasks. But I
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don't know, I also support about
thirty plus life processes on a daily basis
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00:03:07.360 --> 00:03:12.759
as well. I'm also supporting the
as for project to make sure that everything
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00:03:12.800 --> 00:03:16.520
that has to do with automation goes
as smoothly as possible when we do that
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upgrade, and at the same time, I'm also leaving project for supply chain
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two point zero. That's basically it
in a nutshell. Hi, ladies,
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my name is Kim Arda. I
am the product and platform owner URPA AT
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CISCO. I've been at Cisco for
about eight and a half years now and
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for most of that time. I've
been in the business technology space about too
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a little or two years ago I
joined the RPA team and so now I
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lead the business technology side of the
R Pacoe Fer Sisco. So my team
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helped establish it was a proof of
concept team. Basically we establish the platform
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at Cisco, where we were originally
focused only on one area of business,
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but in the last eighteen months or
so we have become a fully federated enterprise
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wide program and we're now servicing all
different areas of our business. So most
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of our growth happened over the pandemic. We have planned for it to happen
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over the next couple of years,
but it happened in a very short period
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of time. So it has been
a lot of fun great sounds like all
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of you pass the embraced automation as
well as a way to optimize your supply
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chains, and thank you very much
for being here with us to discuss that
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today. So I'd like to jump
right in and a start with talking about
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how intelligent automation is being used as
a strategic lever in your businesses and really
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going beyond isolated task automation doing more
full scale. In the end, automation
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to drive transformation. So one then. I let's start with you. Can
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you share how automation is impacting UNI
levers operations and stream mining the assembly,
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00:05:02.399 --> 00:05:06.759
production and inventory management? Yeah,
thanks, you done. Great Question.
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I think this is very important,
especially now in the covid environment, in
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order to streamline your activities and Supply
Cheam, reporting and critical data elements of
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very important. You need information in
real life, or I would say the
65
00:05:21.040 --> 00:05:27.319
really time to make an impact faster
because, and right now more than ever,
66
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because sometimes you get your information on
a boarding on product production based in
67
00:05:31.279 --> 00:05:35.720
winfory management and if a human being
is just runch to that information, by
68
00:05:35.759 --> 00:05:41.279
the time that informasion is there,
it's outdated already. So how do you
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make it relevent at that very moment? That you have to utilize the heap
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of police worker and that's how we
found success. So finding success with digital
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00:05:50.879 --> 00:05:56.040
automation and I'VE BEEN BUILDING OUR WAY
and rolling it down within couple of sorts
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00:05:56.120 --> 00:06:00.920
of units and once that made the
mark, we re located that. So
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00:06:00.079 --> 00:06:04.560
this way we were able to streamline
quite a few things from synergies across the
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00:06:04.560 --> 00:06:11.600
board and also streamline you save tone
of time. We've provided some time back
75
00:06:11.680 --> 00:06:15.040
for it being for people, so
that they can focus on themselves, because
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no one can understand better than the
factory environment. At this moment they are
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00:06:18.959 --> 00:06:25.000
under stream pressure. So if you
could give them right tools, especially the
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00:06:25.040 --> 00:06:29.879
automation type of environment, they will
ramp up first, and that's the most
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00:06:29.920 --> 00:06:32.199
important thing, is helping the ord
me. What do you mad? Agree
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00:06:32.240 --> 00:06:36.040
to anything you want to arm.
Yes, I would actually like to talk
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00:06:36.240 --> 00:06:40.879
to you about this one robot that
we have. So at the Hershie Company,
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00:06:40.920 --> 00:06:44.839
as many of you right now,
we have several brands under our arm
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bras, so twizzlers, the Hershie
brand itself, kisses and course, clean
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00:06:49.839 --> 00:06:54.560
this Esus, and so I'm going
to pick all the resars peanut that it
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00:06:54.600 --> 00:06:57.720
cups, which is an all time
favorite. It seems. I don't know
86
00:06:57.800 --> 00:07:00.720
if you guys have this in your
companies, but so in Hershey would there
87
00:07:00.800 --> 00:07:04.639
is a change in what of our
products, let's say like a rapper?
88
00:07:04.759 --> 00:07:10.800
Change it change in the graphics,
because there's like the march man is rapper
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00:07:11.040 --> 00:07:14.600
or the Christmas wrapper or more things
like that, or maybe they're just changing
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00:07:14.600 --> 00:07:17.439
the color a little bit in some
of the rappers. This in our system
91
00:07:17.519 --> 00:07:23.439
is marked with a new version number. So it goes from version, let's
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just say, Peanut Better Cup.
vers want to Peer Better Cup version one
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00:07:27.040 --> 00:07:31.120
point one, and so it's like
a old virgin and a new version or
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a current version KUND ofring. So
we built this robot that basically goes and
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codes through all the inventory of the
former version, so the one that still
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00:07:41.639 --> 00:07:46.720
has let's say the old color,
and it comes through that inventory and checks
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00:07:46.800 --> 00:07:50.519
to see in which warehouses how much
inventory is left of that former version,
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00:07:50.800 --> 00:07:57.000
and then it goes and cross references
it with open orders and it's that's up
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00:07:57.040 --> 00:08:03.240
a report, so speak, so
that we try and use up that product
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00:08:03.319 --> 00:08:09.319
before starting to use the new version
in all places where then it's actually allowed
101
00:08:09.399 --> 00:08:15.639
to or that the customers willn'tceive the
former version again. It's not a big
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00:08:15.720 --> 00:08:18.920
change, it could be a minor
change and it is actually very interesting to
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00:08:18.920 --> 00:08:22.800
see that we are now using all
that product instead of it going to waste
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or instead of it having to be
said to outlet stores or something like that.
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00:08:26.800 --> 00:08:33.399
So with this robot were again ensuring
that all that inventory is used up
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00:08:33.399 --> 00:08:37.000
in the best way possible versus it
going to waste. Those are great examples
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of how you're using intelligent automation to
impact your businesses. Let's talk a little
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00:08:43.279 --> 00:08:50.039
bit about how you're using intelligent automation
to impact customers him. I understand that
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00:08:50.080 --> 00:08:54.240
you guys have a Cisco Order Create
bought. I think you call him Jack
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00:08:54.320 --> 00:08:58.360
Pots. You want to tell him
a little bit about Jack Pot and I
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00:08:58.399 --> 00:09:03.120
would love to. Jack Pot is
one of our most popular and favorite so
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00:09:03.240 --> 00:09:07.639
we call him Jack Pot because he
is our see no order, create bought.
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00:09:07.639 --> 00:09:13.000
So he was created to assist our
associates at the Las Vegas OPCO that
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00:09:13.159 --> 00:09:18.440
served a large casino customer and they
were spending a lot of time hand king
115
00:09:18.600 --> 00:09:22.639
in the purchase orders that were coming
in, and sometimes there were three hundred,
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00:09:22.679 --> 00:09:26.519
three hundred and fifty four hundred pos
that would come in each day.
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00:09:26.559 --> 00:09:31.840
So they were spending majority of their
time hand king and orders into our earp
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00:09:33.200 --> 00:09:39.120
so we created this Jack Pot bought
for them and it uses ocur technology,
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00:09:39.120 --> 00:09:43.440
so it pulls out the order data
that it's that's necessary and it goes directly
120
00:09:43.480 --> 00:09:50.360
into our processing and creates the order
in our earp the most exciting part of
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00:09:50.399 --> 00:09:54.440
it for us is that we created
a dashboard for the human in the loop
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component for the Jackpot users to be
able to be involved with the BOT.
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So they go into the dashboard and
they actually can drop in the files the
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00:10:03.879 --> 00:10:09.120
purchase orders were the bought to process. They can watch the process all the
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00:10:09.120 --> 00:10:11.159
way through, so they can see
where it is in the process. If
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00:10:11.200 --> 00:10:16.320
there's any failures or exceptions, they
can fix them right away right there in
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00:10:16.360 --> 00:10:20.639
the dashboard. They can get detailed
reporting so they know if the orders were
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00:10:20.720 --> 00:10:26.639
successfully fated or not and what they
have to do from that point forward with
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00:10:26.679 --> 00:10:31.440
the order. So it's been incredibly
success full and in ways that we never
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00:10:31.600 --> 00:10:37.320
could have imagined or were guested in
the business case when we were originally designing
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00:10:37.360 --> 00:10:41.840
it. There was a couple of
of improvements in the customer service Response Times.
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00:10:41.879 --> 00:10:46.960
They were now able to spend more
time and respond back to their customers
133
00:10:46.960 --> 00:10:52.000
with questions or in a more timely
fashion. They could spend more time on
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00:10:52.039 --> 00:10:56.559
the phone with them and that resulted
in business saved or kept. There was
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00:10:56.600 --> 00:11:01.840
a reduced errors ratio from just that
fingering or hand king and orders, which
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00:11:01.879 --> 00:11:07.600
pretty much eliminated their overtime. So
was it a big win that we never
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00:11:07.679 --> 00:11:11.200
could have accounted for. That they
were able to work with the customers and
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00:11:11.679 --> 00:11:16.840
have increased item penetration, increased case
count sales, things like that. So
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00:11:18.000 --> 00:11:20.799
Jack Pot has been a really a
really great bought for us, and the
140
00:11:20.960 --> 00:11:26.600
really big win Verssco. Sounds like
you guys hit the Jack Cot. Margarita,
141
00:11:26.679 --> 00:11:31.320
I know you have a bought that
works in the customer service arena as
142
00:11:31.399 --> 00:11:35.679
well, and hershy companies decided not
to name their bots like Cisco, but
143
00:11:35.720 --> 00:11:39.919
you want to tell us a little
bit about your both that helps to adjust
144
00:11:39.080 --> 00:11:45.440
pricing based upon the delivery. So
we do have a Bot that's really interesting.
145
00:11:45.960 --> 00:11:48.759
As you know, product needs to
be delivered. It's not being better
146
00:11:48.240 --> 00:11:52.720
would you are producing, if it's
furniture or windows or lamps or candy.
147
00:11:52.840 --> 00:11:58.240
And although outer product is delivered,
however, some of the rock customers have
148
00:11:58.360 --> 00:12:03.320
decided to of it pick up the
candy, and so with this happens,
149
00:12:03.320 --> 00:12:07.039
we have allowances, or credits,
if you may. Then we have to
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00:12:07.240 --> 00:12:13.840
adjumspt the invoices for and so the
really cool part about that robot is that
151
00:12:13.919 --> 00:12:18.600
it's not fixed them out then is
actually returned or credited to that customer.
152
00:12:18.639 --> 00:12:24.639
With this robot does is it goes
and checks gas prices across the country.
153
00:12:24.720 --> 00:12:28.960
So depending on the region, sometimes
California has gas prices are a lot higher
154
00:12:28.000 --> 00:12:33.440
than maybe over here and Hershe where
we're at, and then there's probably other
155
00:12:33.480 --> 00:12:37.360
states that have it lower than we're
we're at. So the robot goes and
156
00:12:37.480 --> 00:12:41.559
calculates the gas prices in that area, the yet number of miles that the
157
00:12:41.559 --> 00:12:46.039
customers trailer or truck had to drive. So I'm trying to get at to
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00:12:46.159 --> 00:12:50.399
the warehouse and then back, and
it does a calculation. This also goes
159
00:12:50.440 --> 00:12:56.559
against the total of the order and
the weight. So the robot does have
160
00:12:56.679 --> 00:13:01.159
calculation and then goes into the invoys
and does the credit or applies the allowance,
161
00:13:01.200 --> 00:13:05.759
as we call it, and once
that is done in the robot will
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00:13:05.759 --> 00:13:09.840
send that to county right before it
goes there at to the customer. So
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00:13:09.919 --> 00:13:13.799
I think that is like something really
cool. This is saving a lot of
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ours and employee satisfaction, I assume, has gone at the in that case
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as well. Yes, every time
they see me literally, will we have
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cross paths that more read? I
love the robot. I love the robot
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like Bob, so happy to hear
that. I love to hear that as
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well. It's yes to here.
So one of the things about supply chain
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and optimizing supply chain is it that's
difficult is just the sheer scale of your
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global organizations. So I'd like to
talk a little bit about how intelligent automation
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is assisting globally at your businesses.
So, Margarita, let's start with you.
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You want to share how her chess
is really helping in the orchestration of
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your global plant operations? Sure so. As some of you might be able
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to imagine, when it comes to
plants, production plants, there is so
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much that needs to be done regarding
maintenance, for example. You want to
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have those machines working as best as
possible and seven if it possible, so
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that there's no downtown of it production, and then all that delays all these
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production schedules and sometimes it will affect
the customers also. So we have a
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robot that would it does it's it
goes and takes into consideration a lot of
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things, because we want to maintain
a production life or any other area in
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a plant, you have to make
sure what the schedule is. It's there's
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a shift, change evolved it.
There's like a product that is a line
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that's going to run. A different
product is evolved and therefore they deep clean
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or deep cleanse that lie before they
run that other product and a whole bunch
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of different stuff. So this robot
goes and takes all that into consideration and
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then checks to see where the maintenance
isn't heeded so that again, there's no
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downtime, and then spits out a
report with a suggested schedule for maintenance with
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all sorts of different types of work, orders of dating, a band,
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cleaning, oiling, whatever, and
it sends that out. And so planners
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would used to would do this on
a daily basis and now, across the
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board we are going to give back
with the help of this robot. We're
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going to give back approximately five hundred
hours a year. Her planner. It
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is thousand wile hours, and we're
giving back to the business with this robot.
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And the only thing that they would
now need to do is was the
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robot creates that schedule, they would
review it and just make sure nothing change,
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because the robot goes by whatever was
entered during last ship, for example.
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And so if we are now for
hours into the shift and something major
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have there or something like that,
then they'll have to like make those changes
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manually, but it's nowhere near what
they would have to do or what they
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would have had to do before the
robots. What I'm Geyou say, yeah,
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awesome it. That is a very
interesting can. I'm guessing you also
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have something of the sort we do. To your points, we have a
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huge operation. So the size of
our enterprise in a complexity of our operations
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make product management a key area for
Siscoe key focus for Sisco. We have
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a number of boughts, but there's
two in particular that I'd like to tell
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you about in this space. The
first one, the first thought, is
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walled out and while, though,
is our opcode to UPCO invoice sourcing and
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vouchering Bot. So basically what he
does is up go to opcode, he
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compares open patables to open receivables and
if he finds a match, then he
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will go and Bouch them in our
ARP. While, though, processes more
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than five hundred of these in voices
on a weekly basis, and that's around
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threezero hours in a little over a
year that he has saved. So he
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has been a phenomenal Bot for us
in that space. The second about that.
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I'd like to tell you about his
laft and he is our fresh to
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frozen bought. So all off is
our product conversion and Po Processing Pot.
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He processes purchase orders each day that
convert fresh product into frozen product. So
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a loft says our business about twenty
five hundred hours each year. So he's
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also been an exciting thought for us, and these two bots have helped our
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business by taking that work off of
their plates, allowing them to focus on
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just the outlier cases or any referrals
that might come from that. I want
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to say about forty two hundred hours
have been saved for the business just from
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those two bots. Product management is
a huge thing for us and for automation.
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So on the other end of the
spectrum, we do have a Pott
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named melt and he tails suppliers looking
for invoices or so that they can get
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paid. On the other side of
the coin, we're also introducing automation to
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help our customers or our suppliers in
that space as well. Those are great
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examples. And Bamma, let's go
back to you and have you share an
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example. You started our panel here
today talking about how you're leveraging real time
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data in order to drive performance improvements
in your plant. You want to share
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some specific examples that you guys are
using there? Yeah, so data is
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ski and I think that brings some
crustin and then brings some sick connection with
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your people. That what actually you
want to do. So reporting, as
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I mentioned earlier, to do need
reporting everywhere in every department and equal every
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place. You need for day,
because how will you show with that whatever
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you're trying to through is making in
fact? So, with that said,
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first of all, when we started
in Suppli chain out votes with important that
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we started replicating and once one was
really started into on multiple sucing unit,
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then we started using data to show
this to dash water across all the sus
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in unit. So again, very
your time. And the good part is
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then when you showcase your information and
people not a to believe in it and
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they can run with it directly.
So you don't have to wait for that
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moment where you are struggling and reconciling
having an automation in the work in place,
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a sea in place, to have
already done that team. So now
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people go in, they trusted,
they move forward with it, they believe
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in it and they understand that it
is going to give them value from there.
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And this is not just being successful
now we're trying to take it forward
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across the global sourcing unit that if
something is working here, maybe we can
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tweak and wrist and modify it,
maybe plug in play, but somethings which
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we can do, which we have
already been very successful when, and I
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would say that the first one which
we build, there was trouble. I
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mean there are always flings in order
to have some gains, and that's where
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we went through the whole frost.
The figuring how which one will be the
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right one which will save us done
of time. But once we did it,
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I don't think there was any stopping
that. So definitely data has been
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very powerful in US for driving change
management, bringing that collaboration between teams.
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And when you have ton of data, the most important things you also have
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to pocose on. Is the data
right, secure? Is it in your
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cloud? Is it in every place? As you go through that, your
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CEOE also helps. Your prompts you
to make sure you have taken care of
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all insteads. So I would say
having a cooe which established all US two
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years ago and enjoying. That was
a big mark because now everything goes through
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it in points. Are Recognize if
we have to change up pivot at any
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given point of time, bring it
up and we discuss and make changes.
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Now we are becoming proactive as far
as we publish out medities within the team
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that this is what we're working on. We check it before and otherwise you
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are catching the information which be wrong
or which could be detrimental. But all
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these processes and checkpoints along the way, I think that strengthen process and now
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we can trustily say that these bots
are not worths who are running a mark,
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but these are actually addict value and
giving you a lot of time back
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and that I'm curious. How easy
is it to lift and shift success that
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you've seen in one plants, region, maybe area of the world to another?
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Is that fairly easy or is it
a do over? So moving from
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country slightly challenging depending on what system
they have, but within the country definitely
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ready. But if those systems are
entirely different, then you have to basically
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start from scratch. Then it is
a new pot on together. Okay,
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if in situations where you have entirely
save favwork seemed set up. Save me
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r piece. Then it is much, much easy. And do you have
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a federated CIE LIKE CAM AT CISCO? So I establish one within my own
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organization. So that is the only
cooe we have. I'm trying to make
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it bigger and take it in global
so most people can utilize it and understand
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and actually the power behind it.
So the most important thing that people should
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understand. Why do we need the
see? So I had to start from
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there and now ours is very successful. So I'm going to replicate it,
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if the interest of making bigger and
streamlining it across so that people understand once
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it has done and made a mark. If this one would be easier,
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because no BOT will be in bold
and moving a coe from another place a
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replicating rather. But definitely learned a
lot during every step. Where are the
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pitfalls? What are the checkpoints where
a person should focus on? What are
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the things you should look at earlier, on simple thing as rec metrics as
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part of your uni, making sure
people are there, who needs to be
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responsible for what, and I would
say they're and then making sure another simpathing
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communication is very clear. So the
CEW plays multiple roles. From the grounds
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up to making sure it is elevated
to a point where all communications are going
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constantly and people are, you know, in the know that we have something
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great. One of the things you
touched on there is around trust in the
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intelligent automation. Share with US some
techniques or some tactics or some strategies that
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you have employed in order to build
that trust. So I would go back
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a bit. When I started this
whole transformation is in the organization, the
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most important thing actually was trussed.
But because if few people are trusting you,
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your employees are trusting you that,
obviously they will move faster with you.
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They will be the champions who will
drive this change with you. But
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if they don't believe and then and
if they don't trust, then you can
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go only so far. And Trust
come with awareness. Trust comes with knowledge,
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trust comes with believing in it and
fully aware of what automation actually can
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bring you. So obviously the first
thing was starting with that, because when
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you are transforming or automating your repetitive
and boarding tasks, that ar first thing
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you think about and then when we
you make sure, then you take it
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out me plus or further. So
we started there and when people started seeing
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the power of it that, yeah, it is saving me hours, maybe
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I can do something better than what
I was doing before, whether it is
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reporting or maybe reconcigning or maybe running
your plans or sourcing unit. You are
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getting something that you wot in your
inbox at, let's say a am for
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that probably you were spending hours,
maybe a couple of days to get it
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and not even able to deliver at
a am on Monday mornay. So these
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things actually helped that trust. That
actually solidified that trust that, yes,
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this automation is going to help us, not tract us, not take us
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behind, because you have to make
sure people understand the value prop before they
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get on with you on the bandwagon. So that's where it started and when
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people started just trusting and believing,
they started championing and eventually it got like
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wines by it a pandemic accelerating that. And then we are at a point
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view of maturity in odd us the
goods. What I were voting repetitive sort
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of definition. Wise, we are
getting there. So see would be how
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do you motivate at us to take
it beyond that? So intelligent automission.
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And then I put our photomensions so
how can he replies vehicle wind with anything
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else the I'm she learning or what? So I would say that brings maturity
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in your audience pots for trust is
a lust. I would sup say that
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in the Tagline Trust as a lust
the good. Without that, I don't
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you can move any faster in your
organization. And when you show them the
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power up beard, that your data
is sound, your be the bill in
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dignities. That I think the other
do I like trust is a must.
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I'm gonna I'm going to use that
one myself. Can you want to share
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some secrets that you've had and building
trusts within your business? Yeah, absolutely.
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Like everybody else, we were met
with resistance when we first started with
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automation. I think there's a misconception
out there when you introduce automation into a
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space that there's a potential for job
disruption. Right. That has not been
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the case. That CIS go at
all, and so it just took a
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little bit of time for people to
realize that was the case. That I
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think there's three main points when I
think back on our journey and that I
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can think of that made a difference
in the first one was a showcase that
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we did. We invited everyone to
come and there were different stations that they
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would travel around to and the very
first one was with me, where I
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gave a presentation on what our PA
is and what it isn't, right,
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so that was that was big.
We, you know, featured a couple
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of bots, so they got to
learn about the bots and what they did.
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And then one of the most popular
stations was a build your own bought
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station. That we present it,
and so that was really fun. They
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enjoyed getting to actually hands on build
a fun little Game Bot. So that
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was one big thing. The second
part where I know think change was made
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as when we started having the business
named the bots, because we're telling them
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that these digital workers are their teammates
right there, their partners, their help
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they're there to help make their jobs
more efficient, right, or do the
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things for them that they need done
before they can start their jobs. So
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all their teammates have names. So
we started naming the bots and have come
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up with quite a few really fun
ones, like Jack Pot was our casino,
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but I mean all off is our
fresh too frozen bought, which any
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of you have small children. We
learned about Olaf, the lovable snow man
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right, the from frozen, so
that's where that bought got his name.
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And then finally, the third point
was our human in the loop dashboard.
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So this allowed our users access to
the bots. Right, they were essentially
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in control will these spots. So
they couldn't take their jobs if they were
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in control of them and very involved
in the entire process of what they were
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doing. So I do think that
those three things were essential in our internal
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customers not only beginning to trust automation
but beginning to welcome automations into their team.
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So it's been a great journey for
us. But to the second point
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of that is security and compliance.
Right, that has become a key focus
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vers SCO as well as probably in
the industry rate. It's been exciting to
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watch this evolved. In the beginning
people weren't quite sure if they could believe
368
00:29:14.160 --> 00:29:18.039
in the security of the bots and
we employ all of the industry, you
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00:29:18.119 --> 00:29:22.559
know, Best Practices and standards.
We work only within our secure network,
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00:29:22.599 --> 00:29:27.519
we use single sign on technology and
we use encryption technology for a sensitive information
371
00:29:27.680 --> 00:29:33.160
that the bots might use. What's
been exciting is now our security team actually
372
00:29:33.319 --> 00:29:37.480
requires about to handle any secure information. So there's been a big shift in
373
00:29:37.599 --> 00:29:42.279
the mindset with that. It's been
really fun to help drive that change too,
374
00:29:42.480 --> 00:29:47.039
I'm sure, as you're helping to
drive that transformation at your business.
375
00:29:47.839 --> 00:29:52.200
So, Marbarta, let's finish with
you sharing your thoughts on how to drive
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00:29:52.359 --> 00:29:59.759
trust within your employees and your risking
compliance teams for intelligent automation. Sure.
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00:30:00.160 --> 00:30:03.880
So, before I say that,
I just want to build a little bit
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00:30:03.480 --> 00:30:08.440
what you lads had said about little
digital workers running arouction, because at the
379
00:30:08.480 --> 00:30:17.200
beginning there was actually people at hers
that then imagined. It's not that they
380
00:30:17.279 --> 00:30:18.519
really thought it was going to be
like that, but they would say,
381
00:30:18.759 --> 00:30:22.680
oh, I was imagining like a
real robot sitting at a computer to kind
382
00:30:22.720 --> 00:30:26.480
of like doing it, and will
would like continue and just get a kick
383
00:30:26.519 --> 00:30:29.920
out of that. Again, it's
not that they were real thinking going to
384
00:30:29.960 --> 00:30:33.039
be a robot sitting there, Star
Wars type think at the beginning, I
385
00:30:33.119 --> 00:30:37.039
do have to say there was a
lot of it from all the teams that
386
00:30:37.160 --> 00:30:41.640
we were trying to work with.
As time went by and slowly but surely
387
00:30:41.799 --> 00:30:48.079
robots were created and they pink to
life and people started seeing all the tie
388
00:30:48.440 --> 00:30:52.079
now that they had on their hands
to do other stuff because, as we
389
00:30:52.200 --> 00:30:56.240
know, a lot of the digital
workers are usually doing routine type tests.
390
00:30:56.799 --> 00:31:03.279
Not We're not at at the point
where we're using artificially intelligence. So everything's
391
00:31:03.319 --> 00:31:07.160
really routine based. So we took
all that and work away from the people
392
00:31:07.359 --> 00:31:12.240
that we were working with and slowly
over time, with the reports, with
393
00:31:12.519 --> 00:31:18.400
testing, with showing them, with
them seeing the results, with abandoned and
394
00:31:18.519 --> 00:31:21.680
said do they get their Monday morning
and out? They don't need to do
395
00:31:21.839 --> 00:31:23.480
that huge report that used to take
them an hour and a half, right
396
00:31:23.640 --> 00:31:27.039
or a daily basis. They need
to do something else that they need to
397
00:31:27.160 --> 00:31:30.200
do now. The robot run said, you know, at five am and
398
00:31:30.240 --> 00:31:34.279
by a ton. Somebody start working
at six thirty seven. They have the
399
00:31:34.440 --> 00:31:40.480
report there and bring you to go. And so people put the guard down,
400
00:31:40.640 --> 00:31:42.960
so to speak, and welcome the
digital workers. Now to the point
401
00:31:44.119 --> 00:31:48.599
where we have so the word got
out. We have customers that keep coming
402
00:31:48.680 --> 00:31:49.759
back and can you do this,
can you do that? Keep that,
403
00:31:49.920 --> 00:31:52.440
and most of the Times it's yes, we can't. And then there's some
404
00:31:52.559 --> 00:31:56.480
of them like now, we're not
quite there yet because actually we're not doing
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00:31:56.599 --> 00:32:00.039
artificial telligence. You still need to
send out the email you still need to
406
00:32:00.119 --> 00:32:04.839
wait for response or you still need
to good to meeting and see what's decided
407
00:32:04.920 --> 00:32:10.119
by the situation. And so people
are welcoming our PA a lot more and
408
00:32:12.160 --> 00:32:15.960
they it's very interesting to see the
change where we would go and talk to
409
00:32:16.079 --> 00:32:22.720
a manager and explain what our PA
was about and then try and figure out
410
00:32:22.799 --> 00:32:28.240
which process we could automate for them, whereas now the shift is has gone
411
00:32:28.359 --> 00:32:34.359
to hey, we have all these
processes and we think, from what we've
412
00:32:34.400 --> 00:32:37.920
heard from other teams or from you, we think you can help us with
413
00:32:37.039 --> 00:32:40.599
all these ten of them and then
we'll look into those. Will do the
414
00:32:40.640 --> 00:32:46.240
minor tweak sometimes there's data standardization and
the stuff like that, or optimized process
415
00:32:46.319 --> 00:32:52.400
before we automate it. But it's
been a very interesting shift. Regarding security,
416
00:32:52.680 --> 00:32:57.519
we have a very stringent request for
access for each of the robots.
417
00:32:57.720 --> 00:33:02.039
So the way we do that is
because, can said, it's like somebody
418
00:33:02.119 --> 00:33:07.880
that's part of your team. It's
like a new employee or a new contractor
419
00:33:07.119 --> 00:33:09.920
or something like that. Even though
we do not give the names, they
420
00:33:10.000 --> 00:33:15.279
do have a name within appresing network
and they have each have their own user
421
00:33:15.359 --> 00:33:20.160
Id. So it is like an
employee that if I'm if I applied for
422
00:33:20.240 --> 00:33:23.000
the job and I got it,
I would only get the roles or the
423
00:33:23.119 --> 00:33:29.640
access to the ARP or whichever other
system the robot I need to use as
424
00:33:29.720 --> 00:33:34.720
if they actually were a person and
you employee and would have to get access
425
00:33:34.759 --> 00:33:37.960
to certain things within the system.
We do exactly the same thing for the
426
00:33:38.039 --> 00:33:44.359
box. And then, because of
that, that has also helped with avoiding
427
00:33:44.400 --> 00:33:49.680
segregation of beauties or that all entire
issue, and it has also helped the
428
00:33:49.759 --> 00:33:54.519
team welcome our PA on a different
type of the level, because we know,
429
00:33:54.720 --> 00:34:00.240
for example, in all RP systems
and we click, that you do
430
00:34:00.680 --> 00:34:04.039
when you log, it is recorded
the time pout. Then it what they
431
00:34:04.119 --> 00:34:07.519
did and all that. So because
they now know that the robot also has
432
00:34:07.559 --> 00:34:12.719
a user ID, every time the
robot does a plaque and the ARP system,
433
00:34:13.000 --> 00:34:15.960
they're going to know exactly but the
robot did or did not do or
434
00:34:15.079 --> 00:34:20.280
poo in any events, entered that
information or change the day or whatever.
435
00:34:20.719 --> 00:34:24.360
N me. So it's been a
long journey, but not as long as
436
00:34:24.440 --> 00:34:30.559
I had initially thought it would be. The change has been, I guess,
437
00:34:30.679 --> 00:34:34.880
quick enough, even though I'd say
long. It's because the still be
438
00:34:35.079 --> 00:34:38.119
things involved and seemed like a long
period of time, but I'm very happy
439
00:34:38.639 --> 00:34:44.119
we're at at this point and things
just keep progressing and we're growing and it's
440
00:34:44.199 --> 00:34:47.719
all very, very interesting. The
definitely sounds like you passed the point of
441
00:34:49.039 --> 00:34:54.960
pushing that to having your community poll
and that is a wonderful sign of success
442
00:34:55.320 --> 00:35:00.960
in moving intelligent automation to being a
strategic and transformitted lover plate is. Thank
443
00:35:01.000 --> 00:35:06.039
you so much. Thanks for tuning
in to transform. Now, for more
444
00:35:06.119 --> 00:35:09.719
insightful discussions on digital transformation and more, check out our podcast channel, where
445
00:35:09.760 --> 00:35:14.199
you'll find all of our previous episodes. To make sure you never miss an
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00:35:14.199 --> 00:35:16.760
episode, subscribe to the show on
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00:35:16.880 --> 00:35:21.159
like what you heard, please leave
us a review. For more information about
448
00:35:21.239 --> 00:35:25.239
digital transformation and the future of work, check out blooprismcom to learn how blooprisms
449
00:35:25.280 --> 00:35:29.719
digital workforce is enabling enterprise transformation.
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