- Consolidate and manipulate data from multiple data Sources
- Access multiple applications during process execution,
Collaborate, Trigger, and Communicate
- Workflow trigger
- Automatic service ticket resolution ,
- Monthly reports
- Email integration
- Process acceleration and enhancement with a digital assistant
- Part of the processes are completely executed by bots
Why Brands Choose NexGen For RPA
Robots are here to stay. The faster you harvest their potential, the faster you create a competitive edge for your business. Robotic Process Automation delivers direct profitability while improving accuracy across organizations and industries. Enabling RPA to handle any processes will not only transform and streamline your organization’s workflow. It will allow for superior scalability and flexibility within the enterprise, doubled by fast, tailored response to specific needs. Software robots are easy to train and they integrate seamlessly into any system. Multiply them, and instantly deploy more as you go. They constantly report on their progress so you can go even bigger and better by using operational and business predictability, while improving strategically.
Robotic Process Automation software robots are programmed to follow rules. They never get tired and never make mistakes. They are compliant and consistent.
Once instructed, RPA robots execute reliably, reducing risk. Everything they do is monitored. You have the full control to operate in accordance with existing regulations and standards.
Fast cost savings
RPA can reduce processing costs by up to 80%. In less than 12 months, most enterprises already have a positive return on investment, and potential further accumulative cost reductions can reach 20% in time.
Across business units and geographies, RPA performs a massive amount of operations in parallel, from desktop to cloud environments. Additional robots can be deployed quickly with minimal costs, according to work flux and seasonality.
Increased speed and productivity
Employees are the first to appreciate the benefits of RPA as it removes non-value-add activities and relieves them from the rising pressure of work.
Numerous organizations are charting their digital roadmap – whether on a small or large scale. They are cognizant of industry trends and disruptions caused by technological advancements.
For example, most of them now understand that analytics play a vital role in informed decision-making, and are trying to build something based on such an approach. But contextualizing this to their organization has been a challenge. For example: Should a company apply analytics to monitor plant operations risk management? Or asset reliability? If so, how easy is it? Where to start? Does it make sense to buy sensors/IoT or is it better to start with the simple visual analytics which requires less investment? Which technology should be used?
Investments an organization makes to design and implement their digital strategy must align with the broader vision, and the regional or departmental objectives. Business criticality, process maturity, and digital maturity play a vital role in prioritizing the overall challenges and possible digital interventions.
How much will be saved in cost, time, and human effort? Does this investment make sense in terms of ROI? This point is very important and must be looked at both from the short-term and long-term perspectives. Some investments may seem costly in the short-term, but their long-term benefits may be priceless.
For example, adopting technology to capture near-misses which are generally not recorded in many organizations might seem like a trivial investment. But over time, the patterns emerging out of this process may become guiding factors in formulating the organization’s safety and risk management strategy, and may serve as guardians of the existing safety management systems.
Likewise, in some cases of corrective versus preventive maintenance, there may be a few situations where a corrective approach gives better ROI comparatively speaking. In such events, moving to a predictive system is not required.
Organizations embarking on their digital journey must think of any given digital solution as an enabler to transform the business. Technology is not the “end”, but the “means”. Organizations must evaluate appropriate digital interventions based on the challenges the business is facing rather than thinking of how big data analytics or AI can be plugged into their ecosystem for the sake of fancy innovation.
It is also sometimes wise to have a centralized digital team that spans as a horizontal across business functions. This contributes to efficient evaluations, reasonable consistency, synergy, and relatively minimal vendor management challenges while implementing projects.
Organizations often have IT budgets to invest in digital. But organizations struggle in understanding the key performance indicators (KPIs) that need to be tracked – both lagging indicators and leading indicators.
For example, while evaluating asset reliability, if the deployed asset is giving 500 different variables as inputs, we need to be logical on which ones to use and which ones to discard. Which variables resonate with your business objectives? A subject matter expert is vital in evaluating this. Organizations are sometimes blind to this fact and rely on buzz words such as Machine learning, Analytics, Automation, etc. and think a technology-based intervention will solve the business case.
How efficient are your current operating procedures? If they are inefficient, no matter how cutting-edge the technology procured may be, the inefficiencies will continue. It is just an old wine in a new bottle.
To maximize the effectiveness of the technological intervention, both the foundational processes and the respective change management procedures must be robust. Proper evaluation and minimization of redundancies and related impairments in the process will ensure maximum efficiency.
Organizations must address these issues comprehensively. Digitalization is no longer a choice. The cost of not digitalizing – of losing the speed, competitive advantage, and access to key analytics it offers – is simply too high. As per an MIT survey, data-driven organizations are 5% more productive, and 6% more profitable compared to the average.