What Processes Should You Automate to Maximize Your Business Efficiency? [AUTOMATION GUIDE]

We live in the era of automation. There is no doubt about it.

From simple Excel macros to supercomplex algorithms used in Tesla GigaFactory or Google X lab: different types of scripts, software bots, and actual machines are being created every day to help people work faster, better, and more efficiently.

On the other hand, automation is often nothing more than just a buzzword. It is being put in every pitch deck by startups seeking funding, and it’s part of every second strategy plan built by operation executives. In many instances, there is nothing behind these proposals – just empty words without a deeper exploration of the topic.

But you can achieve so much with properly planned and executed automation! Increasing ROI, shortening payment cycles, freeing your employees from mundane tasks, reducing operational errors… The list is endless.

Automating your accounting, finance and real estate processes with RPA.

How to go about automating your business? What processes should I automate, how to start, and what pitfalls to avoid to ensure the success of the implementation?

You will find the answers in this article. Read on!

First, you need to decide what type of automation will be the most suitable for your business. 

Depending on the complexity of the task that is selected for automation, there are a few options you have:

Moving to the question, “What processes should I automate?” you must understand how to pick the right ones.

From my experience, most processes in a given organization can be automated. Although the most important question at this point should be: is it worth it? For example, if the manual execution of a process takes a few hours a month, while development would take half a year, can this process be automated? Yes. But should it be automated? No.

The following part of the article will help you in the initial process selection, after which a detailed assessment should be conducted. You can also read our article about RPA metrics to give you more insights on what you should focus on.

Here are the most important factors you should consider before choosing what processes you should automate:

1. Process Execution Cost: cost and time needed for the manual execution of the process
2. Process Errors Cost: how many errors are made during the manual processing, how important is it to limit the mistakes (i.e., compliance violations), and what is your company’s business loss due to these errors?
3. Execution Time Cost: Does your company lose opportunities due to delays in process execution, is the process a bottleneck wasting the time of employees and other processes?
4. Other value factors: limited workforce availability, dynamic process growth, SLAs, specific times of execution (at night), other business KPIs

1. Complexity: the number of different paths of execution and logic rules  
2. Stability: how long will the process be executed in its current shape? How big can the modifications be? (For example, we know about tax changes incoming next year, so there is no sense in automating existing business logic as it will have to be redesigned in January)  
3. Standardization: is the process executed according to defined rules or based on human judgment?  
4. Data accessibility: whether required data is:  

• structured (data tables vs. pure text)  
• digital (digital invoice vs. invoice scan vs paper invoice) 

Based on the above factors, we can calculate two dimensions:  

Automation Potential = Process Execution Cost + Process Errors Cost + Execution Time Cost + Other value factors  

Ease of implementation = Stability + Standardization + Data accessibility – Complexity  

With these two dimensions, we can create a simple matrix that will help you assess the automation potential of your processes:  

QUART 1: High value, low (development) effort. The first choice – automate now!  

QUART 2: High value, high effort. Processes that should be automated in a second order after the organization gets familiar with the RPA technology  

QUART 3: Low value, low effort – consider building Proof of Concepts, utilizing empty licenses,   

QUART 4: Low value, high effort. These processes do not necessarily have to be automated; each case should be analyzed separately.  

Processes from the 2nd and 3rd quart can be automated simultaneously depending on organization needs and available assets.

1. Packages/bundles: in other words: the economy of scale. With multiple processes that are using the same application/logic, specific parts of automated processes can be reused, making other automation easier to develop (the dots on the chart move to the right)
2. Enablers: automating one process might generate data required by another. i.e., uploading scanned invoices data to the database (the dots on the chart move to the right)
3. Ice breakers: first few processes automated in the organization shouldn’t be overly complicated and optimally should be inspired by employees, not by management. Process simplicity lets us avoid deadline violations, conflicts, and other problems, thus allowing easier change management.
4. Optimizers: developing automation is a great opportunity to standardize the existing process, create process documentation and even optimize it.  

What’s important: as more processes are automated, we might discover that methods initially located in the 4th quart have moved to the 2nd (by enabling another process) or 3rd (by common application/logic synergies or being helped by another method).  

Shortly speaking: order matters!  

Here are three pitfalls I would suggest looking out for while selecting what processes I should automate and planning this automation:

New, wonderful technology is announced, and great effects come quickly. Meanwhile, due to lack of experience, we discover that the process is even more complex than expected (employees rarely are fully aware of all rules and throw in new ones as development progresses), some functionalities can’t be added, and the project takes twice as much time as planned. Where there’s a possibility, always start with a more straightforward task.

Some processes use the same applications or the same logic. Therefore, parts developed for the first process can be used in the second process, effectively easing and shortening its development. So, we may have four processes, each not worth automating. Still, all use the same application and similar logic, so developing them together reduces the costs by 40%, and now the business case is valid.

Sometimes automation is developed because someone is annoyed by a task or a manager has to achieve his KPI, “automate 10 processes in the following year”, even though the automated processes do not bring enough business value compared to development costs and upkeep. Following this path will effectively hurt your RPA-related KPIs and create a negative perception of automation within your organization.

If you want to read more about this topic, read our article on common RPA failures and why you should remember to work only with technical RPA developers.

The answer to this question is always tricky, as plenty depends on your unique business needs and the specifics of your industry. Nevertheless, here are some actionable ideas of which processes can be automated using RPA.

Learn about SAP Automation with RPA and UiPath.

Description: The bot monitors sales’ invoice payment status. A reminder is sent to the contractor if the payment deadline is exceeded. Multiple escalation levels are defined.  

Why? Besides limiting employee engagement, the automation enables higher process execution frequency leading to a higher collection rate. At the same time, all required data is digitally accessible, helping entirely rule-based business logic, with limited paths (escalation levels) allowing for easy implementation. Medium value and low development effort make it a perfect “ice breaker” process.

Description: Contractor invoices are coming to the dedicated mailbox, bot extracts the client’s Tax identification number, based on which the Contractor ID is queried from the database. Then the invoice is uploaded to specified contractor files in the ERP system.

Why? Thanks to higher execution frequency sales invoices are being uploaded immediately after receiving them shortening total receive-to-pay time. Reduced mistakes limit the risk of unpaid or delayed invoices. Semi-structured, digital, input data (tax number has defined format allowing its extraction even from scan OCR) and a single execution path make it easy to implement the process.

Description: Daily bank statements are downloaded directly from the bank website. Scheduled payments are extracted from the ERP system. Data from both sources are merged to create a cash flow report. Expected account balance limit violations are reported to the accounting department.  

Why? Cashflow reports have to be ready by the workday beginning, making the processing time crucial, which, paired with a high risk of miscalculation leading to insufficient funds for defined payment, puts increased pressure on employees. Many bank accounts (in multiple banks) and fees generate a significant process execution cost. Automation development for this process is not straightforward due to multiple input sources (multiple banks) and a few process paths. However, business logic is rule-based, making it a good process in the second automation wave – high value and medium development effort.  

Description: Based on registered product orders and stock, delivery orders are created in cooperating delivery companies.  

Why? The process is time crucial as order handling time directly affects both costs and customer satisfaction, high process volume generates high execution costs with several employees engaged daily. Time pressure causes mistake-related risk of invalid delivery parameters. Process automation is feasible thanks to fully digital source data and target systems. Multiple target systems and execution paths increase development costs; however, it’s compensated by process volume. 

Description: Insurance claims are registered in a web application by clients. The web application is not integrated with the claims handling system, so all claims must be copied to the target system.

Why? Large volume in connection with high error vulnerability generates hefty process execution costs. Although business rules are clearly defined there are multiple execution paths (i.e., claims types) and defined exceptions, making it a very high value, high development effort process.

Want to read more examples of processes that can be automated by using RPA? Here is our list of 40 real-world use cases of RPA across industries.

Thinking of choosing the technology to automate your processes discover the article Robotic Process Automation vs Machine Learning.

As you can see, there are plenty of factors to be considered before proceeding with your first RPA implementation. I hope this guide sheds some light on how to go about it!

But if you are still unsure about what processes should I automate, where to move next – get in touch with Flobotics. Hire RPA consultants and we will audit your existing processes and help you select and automate the ones with the highest potential of increasing your ROI.