Robotic process automation brings positive changes to the office environment, as examples of its application already implemented show.

The beauty of robotic process automation (RPA) consists in the fact that it does not require any major changes in the company. “However, its actual deployment will result in a number of changes in companies as it frees up time for employees to build new services for their company, or simply increases the capacity of a given department, and it will do much more work and thus generate more profits for the company”, Zdeněk Galia, Software Robotic Automation Evangelist, StringData, describes the basic positive change in companies using RPA.

Fast changes

Such changes are fast and the robot has a very short payback period. “The typical return on investment in robotic automation ranges from two to six months for our clients,” Jiří Gróf, Head of Deliveries, StringData, explains prior experience with the returns.

End of employee overloading

It is StringData itself that already has rich experience in the deployment of RPA in (not only) Czech companies. For example, local subsidiaries of multinational companies like Wüstenrot hypoteční banka or ALD Automotive have purchased robots from it.

At Wüstenrot, the robot is used to work on extraordinary instalments or, more recently, to process various tasks related to distress orders. “Thanks to the tasks carried out by robots, we have been able to increase the volume of processed items and reduce their error rate without having to recruit new employees or overload our existing workers over the long term,” Šárka Šauerová, Head of Department of Contract and Loan Management, says.

Information and routine

At ALD Automotive, focusing in particular on providing car finance services to corporate clients, the robot is used to obtain information about clients from public registers or to re-calculate instalments if the client asks for a change in service conditions, for example, by increasing the mileage.

Currently, some clients evaluate the possibilities of deploying robots, which is also the case for Slovak branch offices such as Embraco or OTP Banka, which are testing our robots for processing invoices or accounting operations. “The key thing is to know where to begin with process analysis; the implementation itself is a purely technical matter on which we work with our clients until the maximum satisfaction is reached,” Galia closes this discussion.