How the 6 Sigma Belts Improve Robotic Process Automation

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Robotic process automation (RPA) is the methodology used to implement software that partially or fully automate different manual, rule-based, and repetitive human activities, in transactional environment. The software works by replicating the actions of an employee, interacting with one or more applications to perform different tasks such as data entry, build reports, make payments, make data analysis or answer to customer service queries. Many companies, especially from financial industry, but also from oil & gas jumped into RPA and figured out, after the implementation, that the outcome in not the expected one. Either the FTE reduction couldn’t be performed, or the revenue is not the targeted one, or the entire process had to be put under close surveillance. What happened? Well, a non-value added activity performed by a robot remains a non-value added activity. A process having a lot of waste and many exceptions is the right candidate for RPA failure. In our presentation we would like to underline how an improved process is more suitable for automation, how a preliminary Lean Six Sigma project (mandatory in our opinion for every process candidate for automation) will bring even more results than the automation itself. We would also like to show how the best Project Definition Document (which is the most important part of RPA preliminary documentation) is the one written by a Lean Six Sigma Belt.
Nowadays there is a huge opportunity for the Six Sigma belts to be part of the digital transformation, to actively influence the whole process . With or without COVID -19, the economical world is like a fierce Formula 1 race for the digital transformation. We, the Six Sigma Professionals, we are the safety car deployed in case of a danger on the track. Those who will undertake us, ignoring the rules, unfortunately will pay the price. Some already did.
We bring examples from 2 international banks.