What are the challenges?
Our client faced the difficult challenge of having several business-critical processes finished daily. The only option available, before RPA, was to have employees completing these processes during working hours, which took them away from other vital duties that were being neglected for running processes. There was a marked adverse effect on production was costing the business valuable revenue.
How did Lanshore deliver on these various processes?
Through implementation of RPA, Lanshore was able to automate seven key processes, across three manufacturing sites. The RPA ran these reports during non-working hours, yet still supplied the data in a compiled and organized way for use for the manufacturer.
All values will reflect the annual time savings for the three manufacturing locations affected positively by RPA Processes:
Original Process Time (OPR): 1 person-70 minutes each day, Monday to Friday.
RPA Run Time: 50-55 mins for 3 sites (not during working hours)
DIFFERENCE: OPR 910 hours/year during working hours while RPA delivered in 650-715 hours/year during non-working hours, leaving the 910 labor hours available for the key employees to be on the manufacturing floor.
Liberation PLS Process:
Original Process Time: 1 person, 4h-5h every Thursday (with a loss of 4-5 hours work) per location.
RPA Run Time: 3h- 3h30m (not during working hours)
Impression Work orders process:
Original Process Time: 1 person, 2-3 hours every Friday to print work orders and plans per location.
RPA Run Time: 1-1.5 hours
Original process time: 1 person, 1-2 hours every Friday creating the report needed, per location.
RPA run time: 10-20 minutes
Smooth Sand Process:
Original process time: 1 person, 1-2 hours every Thursday creating the report needed.
RPA run time: 10-20 seconds
Original process time: 1 person, more than 1 hour per day
RPA run time: 20-40 minutes
Original process time: 1 person, 1 hour, or more, per purchase order
RPA run time: around 20-30 minutes
The future of manufacturing RPA
Our client was pleased with the outcomes of the RPA that was applied to the business processes.
They have decided to have Lanshore develop RPA for several more processes. The automation of reports has allowed their employees to focus on their billable work, greatly increasing departmental efficiency, which has the byproduct of benefiting other departments.
Running processes outside of work hours, (01:00. 02:00, and 05:00) prepares the data and documents needed for each day of work, before employees even arrive at the office.
There has been an obvious leap in job satisfaction due to less interruptions and more ability for the company to give back to their employees as their profit margins rise.