categoryIconRAC case study

RAC chose Genfour to build 10 processes to improve existing operations and automate workarounds to work alongside its new customer management system. This has resulted in efficiency and cost savings, as well as improving the quality, repeatability and productivity of the processes.

Summary

  • Following moving back office operations back to the UK, to reduce operational costs and staff workloads, RAC chose to automate a number of related rules-based, repetitive, processes
  • Genfour built 10 processes to improve existing operations and automate workarounds for a new customer management system – these now run automatically, requiring minimal input from RAC
  • The automation of four processes on the existing system has saved around seven FTEs and processes automated in the new system have minimised the need for further operational staff
  • As well giving even greater efficiency savings, automating the processes has helped RAC to improve its ability to meet the SLA targets and KPIs required, as well as improving the quality, repeatability and productivity of the e-processes

The RAC is one of the UK’s most progressive motoring organisations, providing services for both private and business motorists. Headquartered in Birmingham with approximately 4,000 dedicated staff, the RAC operates from three bases offering vehicle and breakdown services through a nationwide, branded patrol force, focusing primarily on vehicle repair and recovery. In 2014, the RAC’s patrol force of approximately 1,500 patrols attended to 2.3 million rescue breakdowns.

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Challenges

In 2012, RAC returned its back office operations to the UK with the objective of improving quality and reducing management overhead – robots were chosen as the solution to meet this challenge by identifying the multiple, repetitive, rules-based processes that were suitable candidates for automation. In addition, RAC took a strategic decision to implement a new customer management system to improve the customer experience and to offer multiple additional products.

Although the new customer management system delivered strong, core functionality, in some areas manual workarounds were necessary, which required additional back office operational staff. Customisation of the system was not an option, but the workarounds were well suited to process automation.

Solution Robotic process automation was still a new concept at the time, but new senior operational management had experience of successful automation projects in previous organisations and introduced Genfour to RAC. Genfour’s senior management had a significant track record and were a good fit partnership for RAC in this ground breaking project. So Genfour were engaged to deliver a proof of concept and, as a result of its success, a programme of work was commissioned to automate a number of processes within RAC. The first 4 processes involved improving existing operations, the remaining 6 to automate workarounds in the new customer management system.  A business led project team was established and Genfour were responsible for process assessment, definition, automation development and testing – working within RAC utilizing Blue Prism software.

In addition, Genfour played a significant role in liaison with the IT function and were responsible for overseeing the implementation of a virtual infrastructure, scheduling of processes in operation and maintaining developed processes. Applications in RAC are in a Citrix environment, requiring Surface Interaction in order to automate which added complexity and overall development effort.

We repatriated our voice activity first and in July 2012 our back office. We had to show to our management that not only could we run the operation for the same cost, but identify areas we could further reduce our back office costs. This is where RPA came in. As a business we now have to go faster to deal with what our customers are demanding and the offshore model no longer works at the pace we require. We now have full control of the RPA process, are able to react very quickly, and if required, change what the robots are focusing on. You have the ability to be a lot more reactive.
Becci Lenthall, Head of Customer Operations Management

Results & benefits

Genfour built 10 process, 4 on the legacy platform and 6 on the new strategic platform with all processes now running in BAU.  The processes are scheduled and run automatically with minimal input required from the business.  All processes are monitored via the Genfour Service Centre to ensure optimal usage and MI is produced on a daily basis to inform the operation of volumes and trends.

It’s key that you manage the change within your team. People working on their own is one thing, people working with robots is different. Most importantly, it has removed mundane processes for the team, enabling them to focus on more value-added tasks and we have significantly reduced the number of temporary resource we had to recruit.
Becci Lenthall, Head of Customer Operations Management

Efficiencies delivered:

  • The automation of the four processes on the existing system has saved around seven FTEs
  • The processes automated in the new system have minimised the need for further operational staff to be recruited to handle this activity, as the volumes increase
  • As more policies are migrated from the legacy system to the strategic platform, these will be handled by the automated process – as well giving even greater efficiency savings, when running at the expected capacity will equate to c 9 FTE
  • In addition, automating the processes has helped RAC to improve its ability to meet the SLA targets and KPIs required, as well as improving the quality, repeatability and productivity of the processes.