automation & digitalization services at bosch 12.10

AUTOMATION & DIGITALIZATION SERVICES AT BOSCH14.04.2021

2

Top Challenges in accouting processes and analytics

Data

Privacy/security

Cost

reduction

Relevent data

Not collected

Inadecuete analytical

Know-how

Lack of

Resources

Lack of

awarenes

Top capabilities in accouting processes and analytics

Apply predictive

Analyttics

Explore large data

sets with advance analytics

Take actions on

Outcomes of analytics

Design measure and metrics

For analytics

Present data

Visually for analytics

-x

x

Are you ready for the new world? Target Picture I Digitalization

3

Our business plan and targets

challenge us to be more efficient

without increasing headcount –

therefore we are looking to build a

digital workforce to help us achieve

our goals.

• Strong competition on a global

level

• High manual effort to perform our

processes

• Complex business environment

including various systems within

BOSCH

• Workload peaks and processing

errors

To address these challenges

1A@RPA was initiated to support and

govern automation.

TODAY´S SITUATION

The future is digital: we must

challenge old ways to succeed in

tomorrow’s market.

• Rebranding of Accounting in

BOSCH as a key player in

digitization

• Top ranking for our Accounting

Services

• Less manual effort and focus on

value creating activities

• Flexibility and higher transaction

volumes

RPA evolves our current approach to

executing processes to the next level

of making us more efficient and better

equipped to meet internal and external

expectations.

OUR ROAD AHEAD

1A@RPA will enable CF creating a

competitive edge and critical value add

to our Ambition “OneAccounting”.

• Collaboration within CF, all

Regions, GSA´s, RPA experts, etc.

• Technology: stable & flexible

environment

• Commitment for RPA: on a

operational level as well as

sponsorship by Management

• Common Understanding about

RPA (What is RPA and why we are

doing this?)

KEY SUCCESS DRIVERS

Finance & Accounting situation…Target Picture I Digitalization

4

2017

Start RPA@CF

2018

Definition of

collaboration model for

RPA

2018 (December)

Analysis of Change

Impacts by RPA

2018

Go-Live Bosch

Bot CoE

2018

Definition of RPA

Target Operating Model

(TOM) incl. Lifecycle

2018 (December)

Completion staffing

Regional Leads &

start team set up

2018 (December)

Definition of Bot

roadmap development

2019 (January)

Start Rollout TOM

& Lifecycle

2020

Independent

RPA operation

per Region

Training RPA team members

Foster knowledge

sharing

Preparation of

leadership in dealing

with Bots

2020 (January)

Start Rollout TOM

& Lifecycle

2018 (December)

Rollout Automaton

infrastructure

Build Your Own Bot

…digitalization journey from 2017 to 2020Target Picture I Digitalization

5

Case for Change

Change Management

Strategy

Communication Plan

1A@RPA Personas

Training curriculum

Modular training concept to support steady development of RPA skills

Modul

e 0

Modul

e 1

Modul

e 2

Modul

e 3

Modul

e 4

Modul

e 5

Modul

e 6

Modul

e 7

RPA Awareness

Training

2 hours

Process

Documentatio

n Training

3 hours

Foundational

Online

Training

1 day

Foundational

Classroom

Training

3 days

Foundational

Hands-On

Development

2 days

Advanced

Online

Training

2 days

Advances

Classroom

Training

3 days

Advanced

Hands-On

Development

2 days

RPA Developer

Black Belt

RPA Developer

Green Belt

Process Expert

All

1A@RPA Image VideoRoadmap

2019

Q2 Q3

ReportsGSA-CN

Detective Controls

Journal Entries UploadingHelp Desk

Master Data

Reports

Detective Controls

GSA-IN

Detective Controls

Help Desk

GSA-CR

GSA-RU

GSA-BRDetective Controls

Help DeskGSA-VN

Region

Help Desk Journal Entries Uploading

GSA-GER

15,3 FTE

Pulling Documents

Master Data

Detective Controls

Roadmap defined

BOSCH Connect RPA

CommunityReporting with PowerBI Technical Environment

Fleet bot and balancer

Coding Styleguide and

Checklist

BOT Repository in Jira

1A@RPA Pulse-check

Digital and automation steering

committee establishedBot Control Center

CF & SO Collaboration Model

Bot name GPLA Level 2 GPLA Level 3 GPLA Level 4 GPLA Level 5GSA Development

and RunningCustomer Process Entered by Lifecycle Phase FTE Savings Date

VAT Filing B2R 3 3.11 China China Khaos HyperCare 0,3 01.2018

SAP Document List Archive B2R 5 5.3 China China Khaos HyperCare 0,15 01.2018

TE Rework Rate TE 5 5.5 China China Khaos HyperCare 0,1 01.2018

Dashboard Maintain (AutoKPI) TE 5 5.5 China China Khaos HyperCare 0,06 08.2018

Foreign Currency Payment Attachment Download I2P 4 4.7 China China Khaos HyperCare 0,18 10.2018

Mass Maintain Missing Barcode in Cockpit I2P 1 1.1 China China Khaos HyperCare 0,1 08.2018

SAP Fixed Asset Report Preparation I2D 4 4.7 China China Khaos HyperCare 0,1 10.2018

VAT Report Generation TE 5 5.5 China China Khaos HyperCare 0,12 09.2018

FA PBC Preparation I2D 4 4.7 China China Khaos HyperCare 0,1 10.2018

Batch Maintain WBS Settlement Rule I2D 2 2.1 China China Khaos HyperCare 0,15 09.2018

HR Account Reconciliation TE 5 5.5 China China Khaos HyperCare 0,1 10.2018

MC DC5 and DC7 I2P 5 5.1 China China Khaos HyperCare 0,5 10.2018

SSF GL Ticket Forward B2R 1 1.1 China China Khaos HyperCare 0,05 07.2018

APM R62 Notification I2P 2 2.1 China China Khaos HyperCare 0,03 08.2018

Auto Remark ICR Reason A2A 4 4.1 China China Khaos HyperCare 0,07 11.2018

Heatmap Methodology

and Results

1A@RPA Operating Modelincl. Lifecycle, Governance & Organization

Set-Up Regional Hubs

K

Build Your Own Bot Initiative

Pilot 'Robo Report'

…digitalization journey from 2017 to 2020Target Picture I Digitalization

6

RPAEmulates Humans

RPA + MLAssisting Humans

INCREASING PROCESS

AUTOMATION INTELLIGENCE

Rule-base, Repetitive Task

with Computer Vision

Increasingl Complex, Congnitive Tasks

Robotics is a spectrum of automationTarget Picture I Digitalization

7

Remove Inefficiencies

Driving Process Mining

incl. CIP and LEAN

Implement Standards

Within SAP and middleware using

standard tools i.e. APM, SSF & FCC

Increase Efficiency

From SAP to desktop automation

incl. setup of interfaces i.e. RPA, ABAP

Priority areas w/ key potentials identified and roadmap established

Integrated StrategyTarget Picture I Digitalization

Automation AcademyLearning platform with best-in-class comprehensive

training, from automation basics to advanced

Machine Learning and Robotic Process

Automation technologies — so you can achieve competitive

advantages for your business.

Knowledge SharingProcess of transferring tacit (undocumented)

and explicit (documented) information from one

person to another. In an organization, sharing

knowledge not only increases productivity,

but it also empowers employees to

do their jobs effectively and efficiently

Standard ModelsEnterprise transformation requires end-to-end

integration possible only with repeatable processes,

optimized assets, insight-full analysis, skilled

resources and integrated operations—

all occurring on a global basis

Busniness BenchmarksKnowing where you stand in comparison

with those around you - and, critically, how

to use that information to improve your business –

is an invaluable asset, especially when the landscape

is changing as rapidly as it has been.

Culture and Talent Today’s next-generation business model is designed to aggregate

transactional and common activities into a consolidated, stand-alone

globally integrated business services unit.

GSFrameworks

Tools

Maturity Models

Talend Evaluation

Best practices

Up skilling

The intelligent automation servicesTarget Picture I Digitalization

Enabling operations with world class services Target Picture I Digitalization

A critical operation mindset in the automation process is the ability

to offer comprehensive enabled transformation services combining

a vary of service lines and functional/industry expertise

Finance & Accouting

Human Resources

Risk Management

Controlling

Up-skillToolsBest

PracticeFramework Maturiry

Model

Enable

digital

transformation

Enable process information for all at the right time

Better alignment to the business needs

More process agility and workforce engagement

Improve process productivity levels

Higher automation rates

Develop and deliver automation to optimized end to end

processes

Build future state processes and manages process risk &

controls

Set-up local, regional or global organizations to support all

operations necessities

Mature job skills within automation enabling teams with new

capacities

Project intregrations and control

Easier project rollout & prioritization

Effective global collaboration

Madatory Operations documentation & files


Smart Automation Consultancy Training Concept and Material Automation Questioner Automation Activity Calendar

Automation Tools Portfolio Automation Solution Archive Collaboration SessionsOpx, Trust, GPE, TET, CI

Automation Portal Community ML Technical Environment Project lifecycle enhancement Automation roadmap and priorities


How? Federated, operate & escalate globally

Automation Operating Model consisting of Organization, Governance and Lifecycle

Organization Governance Project Lifecycle

Digital Operating Model- Project intregrations and control

- Improvement final product delivered

- Easier project rollout/exchange

- Effective risk mitigation

- Effective global collaboration

- Key assocaites developement ops

- Documentation & Files available

- Balanced resource management & effective prioritization

Operating Model

Target Picture I Digitalization

https://americas.internal.deloitteonline.com/sites/OTTGermany/testsvdf/SitePages/Home.aspxx

GS/ACE8; GS/GSA | 2020-02-17

© Robert Bosch GmbH 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

Organization Governance Lifecycle

Process Governance (CoE)An automation center of excellence (COE) focus to determine, design, etc. processes, and technology to maximize

the benefits of automation. It is crucial to find new opportunities, and scale automation inside the organization with

a long-term vision.

Regional Hubs Developing and consulting services bringing together the experience and soft-skills in a single package that

gets your project done right, whether independently or in a co-development setting

Service Management Team (SMT)Manage the end-to-end delivery of services to customers. This includes all the processes and activities to design,

create, deliver, and support services to meet the target goal of the organization.

Automation OwnersOperation process owners.

Automation is driven globally supported by regional hubs.

How? Federated, operate & escalate globally Target Picture I Digitalization

GS/ACE8; GS/GSA | 2020-02-17

© Robert Bosch GmbH 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

Digital Planning and Control board

Digital Operational Review Meeting

Digital Strategy board

Supportive & Knowledge Exchange

Automation & Digitization Steering Committee

• Set of strategic roadmap

• Oversight on digital landscape

• Performance Review

• Set up of an appropriate management

framework

• Establishment/Maintenance of appropriate

governance structure

• Discussion of IT topics

• Exchange about ongoing projects

• Prioritization of new process

• Definition of standards

• Conflict and risk management

Planning and Control board

Daily Scrum Meetings in local teams

• Tracking and alignment on benefits

• Scheduling of changes

• Operational monitoring

• Problem-solving

• Status reporting and operational risk

management

• Continuous improvement initiatives

Digital Round Table, GPO Automation Panel

• Roadshow planning and execution• Knowledge sharing beyond corporate

finance

• Sharing of experiences & success stories


The Automation CoE Organization gives guidance regarding methodology, tools and governance structures while delivery is executed by local Automation competence teams.


15

Demand OperationsDelivery

Test (UAT)Assessment Build Go-Live & Hyper care Run & SupportDesignDefine

Lifecycle

Eligible processes are

identified and

prioritized

As is process is

understood and

documented in detail

Technology

requirements are

understood

Build code

configuration

Process objects work

as designed within

PDD/SDD and

complementary

design documents

Robot runs e2e

Technical Cutover

Solution performs as

expected, in terms of

reliability, scope,

consistency, accuracy

in test environment

Business Cutover

Minimal disruption to

business and to

stakeholders is secured

Solution performs as

expected in production

environment

Delivery approach

(timeline and

resources)

To-be process is

defined (SDD)

Tools, Templates, Roles

Robots work in daily

business

Incidents are

managed

Business case and

objectives are

implemented and

realized

Our lifecycle assures agility, compliance and sustainability



16

Within our community we have developed Centers of Excellence across

the globe “follow the sun” with a large software automation practice allowing

us to that covers the 100% of our worldwide location from local market to

shared center.

Robot Automation Process Mining Machine Learning ABAP SAPMobile App

RPA/MetaBot

iQ Bot Python Celonis

Trufa

UC4

Power BI

Process Flow

Catalyc

Alteryx

SSF SAP ABAP SAP GLSUFiori App

AWA

SAP APIMS Azure

Pedictive Model

ChatBot NumPay

Computer Vision

Pandas PyAutoGUI

Tensorflow

Python Selenium

PyWinAuto RedLake

ARTT

API Process App

SAP i.e CashApp

+13 libraries

App API

Develop the knowledge of the key automation technologies and their capabilities to deliver value to

business partners

Automation knowledge is extensive areaResources and Experience worldwide

Resoruces & ExperienceTarget Picture I Digitalization

17

Account Rec’s

DAY 1 DAY 7 DAY 21DAY 14

PREPARE ANALYZE REPORT

Close

Management

Transaction

Matching

Journal

AutomationVariance Intercompany

Consolidation

Integrity

Swing Acct Balance analysis

Reporting data-lake & Indicator Automation Pulling Document AutomationAccount Reconcilation Automation

Transactions matchingFCC Authomation Journal Entry Postigng Automations

Process ControlsARTT Master

FCC Variant creation

FCC tasks not executed

Global

Regional

LocalBook to Report use case: General Ledger AccoutingTarget Picture I Digitalization

BOT

</>

API Application Program Interface (API)

Process Script i.e. C#, Python, etc.

Process Analyst

Process Responsible

Future Process

AS-IS Process

Triage all Bot cases and generate working Log by invoice

BOT reads Log file from shared folderNote: error email notification

Extract Inv. InformationVendor#, Name, Company Code, etc.

Login to APM and troubleshoot all invoices status

Identify invoices status and generate all require support documentations from PM7 and SAP verticals systems

Log into SSF and generate resolution email base on troubleshooting matrix

Trigger a E-mail to process team on completion of the process with Invoice status in input excel file.

1 2 3 4 5 6 7

Key Benefits• 6,100+ hours running time

• ~2.0 Headcount saving (Since 2018)

• ~45 FTE saving work effort time completed by automation

• 85% of process steps automated (eliminated)

• 24/5 continuous service

• High level troubleshooting invoices inquires included

• 98% reduced execution / lead time improvement.

• Reduction of 3.5 minutes troubleshooting per invoice received

• Increase analyst analytical interventions

Accounts payable use case: Helpdesk invoices inquiresTarget Picture I Digitalization

BOT

</>



Process Analyst

Process Responsible

Future Process

AS-IS Process

Download Report 06 Reports preparation by Aging

Identify user ID with Open workflow out of SLA

Generate log file and support documentationby user

Obtain manager and controller emailsActive directory + Controllers tracker

Send emails7-14 days emails are sent:To: ManagerCc: User>14 days emails are sentTo: Determine Leader

Trigger Dashboard update

1 2 3 4 5 6 7

Key Benefits• 100% process steps automated (eliminated)


• Reduced analyst contact with sensitive data

• Allows to reduce items out of SLA

• Reduce number of recurrent inquires to the Helpdesk

• Automatic dashboard update

Accounts payable use case: Invoices posting approval requestTarget Picture I Digitalization

Determine Bot setting & schedule Run

Determine SAP T-Code

CwP #1

Pulled SAP report accordantly & take all require screenshots

Excel Template

Download detective control report & saved it

Stored reconciliation template

Key Benefits• ~1.0 Headcount saving (Since 2018)

• ~60% of process steps automated (eliminated)

• 24/5 continuous service


• Data extraction automation process of all Detective Controls

• Increase analyst analytical interventions

• Configuration module with authorization control

• RMP Recommendation incorporated

BOT

</>



Process Analyst

Process Responsible

Use case automation tecnology in Process ControlsTarget Picture I Digitalization

21


MYTHS and REALITIES of Automation?

MYTH: Automation will fix outdated or inefficient processes

MYTH: Automation will replace our workforce

MYTH: All processes can be improved with RPA

MYTH: Automation can take care of its selves

REALITY: Significant increase in processing speed, quality

REALITY: RPA is a technology overlay, that ties together legacy fragmented systems through automation

REALITY: Human workforce increases focus on results, analytics and relationships

Internal | GS/ACE-AM | 2020-01-10

© Robert Bosch Stiftung 2019. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

Driving standardization along side with solution for automation

provides added value2

Effective change management, communication,

Maintain and control knowledge including

(methods, best practices and training)3

Leveraging available tools in addition to RPA consistently

across – needs greater focus and dots connected 1IT Enablement process needs to mature further –

Software application update coordination etc.,

maintenance processes continues to be fin5

Targeting RPA at a highly complex process with many

variations is a common mistake - That effort could have been

better spent automating multiple other processes6

developed standardized rulebooks, that help accelerated

grow - move from process driven to data driven mind set

machine learning being implemented next 4


Key insights and lessons learned from our journey

THANK YOU!