Our Client’s team
manages the back-end operations for payments processing of a large
International Bank. The 28 FTE team currently work in 3 shifts
providing an eighteen hour cover for the process.
processing unit of the Bank sends and receives the payment
transactions of all its customers. These nature of transactions
could be domestic or International, from their accounts to another
bank. Payment transaction requests are received through multiple
channels such as online through the online banking portal, fax,
email, from the customer personally or through a third party
visiting the branch and submitting the request.
These requests are
then imaged into a work-flow and then flow through multiple stages
(initiation, pre-checking, call-back, making & checking) before
being transferred to the Central Bank and then onward through FTS or
SWIFT to the final beneficiary account.
process had high manual error rates which required rework and
increased turnaround time for such transactions (check) and
transaction volume volatility which resulted in team challenges
(check) during month end processing.
TAO’s consulting team worked
closely with the client’s pay-ments processing team and focused on
six core sub-processes for assessment. These were:
(electronic and manual): Process payment re-quests made by customers
in bank mandate form for internal or external transfers which are in
local or foreign currency for external bank accounts
debiting system: Set-up direct debit instruction requests to allow
external financial institutions to directly debit customer’s
accounts for services rendered
- WPS (expand) and Salaries: Process
salaries and wage requests from corporate clients to debit the
employer’s ac-count and credit the amount to employee’s salary
- Accounts payable-Invoice Processing: Process emails with
invoices to match with the accrued amounts in the system, so that
payments can be made to the suppliers for services pro-vided (PDF
- Manager’s cheque and Demand Draft issuance: Custom-ers
request for MC/ DD via bank mandate form. The agent pro-cesses the
request in banking application to issue the MC/ DD
instructions: Setup standing instructions in cus-tomer’s account
with input data from bank mandate form filled by customers. These
standing instructions have to be executed by the operations team at
each interval it is setup for.
Manual Errors: In the existing scenario, the data was manually extracted from an input source such as a MS Excel file or an email and then manually entered into the core banking ap-plication. This lead to various kinds of data entry errors such as incorrect Amount values, incorrect Beneficiary details and Sanctioned payments not being assigned to the compliance team for approval. Based on analysis of the error trend and the underlying process steps being performed, we estimated that more than 80% of the manual errors could be eliminated with a RPA solution.
Volume Volatility: Between the 25th of any month till the 5th of every subsequent month, there is a significant fluctuation in the transaction volume. The volumes seemed to peak during the last week and first week of a month. going up by as much as 150% during the peak period and then dropping to around 60% - 70% for the rest of the month. (did not understand this sentence. Is it a repeat.) This was primarily due to monthly salary processing and fortnightly wage payments. Similarly requests for internal and external transfers were higher during the initial days of the month post salary processing.
At the end of the Assessment Study, TAO provided detailed insight and recommendations which included:
- Process analysis at a P5 level of detail of the As-is Process
- Change recommendations to increase automatability
- Business Case that included Quality, Efficiency, Productiv-ity and Cost benefits
- A comprehensive Automation solution including the RPA tool recommendation
- TAO’s implementation methodology and project plan
These insights and recommendations were discussed In detail with both the functional and process leadership to arrive at the final business case and RPA road map for the process.
In conclusion, Electronic Payments and Payroll Processing were shortlisted for automation.
This was on the basis of the conclusion that all earlier described manual errors would get eliminated, there would be a 70% increase in productivity and significant lowering of transaction costs. In addition, it addresses the volatility issue as well with an optimum solution designed to make the Bots available seamlessly during these peak loads.