The EY teams also identified and prioritized RPA opportunities for automation across the claims organization for 18 process groups. Working closing with each of the 18 process teams, we developed an opportunity inventory workbook, listing claims operations opportunities and associated key metrics. This included assessing suitability based on technology readiness and reusability. Based on key metrics collected for each opportunity, the team estimated the capacity savings with key metrics such as task duration, volume and resource cost. The team reviewed each opportunity and held validation meetings with each group to estimate RPA savings across the opportunity inventory. Using set criteria, they developed recommendations for deep dive opportunities and prioritization.
Next, process identification and prioritization led to process re-engineering to make the insurer’s operations more suitable for automation. Robots were then built per approved designs and standards, leveraging templates and a reusable library. Following testing scenarios, the robots were released into the production environment.
The digital enablers included digital strategy, digital architecture, robotics and intelligent automation and next-generation data, as well as use of the cloud and advanced analytics.