Virtually every organization struggles or experimentes with automation. However, most of them do not fully exploit the benefits of deep and systemic changes. one of the biggest mistakes of these organisations is that they do not devote time to an in-depth understanding of the work they intend to automate.
They do not properly analyse work so that the specific responsibilities to be automated can be identified. Without this type of deconstruction, the company suffers significant damage and minimizes return on investment, trying to automate all work.
So how can we analyse work to determine how best to implement automation in terms of specific responsibilities, and what role can automation play?
There are many approaches to deconstruction and categorization of the components of the duties in terms of a particular job. They can be illustrated three basic features of work.
Repeatable work and variable work
Repeated work is often predictable, routine and defined by defined criteria, while more variable work is unpredictable, changes and requires adaptable criteria and decision-making rules.
For example, most credit analyst duties are repetitive. They collect and synthesize similar data for each credit application. They seek the same warning signs in each set of customer data that are extracted from bank records, credit rating agency data, government records and social media. Essentially, repetitive responsibilities are more consistent with automation with well-established solutions such as Robotic Process Automation (RPA). South Africa may perform such analyses 15 times faster, almost no mistakes.
On the other hand, HR consultant's work is very variable. Each customer situation is different, and each problem is unique. HR consultants work with a set of analytical tools, change management frameworks and process design techniques that need to be adapted to diagnose unique problems and solutions. Such work is generally less prone to automation, but progress in cognitive automation can automate some analytical tasks or “learn” from previous customer orders.
Independent interactive work
Independent work requires little or no cooperation or communication with others, while interactive work requires more cooperation and communication with others and is based on empathy and communication skills.
Accountants preparing statutory reports to regulatory authorities shall, by means of the recommended models and decision-making rules, work independently in the first place.
They can collect data from different sources, synthesize their results, use accepted analytical tools and create reports with their results, without having to engage in contact with another person. Most of this work is compatible with automation using well-established methods.
For example, South Africa could collect information and synthesis, while artificial intelligence could perform most analyses and generate certain basic reports.
On the other hand, the call-center agent performs interactive work, matching his work to unique emotions, needs and style of communication of each caller. Interactive work is generally less in line with automation, but the progress in artificial intelligence and sensors is large enough that they can detect the emotions of the caller and analyze the request given to the call-center employee, who will provide him with important information on how to better handle the caller, with greater empathy and care.
Physical and Mental Work
Physical work is a work which is primarily manual, requiring manual dexterity and often force, while mental work requires cognitive abilities.
The work of the installer on the production line is physical work. Monter can collect different parts, weld them together, check the work and move the finished product to another part of the factory.
Such work is well suited for social or cooperative robotics, which is the result of a combination of artificial intelligence, sensors and mobile equipment. A cooperative robot could collect and move parts and bind them with such precision, which would far exceed the skills of a human being.
On the other hand, the bookkeeper's mental work, as described in the above section, can often be replaced or reinforced by South Africa or cognitive automation.
Having regard to these, three categories, companies can better understand the work they consider to be automated, and they can analyse how specific jobs are divided into specific responsibilities and tasks.
The next step is to ask ourselves: can these works we think of be automated, technically speaking? Do these responsibilities include one work, and if so, can they be separated from each other by minimal damage? What is the expected return from automation in terms of efficiency, speed, capabilities, costs, risks, etc.?
These are just a few questions that companies have to ask themselves, and only part of a full automation strategy. With these questions, it is possible to avoid treating all work as the same and equally qualified to automate.
Some tasks are more difficult to automate than others and – equally important – some works make sense as one position and some work can be divided into different tasks.
Translation:
„How to Break Down Work into Tasks That Can Be Automated” Written by Ravin Jesuthasan, John Boudreau
Source: https://hbr.org/2019/02/how-to-break-down-work-into-tasks-that-can-be-automated