A

Seminar Report
On

“ROBOTIC PROCESS AUTOMATION”

Submitted by
Mr. Vaibhav Dhananjay Lomte

For the Degree of

Bachelor of Engineering
(Electronics & Telecommunication Engineering)

DR. BABASAHEB AMBEDKAR TECHNOLOGICAL UNIVERSITY,

LONERE, MAHARASHTRA

Marathwada Shikshan Prasarak Mandal’s

Deogiri Institute of Engineering & Management Studies, Aurangabad
Department of Electronics & Telecommunication Engineering,
Maharashtra, India
2022-2023
 A
Seminar Report
On

“ROBOTIC PROCESS AUTOMATION”

Submitted by
Mr. Vaibhav Dhananjay Lomte

For the Degree of

Bachelor of Engineering
(Electronics & Telecommunication Engineering)

Guided by
Prof. K. T. Madrewar

Marathwada Shikshan Prasarak Mandal’s

Deogiri Institute of Engineering & Management Studies, Aurangabad
Department of Electronics & Telecommunication Engineering,
Maharashtra, India
2022-2023
 CERTIFICATE

This is to certify that, the Seminar report titled “Robotic Process Automation” submitted by “Mr. Vaibhav
Dhananjay Lomte” are bonafide record of work. The above mentioned work is completed under my
supervision and guidance in partial fulfillment of the requirement for the award of Bachelor Degree of
Electronics& Tele-communication Engineering, Deogiri Institute of Engineering & Management Studies,
Aurangabad, affiliated to Dr. Babasaheb Ambedkar Technological University, Lonere (M.S., INDIA).The
work described in this report has not been submitted to this or any other university for BTech & any other
degree.

Place: Aurangabad
Date:

Prof. K. T. Madrewar Prof. K. S. Ingle

Guide SY Co-ordinator
Department of Electronics Department of Electronics
& Tele-Communication Engineering & Tele-Communication Engineering

Dr. R. M. Autee Dr. U. D. Shiurkar

Head Director
Department of E & TC Deogiri Institute of Engineering and
Deogiri Institute of Engineering and Management Studies, Aurangabad.
Management Studies, Aurangabad.
 INDEX
CONTENT Page No.
Abstract I
1 INTRODUCTION
1.1 Introduction 1
2 LITERATURE SURVEY 2
3 ROBOTIC PROCESS AUTOMATION 5
3.1 Defination
3.2 Types of RPA
IMPORTANCE OF ROBOTIC PROCESS
4 AUTOMATION 6
AUTOMATION VS ROBOTIC PROCESS
5 AUTOMATION 7
FUTURE OF ROBOTIC PROCESS
6 AUTOMATION 8
7 ADVANTAGES & DISADVANTAGES 9
CONCLUSION 10
REFRENCES 11
ACKNOWLEDGEMENT
 ABSTRACT

Robotic process automation (RPA) offers several benefits over traditional automation solutions. It
enables to save costs and free up resources with a low non-invasive technical barrier. Increased productivity,
higher accuracy (and less errors), the ability to streamline regulatory compliance, faster service (and thus
enhanced customer satisfaction) and higher consistency are other advantages. An overview of robotic process
automation for business and digital transformation.

Robotic process automation or RPA is the development and deployment of software robots or bots to
automate rules-based and repetitive mundane tasks performed by people within workflow and process-related
applications (often legacy systems) and operations.

Robotic process automation describes both the software which is used to robotize processes as the
practice (or process as such) of defining processes and tasks that are best suited for RPA and the strategic
approach to effectively design and apply the RPA script, macros and algorithms to the process.
 CHAPTER 1
INTRODUCTION
1.1 Introduction
The automation of robotic processes has been experiencing an increasing trend of interest in recent
times. However, most of literature describes only theoretical foundations on RPA or industrial results after
implementing RPA in specific scenarios, especially in finance and outsourcing. This paper presents a
systematic mapping study with the aim of analysing the current state-of-the-art of RPA and identifying
existing gaps in both, scientific and industrial literature. Firstly, this study presents an in-depth analysis of the
54 primary studies which formally describe the current state of the art of RPA. These primary studies were
selected as a result of the conducting phase of the systematic review. Secondly, considering the RPA study
performed by Forrester, this paper reviews 14 of the main commercial tools of RPA, based on a classification
framework defined by 48 functionalities and evaluating the coverage of each of them. The result of the study
concludes that there are certain phases of the RPA lifecycle that are already solved in the market. However,
the Analysis phase is not covered in most tools. The lack of automation in such a phase is mainly reflected by
the absence of technological solutions to look for the best candidate processes of an organization to be
automated. Finally, some future directions and challenges are presented.

Fig (1): Robotic Process Automation

1
 CHAPTER 2
LITERATURE SURVEY
2.1 Research Paper
Changes in the global economy driven by the development of new technologies require businesses to
become more agile and to quickly respond to the needs, wishes, and demands from their customers. Moreover,
competitive and financial pressures force organizations to be more efficient, thus constantly seeking for new
technologies and methodologies that would help them become more productive, save costs and add value to
their business. One of the solutions which is emerging as a new technology is robotic process automation
(RPA) which can replace employees on repetitive tasks and automate them, and therefore, enable employees
to be involved in more complicated tasks which can bring organization more value. According to the reports
of consulting companies RPA is recognized as an emerging and disruptive technology that is already
delivering value Although there is a number of authors reporting various benefits of implementing RPA
within an organization .according to authors’ best 2 knowledge, RPA is, at the moment, more often
implemented in practice than it is investigated by the researches. Thus, it very important to discuss differences,
similarities, and complementarities between RPA and similar technologies and approaches, one of which is
business process management (BPM). For example, there is a recommendation for investigating the
integration of BPMS and RPA Moreover, investigating the state of the BPM market, Harmon indicated that
30% of the surveyed practitioners would like to add some kind of RPA capabilities to their process modeling
suite. Therefore, aiming to properly understand RPA, to assess its relevance within the research community
and to investigate its link to BPM, a systematic literature review (SLR) has been conducted. In that sense, this
paper reports on three research questions related to the state and progress of the RPA research, its definition
and practical usage, which are addressed in more detail later in this paper. Moreover, the paper aims to
provide an understanding of the differences between RPA and BPMS. With the purpose of meeting the
paper’s goal and to answer the research questions, the paper is structured as follows. After this introduction, a
brief background on RPA is given in the second part of the paper, explaining RPA in theory and practice and
its relation to BPM. The third part of the paper refers to the employed research methodology, in terms of
identification of research questions as well as the SLR protocol. Next, research results regarding three
research questions are presented in the fourth part of the paper, while in fifth, they are discussed. Last, the
sixth part of the paper brings the conclusion. Background on Robotic Process Automation Robotic Process
Automation in Theory and Practice According to the findings of preliminary literature overview, RPA is
defined as the application of specific technology and methodologies which is based on software and
algorithms aiming to automate repetitive human tasks .It is mostly driven by simple rules and business logic
while interacts with multiple information systems through existing graphic user interfaces . Its functionalities
1
comprise the automation of repeatable and rule-based activities by the use of non-invasive software robot,
called "bot" . Recently, RPA definition is extended towards its conjunction with artificial intelligence (AI),
cognitive computing, process mining, and data analytics. The introduction of advanced digital technologies
allows RPA to be reallocated from performing repetitive and error-prone routines in business processes
towards more complex knowledge intensive and value-adding tasks. To assess the state of the RPA market
Forrester identified 12 RPA vendors offering enterprise-level, full-corporate solutions that can support the
requirements of a "shared service" or enterprise-wide RPA utility. Though some RPA vendors offer industry-
specific solutions, Schmitz et al. see "the general concept of RPA as industry agnostic". On the other hand, the
RPA vendors' partnership with the leading artificial intelligence providers enabled the extension of traditional
RPA functionalities with 3 the new, emerging technologies such as self-learning from the process discovery,
training robots, AI-screen recognition, natural language generation and automated processes documentation
generation A majority of 400 companies surveyed by Deloitte have started on their RPA journey and almost a
quarter more plan to do so in the next two years. They also report that payback periods are averaging around a
year and their expectations of cost reduction, accuracy, timeliness, flexibility, and improved compliance are
met or exceeded . Forrester estimates that by 2021, there will be over 4 million robots automating repeatable
tasks, but the focus will be moved toward integrations with AI and improvements of RPA analytics. Similarly,
Everest Group points out that though a majority of buyers are highly satisfied with RPA solutions, they
require the enhancement of analytics and cognitive capabilities. Despite the high benefits from RPA, only 5%
of companies involved in Deloitte research have implemented more than 50 robots in their operations.
Organizational capability and the understanding of business goals of RPA implementation are crucial for the
success of RPA projects. A lack of understanding of what RPA means and where it can be applied, a lack of
management support and a fear of job loss by employees are identified key challenges for automating
processes. A change management strategy, a change of organizational culture and a shift in mindset could
help to bridge the gap between RPA being an IT tool and the business side of it. On the other side, Everest
Group study participants rated good customer support, training and educational materials, RPA maintenance
services and good RPA vendor ecosystem for complementary technologies as very important drivers of RPA
adoption. Besides, the introduction of new technologies brings up questions about the management of robots,
its' central control, and governance2.2 Robotic Process Automation and Business Process Management As
already indicated, it is important to investigate similarities and differences, as well as complementarities
between RPA and like technologies. In that sense, since RPA and BPM are neighboring disciplines having
complementary goals, Mendling et al. [33] call for the BPM research community to investigate business
process management systems (BPMSs) and RPA integration. BPM is a multidimensional approach aiming to
achieve better business performance through continuous process improvement, optimization and digital
transformation. BPMS as a holistic software platform that encompasses a wide range of functionalities such as
process design, analytics, and monitoring is very often one of the BPM initiative inevitable perspectives On
the other side, RPA deals with discreet, repetitive tasks and execute processes as a human would. According
to Cewe at al. "BPMS is used to orchestrate end-to-end process, and to manage human, robots and system
interactions, RPA is responsible for repetitive sequences of tasks that can be fully delegated to software
robots". Though these technologies are very often used separately, the authors from business practice strongly
suggest combining both to gain even more business value. In a case of the lack of resources and/or time to
completely implement BPMS, RPA can 4 be a valuable and relatively inexpensive tool to solve or
complement some of the unfulfilled goals. 3 Research Methodology 3.1 Identification of Research Questions
The results of the brief literature overview (as presented in Section 2) revealed the significance of RPA for
business practitioners and researchers, and the lack of SLR in the RPA domain. The preliminary findings
showed the gaps in research contexts, the lack of theoretical frameworks and discrepancies in the definition of
RPA and its content. Besides, the ad-hoc portrait of recent RPA literature showed that RPA is recognized in
business practice as a leverage for performance improvement. Though many benefits and challenges of RPA
implementation were addressed, the need to systematize experiences from business practice referring to the
usage of RPA was noticed. Finally, the discussion regarding RPA as a newly emerged area of BPM was
evidenced in both professional and academic literature.
 CHAPTER 3
ROBOTIC PROCESS AUTOMATION

3.1 Definition
Robotic process automation (RPA) is a software technology that makes it easy to build, deploy, and
manage software robots that emulate humans actions interacting with digital systems and software. Just like
people, software robots can do things like understand what’s on a screen, complete the right keystrokes,
navigate systems, identify and extract data, and perform a wide range of defined actions. But software robots
can do it faster and more consistently than people, without the need to get up and stretch or take a coffee break.

3.2 Types of RPA

1. Attended Automation

This type of bot resides on the user’s machine and is usually invoked by the user. Attended automation
is best suited for tasks that are triggered at points that are programmatically hard to detect.

For instance, let’s say a customer service representative would normally need up to 3 screens and
complete 5 manual steps so as to complete a transaction. Instead of going through all of these, the customer
service rep can choose to launch an automation code.

RPA bots can work like a rep, perform the needed operations and ask for guidance from the rep if
there is a need. For employees that face customers and still need to complete manual work, attended
automation can be deployed to augment these tasks.

2. Unattended Automation

These bots are like batch processes on the cloud and data processing tasks are completed in the
background. Unattended automation is deal for reducing the work of back-office employees. Unattended
automation can be launched in the following ways: data input in a specified location, bot initiated, orchestrator
initiated, and specified intervals.

3. Hybrid RPA

In this type of RPA, attended and unattended RPA boys are combined so as to provide automation for
both back and front office activities. This allows for end to end automation of a process.
 CHAPTER 4
IMPORTANCE OF RPA

 Improve speed, quality, and productivity

RPA bots can be trained to undertake un-intelligent and repetitive tasks faster and more accurately
than humans ever could.

 Get more value from big data

many organizations are generating so much data that they can’t process all of it. There are many
opportunities to gain insights from this data and drive greater efficiencies. RPA is ideally suited to help
parse through large datasets, both structured and unstructured, helping organizations make sense of the
data they are collecting.

 Free up employees for more valuable tasks

RPA offers the opportunity to free employees up to work on more valuable tasks. Leaving tedious
and repetitive work behind, employees can take up the jobs of the future, perhaps upskilling to
implement automation and AI to achieve greater outcomes.

 Become more adaptable to change Recovering from the

disruption caused by COVID-19 involves organizations becoming more agile and nimble in dealing
with change. Resilience and adaptability are central to overcoming current and future challenges. RPA
helps organizations speed up processes while reducing costs, ensuring organizations are ready to deal
with disruption and change.

The last few years have seen consistent growth in RPA, and Gartner forecasts this to continue well into the
future, with 90% of large organizations adopting RPA by 2022. Gartner cites resilience and scalability as the
main drivers for current and continued investment. But RPA provides a multitude of advantages
for organizations.
 CHAPTER 5
AUTOMATION VS. RPA

Automation, on the other hand, is when repetitive tasks are automated. Automation is when automatic
equipment is introduced to business processes. While RPA functions with no human interaction, traditional
automation requires minimal human intervention. As mentioned earlier, RPA does not modify or interrupt
previous systems and infrastructure. In automation, the existing systems need to be customized. For
customization, APIs are required but they are limited. This makes traditional automation complex and difficult
as compared to RPA. These APIs are required for the integrate the automation into the existing systems. RPA
can be integrated with other applications easily and can be configured in unique ways for different users.

Traditional automation is cheaper during the first stages as compared to RPA which is a bit costly. But
in the long run, automation becomes more expensive due to maintenance costs. RPA is therefore cheaper
because it does not include high maintenance costs and also saves time and effort. Implementation of
automation takes a longer time than the implementation of RPA. Feasibility tests, system analyses, and design
are needed and takes a longer period of time.

RPA is process-driven. It focuses on improving and perfecting the processes to improve or maintain
value. Because of the process driven software, RPA requires less time and effort to implement. Programming
skills are required in traditional automation. Users have to understand syntax and scripting. RPA, on the other
hand, does not require knowledge of programming. RPA is of two types, programmable and no code RPA.
Programmable RPA requires developers and programmers who can code the instructions that will govern how
the RPA will function. For no-code RPA, users only need to understand the functionality of the system. This
is because it includes flow charts. RPA does not require physical machines because users can assign tasks to
virtual machines. In traditional automation, programming is key for scalability and parallel execution.
Physical machines are a requirement for parallel execution.
 CHAPTER 6
FUTURE OF RPA

Automation and the technology that facilitates it move quickly. For those who make smart decisions
early, this quick advancement is an advantage that allows for agility years into the future.

Think back to how organizations viewed the cloud less than a decade ago. The decision to move
business-critical information to the cloud was seen as “bleeding edge” and inherently risky. After all, how
could you trust the security and longevity of information when you didn’t have on-premise control?

Now, however, in an era of dispersed workforces and globalization, the cloud is synonymous with
information management and organizational resilience. Those early adopters of cloud-based practices were
better situated to adapt to changes brought by time and circumstance (i.e., the pandemic).

Comparably, RPA will soon become synonymous with process management. Every business process
will be scrutinized through the lens of automation: How can we make today’s processes more efficient, more
effective, less risky?

What will determine RPA’s effective evolution?

A key component of RPA’s evolution is the integration of the tool into an organization’s content universe.

Already, RPA as a stand-alone product is beginning to show its limitations in application. That means pure-
play RPA platforms (those that offer only RPA as a product) are not the best choice for most organizations.

Leading analysts predict RPA will soon be commoditized as a productivity enhancement tool. Key
differentiation factors will revolve around how the RPA tool can function in tandem with intelligent enterprise
automation — a collection of integrated technologies that may include intelligent capture, artificial
intelligence, machine learning, case management, workflow, low-code capabilities and cloud-based content
services.

As these other tools become smarter alongside RPA, it makes less sense to invest in a pure-play RPA platform
and instead invest in one that natively integrates with the other capabilities that bring the most value and drive
the highest, quickest ROI.

RPA technology alone can analyze, build, run and manage your identified business processes, and it will
continue to be a crucial component. But, RPA will be just one of many components in a broader intelligent
automation strategy.
After all, RPA automates tasks within processes — it’s up to humans or other technology to identify those
processes, tightly integrate them with other tools and systems to address business problems, analyze cross-
system data and make strategic decisions.

Organizational takeaway
To capitalize on their digital transformations, organizations should build a tactical automation strategy
and implement integrated solutions that address their business problems, increase efficiency and consistency
and allow them to achieve performance goals.
 CHAPTER 7
ADVANTAGES & DISDAVANTAGES
 Advantages
1. Accuracy : The right result decision or calculation the first time
2. Consistency : Identical processes and tasks eliminating output variations
3. Retention : Shift towards more simulating tasks
4. Productivity : Freed up human resources for higher value-added tasks
5. Scalability : Instant ramp up and down to match demand peaks
6. Reliability : No sick days, services are provided 365 days

 Disadvantages
1. Expensive : Small scale company can not afford this
2. No innovative thinking : It will do only what its programmed to do and it will
not think according to human brain
3. Lack of technical ability : Its not upgraded to upto modern technology
4. Regular Reconfiguration
 CONCLUSION

RPA has the ability to both minimize errors and improve efficiency, and, moving forward, will be
critical for creating a seamless operational environment. Repetitive work will be accomplished more quickly
and efficiently, so humans can be free to focus on more human-centric strengths such as reasoning, judgment,
and emotional intelligence.

By implementing an RPA solution you may come up against some resistance and challenges. What
will help your RPA onboarding is completing the groundwork upfront and emphasizing a clear vision to both
your management team and personnel.
 REFRENCES
1. https://www.i-scoop.eu/robotic-process-automation-rpa

2. https://capacity.com/rpa-and-workflows/conclusion

3. https://winactorsupport.com/the-disadvantages-of-
rpa/#:~:text=One%20of%20the%20prominent%20disadvantages,difficult%20to%20fix%20the%20pro
blem.

4. https://www.kofax.com/learn/blog/benefits-of-rpa

5. https://www.automationanywhere.com/rpa/robotic-process-automation
 ACKNOWLEDGEMENT

Completion of Seminar work is a task which would have not accomplished without cooperation and help from
my guide Prof K. T. Madrewar At the outset, we wish to express my deep sense of gratitude to Dr. R. M.
Autee, Head, E & TC Department for his guidance, constant encouragement and allowing me to use the all
facilities in the department without which it would have not been possible. We are also very much grateful to
Director, Dr. U. D. Shiurkar who has been a constant source of inspiration. We are very much thankful to all
my faculty members whose presence always inspires me to do better.

Mr. Vaibhav Dhananjay Lomte