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People First, Process Next, Service Excellence Always

Learning to walk before we run

Automation Feasibility and Implementation at Tarmac SSC

22 November 2017

23People First, Process Next, Service Excellence Always


Background & Context

24

● CRH

● Tarmac

● Tarmac SSC

● Our Automation Journey … so far ...

25

CRH at a Glance

● FTSE 100 company

● #3 global building materials player

● Globally balanced across 34 countries

● www.crh.com

● €27bn sales

● >90,000 people

● 300m tonnes of product

● Diversified product portfolio from heavy building materials to builders’ merchants


CRH HQBelgard Castle, Dublin, Ireland

+

Tarmac and CRH

People First, Process Next, Service Excellence Always 26


Tarmac at a Glance

Tarmac SSC : Background & Context



● People First

● Process Next

● Service Excellence Always

Tarmac SSC Mission Statement


● What’s all the noise about?

● The study

● Project Apollo

● What next?

Automation @ Tarmac

Automation31

RobotsRPA Robotic Process

Automation

Automation Anywhereblue prism

UI PathNLG

Natural Language Generation Artificial Intelligence

AI

Cognitive Computing

SAPRedwood

Lexmark

Infosys Datamatics

Accenture

Deloitte

Readsoft

Basware


What’s all the noise about?


The study

32

● Size of the prize

● Proof of concept

● Automation roadmap


The studyThe Challenge

Most of the process improvements/efficiencies within the SSC that are feasible in the short term will depend on automation. Whether:

1. An end to end automation of a process with an integrated solution (eg P2P) or2. "Point" solutions based on Robotic Process Automation (eg data entry in SAP)

or 3. Leveraging existing systems more fully (eg BlackLine or ServiceNow)

……. automation is the common theme.


The study

Conducted initial

process workshops

Developedroadmap

Developed value

proposition

Conducted workshops with process area leads to build an initial understanding of the activities in each area and potential opportunities

Developed long list of workshop outputs

Developed a long list of activities in each process area and assessed each activity for its opportunity potential, including consideration of additional functionality in additional applications e.g. ServiceNow, BlackLine

Validatedsummary of

opportunities

Produced a summary document of opportunities

and validated these with process area leads

Developed an outline roadmap based on our conversations and information collected

Developed and

reviewed value

proposition

Developed a POC

Considered future finance

ambition

Developed the POC for credit limit change

requests, demonstrating the

value of RPA and its ability to function

within Tarmac’s environment

Developed ambition for 2018 and beyond

In six weeks, we completed our Feasibility Study (incl PoC Build)


The studyConducted

initial process

workshops

One-to-ones were held with SMEs from O2C, P2P, R2R, Logistics Services and MDM in order to assess processes based on common criteria.

Repetitive Time consuming Input No. of exceptionsLevel of documentation

Current FTE effort Growth expectations

High repetition of task

Tasks that consume a significant amount of time Structured, electronic data

Low number of exceptions / variations to the process

Process is very well documented High

Expected growth e.g. new regulations, expanded scope

Little repetition of task Tasks that are quick

Unstructured text, scanned or handwritten pdf documents

High number of exceptions / variations to the process

Process is not fully documented Low

Little growth expected

Each process was assessed to consider its potential for automation and categorised as a high, medium or low opportunity across all available tools.

Developed long list of workshop outputs

Validatedsummary of

opportunities


The studyDeveloped

a POCDeveloped the POC demonstrating the value of RPA and

its ability to function within Tarmac’s environment


The implementation (Project Apollo)

37

● How does it relate to our Strategy?

● What was the plan?

● How are we moving from project to BaU?


As part of the CRH vision to be Making Business Better, the Shared Service Centre (SSC) are implementing Robotic Process Automation software to handle a number of process activities across the function.

We also looked at opportunities to improve our SSC SOx Key Controls by moving them from manual and retrospective, to automated and preventative.

The combined result for these formed our roadmap for Robotic Process Automation in 2017 and following an ‘RFP’ process in Quarter 1, we have selected UiPath as our software vendor.

Project Apollo is a combination of all the automation opportunities and the resulting efficiencies will mean we will no longer need all of the temporary resource we currently have in place across the SSC. We will also have a number of new opportunities relating to the implementation and running of the RPA software.

Strategic Fit

38

Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan

MDM

R2R

P2P

Customer master data changes

Vendor create process

Enable ServiceNow for Customer Changes

Enable ServiceNow for Vendor Create

Enable ServiceNow for Fixed Asset Addition, Transfers and Disposals

Fixed assets - Asset creation, transfer and disposal

Fixed asset verification

FA - project creation

Royalties calcs and postings

Payroll processing

BlackLine Opportunity UiPath - RPA ServiceNow

development

Banking reconciliations

JV & Intercompany reconciliations

Manual Journal Reengineering

Automatic Journal Reengineering

SOx Blackout

Payroll posting account reconciliations

BS Accounts for third party rent receivable

Apollo Roadmap


Sundry Payments processes

Supplier statement recs (subject to digitising input)

PR to PO conversion

Invoice Matching Error handlingExtend Sundry One Time

Vendor Pyt requests

Contracting Payment Certificates

UiPath contract signed


Define process requirements

Build process in UiPath Studio

User Acceptance Testing

Observed Go Live and fixes for LIVE

Publish process and link to Robot in UiPath Orchestrator

Define schedule for full Go Live

UiPath Process Development


Meet our virtual workforce

Here we can see Delilah in action

Jonny5DelilahSamson Daryl

MatildaIan HollyKryten

As a contributing factor to success, we believe it is important to ‘humanise’ the robots and help make them part of the existing team - each team working with a robot was given the opportunity to name them…....with some interesting results!


Automation Centre of Excellence

Automation Leader

Process Analyst *Automation Controller *

Automation Developer

Process SME’s *Assigned by Process Owner

Process Ownerin SSC function/wider business

* Potential to source from freed up FTE’s in SSC Number of heads in each role would be driven by the number of automated processes and tools

IT Apps, Security, Infrastructure and Change

SOx Compliance

From Project to BaU


Benefits Case

43

23 opportunities

identified

8 robots 17% cost taken out of

SSC

£900k development

cost

Potential saving of

>15% FTEs

1 year payback

12 opportunities

identified

8 robots 8% cost taken out of

SSC

£700k development

cost

Potential saving of

>8% FTEs

Less than 2 year

payback

All Automation in 2017

RPA in 2017


What Next?

44

● Key lessons

● What next for Tarmac?


Key Lessons Learned so far

45

● Don’t just jump in

● Feasibility can be done quickly and (relatively) cheaply

● Think holistically

● Collaboration is key

● Move quickly once you have momentum

● Ensure you have dedicated SME resource availability

● Ways of working will change


What next?

46

● Automate a further [X] processes● Increase our virtual workforce by [Y]● Establish consistent / reusable coding

framework● Develop in-house capability and

multi-skill


Any questions?

47

● ???????????

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