ATM Complaints Automation

Bank Settlement Reconciliation Automation

In today's scenario – it takes 45 minutes for the user to reconcile one report resulting, in 5 years of settlement being pending. There were 2 departments involved that used e-mail, Excel, and a web portal on the desktop to fulfill this task. Also due to large and complex data files, high human error rate was high.

SOLUTION

The Ui Path robot handled the automation of the Bank Settlement report and reconciled the report with the core banking system application of the bank.

BENEFITS

  • Reduced processing and QA checking times.
  • Reduction of operational costs.
  • Quality improvement to 0% error rate.
  • Improved staff retention - reduced high volume low-value work to focus on complex/higher value work.
  • Improved scalability.
  • Now 24/7 operation (previously 8 am-6 pm weekdays).

UPI and IMPS Complaints Automation

It takes 20 minutes for the user to manage a particular complaint and distinguish it (It is a UPI complaint or IMPS complaint). There was one department involved that used 6 applications, such as Siebel, Finacle, SSRS e-mail, EJ, Excel, and a web portal on desktop. The information was structured, with pre-determined rules and conditions. There were less than 5% of exceptions.

SOLUTION

The Ui Path robot handled the automation of UPI and IMPS complaints which were reported on the portal. These complaints were further validated and processed accordingly as per the business requirement.

BENEFITS

  • Degree of robotization: 100% of effort automated.
  • Error rate reduced to 0%.
  • Manual effort reduction to 15%.
  • Faster processing time – reduction of 75%.
  • Employees were redeployed to higher-value activities.
ATM Reconciliation Image
ATM Reconciliation Image

ATM Complaints Automation

In today's scenario – it takes 10 minutes for the user to manage a single complaint. It was difficult to correlate complex multiple data sources from different EJ’s. Large and complex data files ( Ej’s ) resulted in a high human error rate at the time of processing.

SOLUTION

The Ui Path robot handled the automation of ATM complaints that were raised by the customers. These complaints were further validated and checked and proofreading (Reading Data from EJ Logs) was done by the BOT. A complete report to the Business User was sent by the BOT.

BENEFITS

  • Degree of robotization: 100% of effort automated.
  • Error rate reduced to 0%
  • Manual effort reduction to 5%
  • Faster processing time – reduction of 80%
  • Employees were redeployed to higher-value activities.

ATM Reconciliation Automation

The customer needed to automate the ATM Reconciliation process with a volume of 2000 transactions per month, an AHT of 400 seconds per transaction, and 3 FTEs. There were four departments involved that used two different applications on both web and desktop. The information was structured, with pre-determined rules and conditions.

SOLUTION

The UiPath robot handled the interface between Siebel and Finacle applications. It exported various reports from the application and reconciled the data. The reconciliation report was sent to the nominated business user.

BENEFITS

  • Degree of robotization: 100% of effort automated.
  • Error rate reduced to 0%
  • Manual effort reduction to 5%
  • Faster processing time – reduction of 80%
  • Employees were redeployed to higher-value activities.
ATM Reconciliation Image
ATM Reconciliation Image

EMI Foreclosure Automation

In today's scenario – it takes 10 minutes for the user to manage a single request for EMI Foreclosure. User dependency was more in this process resulting in the delay of the transaction.

SOLUTION

The UiPath robot handled the automation of the EMI Foreclosure process. The requests were sent by the bank customers to foreclose the Existing Loan, further, these requests were approved and sent to the concerned team for foreclosure.

BENEFITS

  • Degree of robotization: 100% of effort automated.
  • Error rate reduced to 0%
  • Manual effort reduction to 5%
  • Faster processing time – reduction of 80%
  • Employees were redeployed to higher-value activities.
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