Proceedings of the International Conference on Industrial Engineering and Operations Management

Istanbul, Turkey, March 7-10, 2022

Robotic Process Automation: A literature review on

quantitative benefits
Mohammed Alfandi
Ph.D. student in Industrial Engineering
Graduate School of Natural & Applied Sciences
Gaziantep University
Gaziantep, Turkey
[email protected]

Serap Ulusam Seçkiner

Full Professor of Industrial Engineering
Graduate School of Natural & Applied Sciences
Gaziantep University
Gaziantep, Turkey
[email protected]

Abstract
Robotic Process Automation (RPA) comprises a set of emanating technologies that promise to automate business
processes. This is achieved by simulating the way a human performs the target process. Although the time and cost
savings advantages of RPA and other related performance metrics have been shown in various contexts, we found no
literature review of the quantitative results. This requires an in-depth study to illustrate the quantitative benefits of
RPA in various industry sectors. This paper presents a structured literature review based on various industry sectors.
The aim was to analyze the quantitative benefits of Robotic Process Automation (RPA). We are presenting the
potentials of RPA in each industry using case studies and prober RPA processes in each sector. The study concludes
that although there are tremendous quantitative benefits of implementing RPA, only a few organizations in each sector
reported their quantitative results.

Keywords
Robotic Process Automation; Financial Benefits; Business Process Automation; Business Improvement; RPA in
various business sectors.

1. Introduction
Technological leaps accompanied by industrialization lead to what is known as “industrial revolutions.” these
industrial revolutions have occupied the fore. Starting with the first industrial revolution that presented mechanisms,
the second industrial revolution that presented electrical energy, and the third industrial revolution that presented
digitalization (Lasi et al. 2014), there have always been efforts to enhance processes and achieve continuous
improvements. Otherwise, it would not be possible to reach those peaks. Now a fourth industrial revolution is building
on the third, the digital revolution occurring since the middle of the last century (Xu et al. 2018). These revolutions
caused transformations of all sectors and made the necessity to keep up with this rapid change inevitable.

One technology that is expected to enhance organizations' processes and keep them competitive is Robotic Process
Automation (RPA). Process Automation is not a recent concept since it has developed from using machines to perform
physical tasks to include computers to perform service tasks later (Autor et al. 2003). Despite that RPA is the second-
fastest-growing career category (Taulli 2020), it has received little academic attention than process automation, a
mature research subject. However, the recent decade witnessed many case studies and applications of Robotic process
automation.

In this study, we try to develop intuition and gain an in-depth understanding of the quantitative benefits of RPA in
various industry sectors. Along with identifying the specific processes that are automated using RPA in each

IEOM Society International 4429

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

mentioned industry. The aim is to check the real benefits of RPA in different industry sectors and make sure that its
benefits are financially measurable.

The paper is structured as follows; Firstly, a brief explanation about RPA, its components, and the RPA project
methodology has been given. In the second section of the paper, the research methodology has been presented. In the
third section, the RPA implementation review in different industry sectors has been discussed. Lastly, the fourth part
of the paper brings the results and conclusion.

1.1 What is robotic process automation?

RPA is “a relatively new technology comprising software agents called ‘bots’ that mimic the manual path taken by a
human through a range of computer applications when performing certain tasks in a business process” (Syed et al.
2020). Another definition claims that RPA goes even further and might even perform knowledgeable tasks like the
Institute for Robotic Process Automation (IRPA), which defines RPA as “An application of technology that allows
employees in a company to configure computer software, or a ‘robot’, to capture and interpret existing applications
for processing a transaction, manipulating data, triggering responses and communicating with other digital systems.”
Other researchers like Aguirre and Rodriguez (2017) said that “Robotic Process Automation (RPA) emerges as a
software-based solution to automate rules-based business processes that involve routine tasks, structured data, and
deterministic outcomes.”.
As inferred from the provided definitions, no hardware involvement includes “physical robots.” Hence, Robotic
Process Automation (RPA) is a form of digital process automation that uses robotic software that can do repetitive
tasks usually done by humans. This is expected to allow employees to focus on more complicated tasks or tasks that
might require decision-making instead of losing valuable time on performing mundane and tedious tasks. Besides,
significant cost savings, quality improvement, and agility are associated with a successful RPA project (Asatiani and
Penttinen 2016). Some examples of the typical tasks that were automated using RPA according to Jovanović et al.
(2018) are: sending emails, opening applications, and copying and pasting information from one system to another.
Lacity et al. (2015a) mentioned some suitable processes for RPA, for example, transferring data from email or
spreadsheet software to ERP or CRM and vice versa. What is important to mention here is that RPA is useful when
software does not have its application programming interfaces linked, and intra-software communication is possible
only by front-end users, namely human workers or RPA (Asatiani and Penttinen 2016). Swedberg (2018) studied tens
of papers that discussed process selection for RPA and created criteria and guidelines as a list of 49 criteria studied
thoroughly process selection for RPA. Later on, more recent research by Syed et al. (2020) extracted the following
characteristics of RPA-suitable tasks from thirty research papers:
• Highly rule-based • Standardized
• High volume • Low levels of exception handling
• Mature • Highly repetitive
• Easy to achieve and show the impact • Fewer complex processes
• Has digitized structured data input • Well-documented
• Highly manual •Interacts with many systems
• Transactional
When choosing the right tasks to be automated, many benefits can be achieved. A study made by Kroll et al. (2016)
suggests that an RPA software license can cost between 1/3rd to 1/5th of the price of a Full-time Equivalent (FTE).
The benefits of RPA will be studied thoroughly later on in this paper according to each industry sector. Figure 1 shows
an example of a suitable RPA process, where there is a list of new registered customers (this is fake data just for
illustration). We want to fill in all the information to update our customers' database. We can notice that even though
the operation is easy and includes copy-paste actions, it needs much time to be accomplished. Such routines are perfect
to be done with a simple robot using RPA technology.

IEOM Society International 4430

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

Figure 1. Fill customers data to a database app from Excel Sheet

1.2 Robotic process automation components

RPA is a relatively fresh field of study, as mentioned earlier in the introduction, and it lacks much theoretical
background. So, for RPA components or RPA architecture, which is a technological perspective, it becomes hard to
specify it because it varies from one RPA vendor to the other. It can be said that whatever the RPA architecture is, it
will have either Stand-alone or Client-Server to manage those robots (Agostinelli et al. 2019). Besides, in all RPA
solutions, we will have either attended or unattended bots (Tornbohm and Dunie 2017).
Attended RPA bots involve tasks that work with employee intervention, meaning that they work alongside a human
controller who might input/take some to/from the robot while it is executing what it is designed for (an example would
be in the call center, where a rep can have the RPA system handle looking up information while talking to a customer).
Also, attended robots are suitable for many cases, like when there is a need for human decisions or entering data, or
when there might be exceptions that are not expected.
Unattended RPA bots involve tasks with no human intervention at all, meaning that they execute the task they are
designed for with no human involvement, and they do not take any input data. Unattended RPA bots are suitable for
executing deterministic routines where all execution paths (including exceptions) are well understood and can be
codified. Copying records from one system into another via their user interfaces through a series of copy-paste
operations is an example of a routine that could be executed by an unattended bot (Leno et al. 2020).

1.3 Robotic process automation project methodology

A successful deployment of RPA technologies in an organization depends on a systematic approach to tackle the
strategic level considerations surrounding the adoption of RPA and the technical considerations surrounding RPA
implementations (Syed et al. 2020). Syed et al. (2020) concluded that many papers delivered reports and lessons
learned from their RPA implementations within organizations. However, it is not vendor-neutral and is underpinned
by rigorous academic research. Nonetheless, we can say that Willcocks et al. (2015) highlighted general eight steps
the organizations can follow for RPA projects;
• Establish Business-RPA alignment: There must be a strategy the organization follows before thinking of RPA, so
we should align this strategy and RPA’s strategy.
• Define the organizational design and the role of the Head of RPA: The organization's structure must be defined
and its responsibilities. This is very important to design the implementation process. The design must accord to
the organization’s needs. As organizations grow, they become more complex, meaning the need for more
centralized RPA departments, while small size organizations have the advantages of a flexible light model.
• Form an RPA Governance board to manage the demand pipeline and assess RPA opportunities: To ensure the
right delivery of RPA, it is recommended to have an RPA governance board that will be responsible for the
demand pipeline for RPA. This RPA governance board prioritizes and assess the tasks and implement the most
important ones first.

IEOM Society International 4431

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

• Agree on the RPA delivery methodology and the tracking of its correct use: RPA delivery methodology is usually
based on the RPA vendors who offer a standardized methodology that can be adapted in-house. When an
unfamiliar process is added to the implementation plan, it is done using the selected RPA delivery methodology.
• Establish the RPA service engagement model required to support operational processes: With the correct support
infrastructure in place, RPA optimizes the productivity of both human and virtual workforces. Operational support
activities include referral and exception handling, business continuity, testing and deployment, systems support,
process support, and product support. The roles and responsibilities for such tasks need to be assigned across a
business unit, operational, RPA, IT teams, and the RPA software provider.
• Define the people, their roles, and responsibilities, and provide the training they need for operating efficiently in
the existing organizational structure.
• Define a scalable, low-maintenance technical environment and associated growth strategy.
• Plan for Scaling.

2. Research methodology
As a niche and emerging technology of business automation, the literature on RPA is insufficient. The results of
previous literature reviews revealed the benefits of RPA implementation. However, there was a lack of presenting
even the preliminary finding of quantitative benefits. Besides, the extempore analysis of recent RPA literature has
shown that RPA is regarded in business activity as an opportunity to enhance processes. While many of the advantages
and complexities of RPA implementation have been discussed, the need to have a literature review to exhibit the
quantitative results of RPA implementation in various industry sectors emerges. Towards achieving this aim, we used
the Systematic Literature Research (SLR) methodology, as it is used in similar research by (Ivančić et al. 2019). We
studied carefully the reference “Guidelines for performing Systematic Literature Reviews in Software Engineering”
(Kitchenham and Charters 2007) illustrates the various benefits of using SLR in software engineering. This
methodology became very popular in the recent two decades in management and information technology (Ivančić et
al. 2019). Our research will not build statistical results based on our search, so we will use the general theme of SLR
in our method that complies with our goal.

According to these papers Mariano et al. (2017) and Boell and D (2015), which provide standard guidelines for SLR,
our literature review was performed using a three-step method: (1) SLR protocol definition and literature search and
selection; (2) quality appraisal and extraction of relevant articles; and (3) qualitative analysis and synthesis of the
accepted articles. However, we had to add an extra step to make an additional search.

The first step was achieved by establishing a research protocol that started by constructing the queries to be executed
in digital libraries and search engines. The main keywords for these queries are: “Robotic Process Automation, RPA
case-study, RPA benefits." There were synonyms we used to make sure we got all possible related papers. These
synonyms are "service automation, intelligent process automation, white-collar robot, routine task automation,
repetitive, desktop automation, a virtual workforce, digital technology, business automation, RPA results.” These
keywords were searched in multiple databases, namely Elsevier, Google Scholar, IEEEXplore, Web of Science,
Scopus, and Springer Link. The search strategy is based on the following conditions: No publication date limit; no
topic limit; search term contained anywhere in the articles; articles, theses, books, and conference papers only. As a
result, 339 papers were found (after excluding duplicate papers) in the six mentioned databases and search engines.
For the second step, we established exclusion areas. The excluded papers were: Abstract-only; non-peer-reviewed
articles; case studies from RPA vendors; articles with RPA in their content but with a different meaning; articles with
no implementing example of RPA. After analyzing the abstract of the selected articles, not all of them achieve our
research aims. So, they were excluded from our research to end up with 241 papers to move to our third step.

In the last step of our SLR protocol, we analyze the full text of the selected papers. After doing the full-text analysis,
we did a backward search for additional papers cited in our reading papers. In the beginning, the only sources for our
research were articles, conference papers, books, and theses. Later on, we found some studies by consultancy
organizations that have been used extensively in the scientific literature (Capgemini, Gartner, and Deloitte, etc.). With
reports by RPA vendors, we use them only if the same case study was mentioned in one of the peer-reviewed papers.
Another source is reports published by the organization where the RPA implementation took place in. After
downloading the new papers, we got 98 papers to be scrutinized for the quantitative results of implementing RPA in
different sectors. Figure 2 shows the steps and procedures made to conduct this research.

IEOM Society International 4432

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

SLR Quality Qualitativ Backwar

protocol appraisal e analysis d search

Digital full-
Search strategy Exclusion text Extra
Libraries
analysi paper
s
s
No publication date limit;
no topic limit;
339
IEEE search term contained papers Abstract-only;
non-peer-
241papers
Elsevie anywhere in the articles. reviewed
r Searching for
Xplor articles, theses, books, articles; case- Checking if
and conference papers only studies from whitepapers,
RPA vendors; the papers reports, and
articles with match our extra papers
RPA in their
content but with
research that were cited
Google Web of in the papers
Scholar Science a different goal exactly
meaning; articles we read before
with no
implementing
example of RPA
Scopu Springe
s r Link
98
Papers

Figure 2. Research methodology

3. Related work
There are quite a few papers in the form of an RPA literature review Vitharanage et al. (2020) presented empirical
study on RPA benefits gained by organizations. They classified the benefits into strategic, managerial, organizational,
and operational benefits. Syed et al. (2020) presented a structured literature review that identifies several
contemporary, RPA-related themes and challenges for future research. Ivančić et al. (2019) investigated how the
academic community defines RPA and the extent to which research has been conducted in the literature on the state,
trends, and application of RPA. Enriquez et al. (2020) presented a systematic mapping study to analyze the current
state-of-the-art of RPA and identify existing gaps in scientific and industrial literature. Wewerka and Reichert (2020)
Presented RPA using a Systematic Literature Review (SLR). In this SLR, 63 publications were identified, categorized,
and analyzed along with well-defined research questions. Moreover, from the SLR findings, a framework for
systematically analyzing, assessing, and comparing existing and upcoming RPA works was derived. In a more recent
literature review paper, Ribeiro et al. (2021) presented a study of the RPA tools associated with AI that can improve
the organizational processes business processes associated with Industry 4.0.

It is worth mentioning other research work done by (Valgaeren 2019) and (Vanhanen 2020); they both prepared master
theses about RPA in banking and presented extensive literature review, but it was limited to RPA in the financial
sector.

As far as we know, no study in the literature collected RPA benefits gained by organizations in a quantitative form
besides qualitative. Above that, categorizing the results according to the different industry sectors does not exist. While
mining for the quantitative results, we will introduce one or more case studies for each mentioned industry sector. The
purpose of explaining the case studies is to illustrate some areas/processes suitable for RPA. By highlighting some
application processes within each industry, we believe it would be easier to understand the potentials of RPA in the
specified sector.

IEOM Society International 4433

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

4. RPA at different industry sectors

As mentioned in the introduction, RPA can be an efficient solution for routine activities and businesses facing various
transitions. Also, systemic improvements or changes to the system, since RPA is not a disruptive tool for deployment
in an organization.

As a trend recently, RPA is being used by several Industry sectors have already recognized a range of benefits [5, 20-
25]. This varies which of these advantages are more desirable to an organization, based on the organization's goals
and vision.

In sections (4.1) to (4.4), we list what we could find of industry-specific benefits and results. Ivančić et al. (2019)
found that 65% of RPA implementation projects, as mentioned by the researchers, come from two industries, services,
and telecommunications, while the other implementations are related to finance and insurance, healthcare
management, sales, and the oil & gas industry. Our research will do different categorizing according to what we found
from our research method we followed. We will focus on the industry sectors that make up over 75% of RPA
implementation projects concerned with quantitative results.

Figure three shows the results in percentages for different sectors in terms of reporting quantitative results of RPA
implementation, noting that the “Other” category contains many sectors that will not be considered in the study since
a very limited reporting of the quantitative benefits were found.

Quantitative benefits Based Categorizing

50%
40%
30%
20%
10%
0%
1

Financial Health Telecommunications Power& Utilities Other

Figure 3. Categorizing per industry

4.1 Robotic Process Automation for the financial sector

The financial sector is heavily reliant upon digital operations in recent years. Digitization requires dealing with digital
documents, information transactions, and many other tasks and processes. RPA, along with other technologies such
as artificial intelligence, emerged to help achieve those tasks. RPA implementations in the literature included many
case studies. We will talk about the financial sectors that got more implementations in the literature.

4.1.1 Robotic Process Automation at Banks

Manual financial frameworks cannot follow the quick-changing business condition any longer, and along these lines,
banks need to focus on the digitalization of a few inside procedures (Daru 2015). Consequently, financial services are
shifting towards a more systematic utilization of technology to decrease costs and maintain high consumer loyalty.
As seen in Table 1, we could find some published quantitative benefits of RPA implementation in different banks.
Sometimes, we could not find enough information regarding the results. Meaning, it is not always the case where the
organization announces the full results of implementing RPA. We choose the table contents to check whether the
benefits of RPA implementation are general in the organization or just the result of applying on a specific process. As
can be noticed in the table, sometimes the reference to these results mentions the overall enhancement of the
organization. However, other times it is only process-specific enhancement results. An important point to mention is
the existence of some other technologies at the same time as RPA implementation in most mentioned cases. According
to Sibanda et al. (2020), some of these technologies are blockchains, big data, and cloud-based computing platforms.
Other used technologies in the banking sector include AI and legacy systems (Met et al. 2020). Conclusion regarding
RPA in the banking industry, there are significant benefits of implementing RPA in this sector

IEOM Society International 4434

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

Table 1. Results of Robotic Process Automation implementation at Banks

Bank name Use of No. of RPA No. of bots used Declared RPA Results Reference
another processes Processes
Tech
Ziraat Bank Yes Not c- For the Fleet a- E-Notification a- Done eight times faster (Met et al.
mentioned traffic only over Process b- Much faster than before 2020)
one bot b- Tax and Social c- Hundreds of vehicles within a
Insurance Debt few hours
Collections
c- Fleet Traffic 3240 FTEs saved
Insurance
Policies

The Co-operative Yes Over 150 20 bots a- Excess queue a- Consistency in following the excess (Barnett 2015)
Bank b- Complex queue procedure ensuring that the (Mungla 2019)
CHAPs bank meets its customary
processing requirements
c- VISA • Automatic customer account
chargeback management
processing • Automated outward customer
d- Other back- calls
office • Fairness and consistency in
processes that customer treatment
support sales • Improvements in customer
and general service provision which
administration. resulted in increased customer
retention and satisfaction
• 9 FTEs at least saved

A bank in the UAE Not 21 Not mentioned a- Past due (Taulli 2020)
95% process automation
mentioned settlements
50% FTE
b- Budget
utilization
c- Anti-money
laundering
payment
screening
BNY Mellon (Bank Yes 29 Projects 178 Bots a- Account a- 70% automation; (Theuerkauf et
of New York Mellon) 19 Business Closure 30%Turnaround Time (TAT) al. 2017)
Functions Automation improvement;88% reduction in
across 147 b- Data time per transaction
individual Acquisition b- % Automation: 80% of client
business Group accounts from the top 10
processes c- US investment manager websites
Settlements (i.e. ~5000+ accounts);
Repair Productivity improvement:
Automation ~77% TAT improvement (~9
d- USD Funds mins to ~ 2 mins);
Transfer Benefits/Efficiency: Increased
Exception processing window for
e- Research; downstream reconciliation
f- Trade Capture processing
DE; c- Automation: 86% to 100%
g- Loans automation depending on the
processing; work queue; Productivity
h- Data improvement: 68% faster TAT
Acquisition; improvement;
i- ICSD Trade Benefits/Efficiency: Annual
Input; run-rate savings
j- ICSD Trade
Input;
k- Income $1.5M cumulative savings
Processing;
l- Account
Closures
m- Institutional
Investment
Account
(DAG, AST
Accounting, &
Investment
Management
Recon);

IEOM Society International 4435

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

Union Bank in the Not 400 Not mentioned a- 18 FTEs saved; reduced the (Taulli 2020)
Philippines (UBP) mentioned a- Processing of time per task from 120s to 18s; (Ortiz and Vera
End-of-Day reduced total processing time 2018)
Reports for from 8.33hr to 1.5hr
250 CMS • 97% digitization
Billers 300% processing time
Barclays Bank UK. Not Not Not mentioned a- Loan a- Quicker processing and does (Barclays Bank
mentioned mentioned application not have to take lunch, 2018)
processing vacations, or time off wiped (Taulli 2020)
out.
• 120 FTE
annual reduction in bad debt
provisions of $250 million
A full-service bank in Not Not Not mentioned Not mentioned • 55% productivity increase (Taulli 2020)
India mentioned mentioned • 5% of common manual errors
were eliminated.

A global fortune Not 20 processes 150 bots a- Credit card 30% cost reduction (Deloitte 2017)
1000 bank mentioned remediation (Taulli 2020)
b- PDF
conversion:
Logging into a
statement
repository and
converting
PDF-based
unstructured
data into
structured
data, using the
power of
natural
language
processing to
identify key
terms to
inform claims
assessment.
c- Payment
processing:
Applying a
tailored rule-
set to
transactional
data and then
feeding the
results into a
remediation
calculator for
processing and
payment.
The Mashreq Bank Yes Not Not mentioned a- multi-lingual a- Productivity: 90% (Sibanda et al.
UAE mentioned human-robot enhancement; 65% TAT 2020)
interactivity reduction; 90% decrease in
customers complaints.
• 20000 cheques and 150,000
error-free and secure
transactions processed daily

Standard Bank Yes Not Not mentioned a- Debit card a- Reduced from an over 150 (Mungla 2019)
mentioned maintenance hours long manual process to an (WorkFusion
b- The dormant approximately 5 hours 2020)
debit card automatic one.
purge process b- Changed the dormant card’s
c- Account status to closed in about two
opening seconds with no human
d- Vehicle and intervention
Asset Finance c- Reduced time from 23 days to
Customer under 5 minutes
verification d- Cut in time about 60%
times
• 1 M transactions
processed / month

Federal Bank-India Not 15 processes Not mentioned a- Customer a- Merge around 250 records in (OSMAN
mentioned 35 processes Identification one hour, while employees 2019)
to be. need a full day

IEOM Society International 4436

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

Note 1: When a result line in the” Results “column is labeled with letters (a-z) it means it results from a specific process in the” Declared RPA Processes” column.
Note 2: When there is “Not mentioned” in any place in the table, meaning that we could not find information about this issue.
Note 3: Having the symbol ( ) next to a line in the” Results “column means that this result is mentioned in the reference as a benefit for the entire organization
not for the specific process

4.1.2 Robotic Process Automation at insurance companies

Insurance companies across the globe are extensively monitoring orders and delivering feedback overloaded with
manual back-office processes. This encourages insurance companies to simplify various procedures to satisfy the
constantly growing demand and enhance their processing times. The complexity and number of tasks that must be
managed in the insurance sector, from managing policies to filing and processing claims across multiple platforms,
provides an ideal environment for the use of RPA technology (Tripathi 2018). TheLabConsulting (2018) addressed
many benefits from adopting RPA compared to traditional automation; these benefits are: Faster claims processing;
Easier policy cancellation; Simplified new business onboarding; Increased data accuracy; Standardized processes,
Legacy-systems compatibility and new system implementation friendly, and Easy transition.

Table 2 shows the results we found related to the quantitative benefits of implementing RPA in the Insurance sector.
As seen from Table 2, the quantitative benefits exist in a way or another. However, it is not well documented or
published in a clear decisive manner. For instance, Generali CEE Holding reported over 50% of savings in their
operations. Nevertheless, it is not clear whether it is only from RPA implementation. Another issue regarding CEE is
the number of automated processes that reached 38 processes. No detailed process was found regarding implementing
these processes or any clear financial benefits or FTEs savings. Other Insurance companies like the Australian
company Taulli (2020) mentioned reported potentials of 7 million dollars of saving from RPA. While they mentioned,
they saved over 80 FTEs. So, regarding the found results for Insurance companies, RPA is widely used and popular,
and significant benefits can be achieved.

Table 2. Results of RPA implementation at the insurance companies

Company Use of No. of RPA No. of bots Declared RPA Processes Results Reference
name another processes used
Tech
Generali CEE Yes 38 Not mentioned All their policy cancellation • >50% cost savings (Marek et al.
Holding processes. Increased quality, productivity, error 2019)
reduction, and employee satisfaction
Leading Global Yes Not mentioned Not mentioned a- Policy Renewal Process a- Reduction of FTEs by (Capgemini
Insurer (General Liability and approximately 50%; 2017)
Financial Lines; Non- 30-40% increase in efficiency;
Standardized process Elimination of overtime, including
between three original peak cycles; Increased customer
locations worldwide; satisfaction because of faster response
Process involved over 25 times; Increased quality and accuracy
applications and many output.
documents, forms, and
emails; Part of the
process involved an
offshore Business
Services provider)
Insurance Yes >100 Not mentioned Not mentioned • Potential for $7 million in net (Taulli 2020)
company in identified (not savings
Australia declared >80 FTEs saved
whether they
automated all
of them)
Xchanging Yes 14 core 27 a- Insurance premiums a- Reduced time to process 500 (Lacity and
processes notes by many humans in Willcocks
Insurance-related processes several days to only 30 2016a)
minutes.
• Saved an average of 30% on
each automated process

Global Yes Not mentioned Not mentioned a- Robotics Center of a- 50% reduction in FTEs; (Capgemini
Insurance Excellence (Identify Reduced cycle time of targeted 2017)
Brokerage Firm business processes for processes by 75%; Reductions
automation; Establish in error rates; Ease of
and show RPA scalability to extend RPA;
capabilities within the Reduced operational cost
context of the business;
Illustrate expected
benefits and get business

IEOM Society International 4437

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

user acceptance on
automated results)
Zurich Yes 48 Not mentioned a- Issue policies • 51% cost reduction
Insurance • 25% of operational team
capacity
• 1 billion dollars cost savings
Note 1: When a result line in the “Results” column is labeled with letters (a-z) it means it results from a specific process in the “Declared RPA Processes” column.
Note 2: When there is “Not mentioned” in any place on the table, meaning that we could not find information about this issue.
Note 3: Having the symbol ( ) next to a line in the “Results” column means that this result is mentioned in the reference as a benefit for the entire organization, not for
the specific process
4.2 Robotic Process Automation at the power & utilities
Since energy demand remains flat, switching to technologies proved to be effective in cost-saving, increasing
efficiency, and enhancing processes as RPA does. RPA is one technology that aims to increase the operational
performance of Utilities by automating activities (ANAGNOSTE 2018). Many RPA implementations have already
taken place, which have different applications across this sector.

As can be noticed from Table 3, which shows the results of RPA implementation at the Power & Utilities. There is a
significant opportunity to implement RPA in many processes in this sector. For example, the results of implementing
at UTILITY are very motivating. Achieving a 200% ROI in a year is an excellent financial result. It is necessary to
mention here that Artificial Intelligence exists in all the case study companies we reported. Also, we can say it is vague
results, cannot be judged whether it is pure RPA results or mixed for the overall quantitative results on the
organization.

Table 3. Results of Robotic Process Automation implementation at the Power & Utilities
Company Use of No. of bots Declared RPA Processes No. of RPA Results Reference
name another used processes
Tech
DTE energy Yes Not a- Customer Service: 35 a- 40-50%. Reduced bill (Taulli 2020)
mentioned High Bills number that needs manual (BluePrism 2020)
b- Qualification review.
Evaluations 250,000 annualized hours were
given back to business
UTILITY Yes 300 a- Resolving infeasible 20-25% of a- 60% FTE; improved the (Lacity et al. 2015b)
customer meter back-office quality, consistency, and
readings processes speed of resolutions

• 200% ROI in one year

a Top 500 Yes >100 a- Handling >120 a- 25% processing time on (ANAGNOSTE
company in Intercompany normal processes and 45% on 2018)
Power & reconciliation complex processes
Utilities • Finance (e.g. Procure to 35% processing time; The
Pay, Order to Cash, responding time to external parties
Record to Report, (i.e. vendors or clients) has
Intercompany improved by approximately 25%.
transactions, and
General Ledger).
• Client operations (e.g.
Hardware change
requests, Credit
payments, and Credit
requests, Plan
renewals, and Tariff
upgrades).
• Human Resources (e.g.
Employees boarding,
• Employees training
requests, New
employee registration,
Annually Employee
Promotion Letters) and
Network Operations.

Note 1: When a result line in the “Results” column is labeled with letters (A-Z) it means it results from a specific process in the “Declared RPA Processes” column.
Note 2: When there is “Not mentioned” in any place on the table, meaning that we could not find information about this issue.
Note 3: Having the symbol ( ) next to a line in the “Results” column means that this result is mentioned in the reference as a benefit for the entire organization, not
for the specific process

4.3 Robotic Process Automation in the healthcare sector

IEOM Society International 4438

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

Delivering high-quality, affordable healthcare is probably the goal for every healthcare facility. To accomplish this,
many forms, other documentation, and details have to be worked with. The patient's records, billing and payment, and
other information are collected to be processed and then stored in the system.
Tripathi (2018) suggests that the Healthcare industry would benefit from RPA in the following processes: Data entry,
patient scheduling, and, more importantly, billing and claims processing. RPA would help optimize patient
appointments, send them automatic reminders of their appointments, and eliminate human error in patient records.
This leaves workers to focus more on the patients' needs and leads to an improved patient experience.
Several RPA projects have been implemented recently in the health sector; we will show two examples to motivate
the facilities within this sector to take steps towards robotic process automation.
Table 4 summarizes some results of RPA implementation in the health sector. It can be noticed that Catholic Health
Initiatives achieved great annual savings of 0.5 million dollars. More significant savings were achieved in Blue Cross
Blue Shield North Carolina (BCBSNC) regarding money savings and FTEs. The Healthcare sector, as we can see, has
great potentials for savings and other quantitative results. Due to the lack of information regarding the case studies,
we included only three columns and the organization name.

Table 4. Results of Robotic Process Automation implementation in the Healthcare sector

Organization name RPA process Results Reference
Catholic Health Initiatives accounts payable (A/P) $0.5 million in annual (Bruno et al. 2017)
recurring savings
Blue Cross Blue Shield North the claim automation engine savings of $11 million (Dunlap and Lacity 2017)
Carolina (BCBSNC) by the end of 2010;
reduce FTEs from
425 to 300;
reduce supervisors
from 30 to 20
A leading global pharma Pricing process in the Finance and Controlling department. reduction 76% in time (Anagnoste 2018)
company in Switzerland (from 25 minutes to 6
minutes);
>1 million Euro in
savings, while
achieved 100%
automation.

Swiftqueue (patient registration • real-time appointment scheduling post-emergency room With 20,000 hours (Jolt Advantage 2019)
platform in Ireland for NHS) discharge saved and an average
• schedule set up via a chatbot and auto recommends waiting room time of
another clinic if one has a significant delay fewer than 10 minutes

4.4 Robotic Process Automation in the telecommunication sector

For the telecommunication sector, the first case study that comes to mind is Telefónica O2, an example of a successful
RPA adoption. O2 outsourced most of its back-office processes and nearly 90% of its staff before they adopted RPA.
They removed some processes before RPA, e.g., legacy order verification process, because the error rate was 0.01%.
Robotics involved the use of a variety of software applications to do the first processes. Specifically, the first two
processes were highly standardized and high-volume processes. The first one was the SIM swaps, which involves
replacing customers’ SIM cards while not changing his/her current number. The second one involved applying a pre-
defined credit to a clients’ account. At first, RPA vendor specialists worked on-site to introduce these processes, but
after three months, O2's employees, ultimately three individuals, performed process automation themselves. They
expected the RPA to repay in 10 months with ten processes, while the IT-based BPM would have taken three years to
break. In the following five years, 15 processes were robotized, accounting for 35% of back-office transactions,
including credit checks and request handling. Another finding made by O2 was that RPA needs intensive directions
to forestall certain types of "common sense" related errors. O2 reports that its 75 robots handle up to 500 000
transactions per month, and 250 FTEs more without RPA would be required to handle the respective transactions. The
ROI is calculated to be at least 650% (Lacity and Willcocks 2016b).

Table 5 summarizes the quantitative results we could find in the literature. As we mentioned before, there are many
case studies and implementations in the literature, but we are concerned only with papers that published quantitative
results of its RPA implementation. Implementing RPA in Deutsche Telekom (DT) is a very recent case study. They
claimed to robotize 50 processes and used over 1000 bots to do their automation. This number of bots used reflects
that there must be tremendous benefits from this implementation. Because of this high number of bots, it is not
surprising to see that they saved 800 FTEs.

IEOM Society International 4439

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

Table 5. Results of RPA implementation in the Telecommunications sector

Company name Results No. of Declared RPA Processes No. of RPA Reference
bots used processes

Telefónica O2 Between 650 and 800% ROI in 3 years >160 a- SIM swaps 15 (Lacity and
and b- applying a pre-defined Willcocks
growing credit to a clients’ 2016b)
account
Deutsche Telekom • 30% to 60% cost saving >1000 a- Field Service App 50 (Schmitz et al.
(DT) • 80% Automation b- Proactive Problem 2019)
• 800 FTEs Solving
• They observed benefits in the
three areas of customer
satisfaction, financial
performance, and process
compliance.

Note 1: When a result line in the “Results” column is labeled with letters (A-Z), it means it results from a specific process in the “Declared RPA Processes” column.
Note 2: When there is “Not mentioned” in any place on the table, meaning that we could not find information about this issue.
Note 3: Having the symbol ( ) next to a line in the “Results” column means that this result is mentioned in the reference as a benefit for the entire organization, not
for the specific process

5. Threats to validity
It is important to emphasize that we took into consideration while preparing this study the different aspects
recommended by (Kitchenham et al. 2009) and (Petersen et al. 2015). However, our search was for some unique
papers that contained the quantitative benefits, which was our main research question. These benefits might not be
used as a keyword in the published papers or are most likely not used in the title. This fact made it very difficult to
judge the paper's validity to our research and made the statistical categorizing of the industry categories with reporting
the benefits extremely time-consuming. For the context of this research, SLR was conducted as generally as possible
in terms of publications and dates. In this way, the study was carried out as thoroughly as possible since it does not
privilege certain publications.

The examination of aspects that may affect the study created tendentious or unrepresentative is known as publication
bias. In this regard, it is vital to keep in mind that, as a study project progresses, researchers may be tempted to stress
the good outcomes in connection to the performance of the technique they suggest, which implies that the experimental
data may not be properly transparent. To prevent bias, several of the researchers' colleagues who are experts in the
topic have thoroughly examined the work to ensure that the planning requirements are satisfied.

The risk to the credibility of data synthesis and outcomes is addressed to the greatest extent feasible by establishing
filters and sector categorization schemes in figures 2&3.

Finally, as previously stated, these risks are mitigated by doing the research filtering as mentioned in the research
methodology and excluding the papers, not from renowned resources.

6. Results and conclusion

In this paper, we investigated the quantitative and qualitative results of RPA implementation in different industry
sectors. Therefore, organizations from different industry sectors or Academia can check the benefits of RPA
implementation in the same/similar sector. The measurement of investing in IT technologies has always been
troublesome. At the same time, having the correct metric method was a crucial factor for business success (Willcocks
and Lester 1999). Ordinarily, we found that organizations that used ROI as a measure reported positive results. This
means that they could overcome the actual costs, which include technical costs plus managerial costs. However, we
found that the quantitative results were found in various sectors and declared in the different metric methods. Some
of these methods were:
• Return on Investment (ROI)
• Productivity improvement is measured sometimes by Turnaround Time (TAT)
• Full-Time Equivalent (FTE)
• Cost-saving (sometimes in numbers representing saved money of the budget and sometimes in
percentages of the cost)
• Automation percentage
• Time-saving (sometimes in terms of hours reduction in the process).

IEOM Society International 4440

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

Although all the found case studies declared benefits of RPA implementation in at least one of the above measures.
However, in some studies, it was vague results. For example, in the banking industry, Met et al. (2020), in their case
study, it is unclear if the 3420 FTEs saving resulted from RPA implementation only. Perhaps this is because
organizations used other technologies along with RPA like (legacy systems or AI). It, therefore, makes determining
whether the overall results in an organization are RPA alone tricky. Furthermore, we could not find enough
quantitative results in the literature in some industries. Even though those cases were mentioned and success stories
were published in the literature, we ignored them.
The fact that sometimes none of these measures is used requires suggesting standardizing the measures in the
organizations that adopted RPA. We recommend in future research that the quantitative results should be documented.
Qualitative results exist, but the fact that these results are not measurable does not necessarily encourage the future
implementation of RPA.
It was evident after making this study that not all the companies declare the number of the automated process with
complete absence in the Healthcare sector and even the number of bots used, as we can see in figures 4&5 below:

100% 100%
90% 90%
80% 80%
70% 70%
60% 60%
50%
40% 50%
30% 40%
20% 30%
10% 20%
0% 10%
0%

Not mentioned # of AutomatedProcesses Not mentioned # of used Bots

Figure 4. percentage of mentioning # of automated processes Figure 5. Percentage of mentioning # of used Bots

We tried in this research to connect the number of automated processes with the number of used bots where declared
(see figure 6 below). Since this might give a conclusion regarding cost against benefit. However, it is not easy to come
up with a clear conclusion. There are very few cases where the companies declared both the number of automated
processes and the number of bots used. In general, the number of Bots outweighed the number of processes, yet the
financial benefits reported in those companies were very high. So, connecting these two factors cannot be considered
an indicator of financial benefits.

Tele
Tele
Power & Utility
Power & Utility
Insurance
Banks
Banks

0 200 400 600 800 1000 1200

#Processes #Bots

Figure 6. Number of Processes vs. Number of used Bots

IEOM Society International 4441

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

7. Challenges, limitations, and Future research

The research depended on the core of SLR methodology; however, it was very challenging to formulate the search
results since our search cannot be found in most cases in the keywords, title, or even the abstract of the papers we are
searching.
As Vom Brocke et al. (2015) mentioned, there is no One-Size-Fits-All Approach to searching the literature. We had
to search our method of SLR, reading hundreds of papers to filter the mand reach the research goals.
The research is done in a specific time frame and might be published after taking some time in the review stage. This
limits the research and conclusion to the period before submitting the paper, so the results might change if the exact
search is done later (this is a hot topic, and we have new publications).
In the future, other methods to conduct the research might be considered, such as conducting interviews or a survey
of RPA users so the findings could be more standardized and comparable. Maybe instead of documenting broad
quantitative benefits, a question would be how organizations decide to measure/quantify and communicate those
benefits – costs saved, employee time saved, customer time saved, return on investment, or other specific KPIs (key
performance indicators).
Doing the previously suggested research in future research might lead us to better data collection methods, thus having
more apparent results of the research.

References
Agostinelli S, Marrella A, Mecella M, Research Challenges for Intelligent Robotic Process Automation. In: Lecture
Notes in Business Information Processing. pp 12–18, 2019.
Aguirre S, Rodriguez A., Automation of a Business Process Using Robotic Process Automation (RPA): A Case
Study Santiago. Commun Comput Inf Sci 742:III–IV. https://doi.org/10.1007/978-3-319-66963-2, 2017.
Anagnoste S.,Robotic Process Automation in Pharma: Three Case Studies. Basiq Int Conf New Trends Sustain Bus
Consum 2018 779–784, 2018.
ANAGNOSTE S.,The Road to Intelligent Automation in the Energy Sector. Manag Dyn Knowl Econ 6:489–502.
https://doi.org/10.25019/mdke/6.3.08, 2018.
Asatiani A, Penttinen E.,Turning robotic process automation into commercial success – Case OpusCapita. J Inf
Technol Teach Cases 6:67–74. https://doi.org/10.1057/jittc.2016.5, 2016.
Autor DH, Levy F, Murnane RJ.,The skill content of recent technological change: An empirical exploration. Q J
Econ 118:1279–1333. https://doi.org/10.1162/003355303322552801, 2003.
Barclays Bank R., Demystifying automation technologies Demystifying automation technologies, 2018.
Barnett G., Robotic process automation: Adding to the process transformation toolkit. Ovum 1–16, 2015.
BluePrism., DTE Energy : Increasing Productivity Across the Business with RPA, 2020.
Boell S, D C-K., On being ‘systematic’ in literature reviews in IS Inf Technol 30:161–173, 2015.
Bruno J, Johnson S, Hesley J., Robotic Disruption and the New Healthcare Revenue Cycle, 2017.
Capgemini.,Robotic Process Automation in Insurance. ACORD/Capgemini, 2017.
Daru MU., Role of Computerized Accounting in Banking Sector. Int J Adv Res 4:26–34, 2015.
Deloitte W., Using robotic process automation to improve productivity and reduce costs What was at stake ?, 2017
Dunlap R, Lacity M., Resolving tussles in service automation deployments: Service automation at Blue Cross Blue
Shield North Carolina (BCBSNC). J Inf Technol Teach Cases 7:29–34., 2017. https://doi.org/10.1057/s41266-016-
0008-9
Enriquez JG, Jimenez-Ramirez A, Dominguez-Mayo FJ, Garcia-Garcia JA., Robotic Process Automation: A
Scientific and Industrial Systematic Mapping Study. IEEE Access 8:39113–39129. ,
2020.https://doi.org/10.1109/ACCESS.2020.2974934
Ivančić L, Vugec DS, Vukšić VB., Robotic Process Automation: Systematic Literature Review. In: International
Conference on Business Process Management. pp 280–295, 2019.
Jolt Advantage G., Mending the Healthcare Industry With Robotic Process Automation, 2019.
Jovanović SZ, Đurić JS, Šibalija T V., Robotic Process Automation: Overview and Opportunities. Int J ’ ’Advanced
Qual 46:34–39, 2018.
KAYA CT, TURKYILMAZ M, BIROL B., RPA Teknolojilerinin Muhasebe Sistemleri Üzerindeki Etkisi.
Muhasebe ve Finans Derg 536083:235–250. , 2019.https://doi.org/10.25095/mufad.536083
Kitchenham B, Pearl Brereton O, Budgen D, et al., Systematic literature reviews in software engineering - A
systematic literature review. Inf Softw Technol 51:7–15. , 2009.https://doi.org/10.1016/j.infsof.2008.09.009
Kitchenham BA, Charters S., Guidelines for performing Systematic Literature Reviews in Software Engineering,
2007.

IEOM Society International 4442

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

Kroll C, Bujak A, Darius V, et al., Robotic Process Automation - Robots conquer business processes in back offices.
Capgemini Consult 1–48, 2016.
Lacity M, Craig A, Willcocks L., Robotic Process Automation at Xchanging. Outsourcing Unit Work Res Pap Ser
1–19, 2015a.
Lacity M, Willcocks L, Craig A., Robotic Process Automation: Mature Capabilities in the Energy Sector.
Outsourcing Unit Work Res Pap Ser 1–19, 2015b.
Lacity MC, Willcocks LP., A new approach to automating services. MIT Sloan Manag Rev 58:41–49. , 2016a
.https://doi.org/10.7551/mitpress/11633.003.0015
Lacity MC, Willcocks LP., Robotic process automation at telefónica O2. MIS Q Exec 15:21–35, 2016b.
Lasi H, Fettke P, Kemper HG, et al., Industry 4.0. Bus Inf Syst Eng 6:239–242. ,
2014.https://doi.org/10.1007/s12599-014-0334-4
Leno V, Polyvyanyy A, Dumas M, et al., Robotic Process Mining : Vision and Challenges. Bus Inf Syst Eng. ,
2020.https://doi.org/10.1007/s12599-020-00641-4
Marek J, Blümlein K, Neubauer J, Wehking C., Ditching labor-intensive paper-based processes: Process automation
in a Czech insurance company. CEUR Workshop Proc 2428:16–24, 2019.
Mariano DCB, Leite C, Santos LHS, et al., A guide to performing systematic literature reviews in bioinformatics,
2017.
Met İ, Kabukçu D, Uzunoğulları G, et al., Transformation of Business Model in Finance Sector with Artificial
Intelligence and Robotic Process Automation, 2020.
Mungla BO., Robotic process automation for inventory control and management : a case of Freight Forwarders
Solutions, 2019.
Ortiz JA, Vera AV De., Symbiosis in the Fin x Tech World Strengthening Today ; Creating Tomorrow, 2018.
OSMAN C-C., Robotic Process Automation: Lessons Learned from Case Studies. Inform Econ 23:66–71. ,
2019.https://doi.org/10.12948/issn14531305/23.4.2019.06
Petersen K, Vakkalanka S, Kuzniarz L., Guidelines for conducting systematic mapping studies in software
engineering: An update. Inf Softw Technol 64:1–18. , 2015.https://doi.org/10.1016/j.infsof.2015.03.007
Ribeiro J, Lima R, Eckhardt T, Paiva S., Robotic Process Automation and Artificial Intelligence in Industry 4.0 - A
Literature review. Procedia Comput Sci 181:51–58., 2021. https://doi.org/10.1016/j.procs.2021.01.104
Schmitz M, Dietze C, Czarnecki C., Enabling Digital Transformation Through Robotic Process Automation at
Deutsche Telekom. 15–33., 2019. https://doi.org/10.1007/978-3-319-95273-4_2
Sibanda W, Ndiweni E, Boulkeroua M, et al., Digital technology disruption on bank business models. Int J Bus
Perform Manag 21:184–213. , 2020.https://doi.org/10.1504/IJBPM.2020.106121
Swedberg G., Evaluating and Developing Methods to Assess Business Process Suitability for Robotic Process
Automation, 2018.
Syed R, Suriadi S, Adams M, et al., Robotic Process Automation: Contemporary themes and challenges. Comput
Ind 115:103162. , 2020.https://doi.org/10.1016/j.compind.2019.103162
Taulli T., The Robotic Process Automation Handbook, 2020.
TheLabConsulting., RPA in Insurance - Robot Process Automation in Insurance Claims Processing, 2018.
Theuerkauf J, Shivers M, Khanna R, Gabiger J., The BNY Mellon’s Robotic Process Automation Story, 2017.
Tornbohm C, Dunie R., Market Guide for Robotic Process Automation Software. Gartner 1–35, 2017.
Tripathi AM., Learning robotic process automation: Create software robots and automate business processes with
the leading RPA tool - UiPath, 2018.
Valgaeren H., Robotic Process Automation in Financial and Accounting Processes in the Banking Sector A
qualitative study with experts in the field. 6, 2019.
Vanhanen J., Automation of Financial Management Processes By Utili- Zing Robotic Process Automation – a
Finnish Banking Case. 124, 2020.
Vitharanage I, Bandara W, Syed R, Toman D., An empirically supported conceptualisation of Robotic Process
Automation (RPA) benefits. Twenty-Eighth Eur Conf Inf Syst 1–10, 2020.
vom Brocke J, Simons A, Riemer K, et al., Standing on the shoulders of giants: Challenges and recommendations of
literature search in information systems research. Commun Assoc Inf Syst 37:205–224. ,
2015.https://doi.org/10.17705/1cais.03709
Wewerka J, Reichert M., Robotic Process Automation -- A Systematic Literature Review and Assessment
Framework, 2020.
Willcocks L, Lacity M, Craig A., The IT Function and Robotic Process Automation. Proj Manag Plan Control 39. ,
2015.https://doi.org/10.1016/b978-075066956-6/50051-4
Willcocks L, Lester S., Information Technology: Transformer or Sink Hole. In: Beyond the IT Productivity Paradox,

IEOM Society International 4443

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

1999.
WorkFusion., Africa s largest bank, transforms its customer onboarding through Intelligent Automation, 2020.
Xu M, David JM, Kim SH., The fourth industrial revolution: Opportunities and challenges. Int J Financ Res 9:90–
95. , 2018. https://doi.org/10.5430/ijfr.v9n2p90

Biographies
Mohammed Alfandi is a Ph.D. student at Gaziantep University, department of industrial engineering. Mohammed
earned her B.Sc. and M.Sc. in Industrial Engineering from Aleppo University. He has several years of work
experience in Industrial engineering and management in addition to CNC engineering. He is currently working as a
project manager at IHR. He is interested in Machine learning, Artificial Intelligence, Artificial Neural Networks, Data
Science, Robotic Process Automation, Mathematical Modeling, Decision Support Systems and would like to influence
both the academic and industrial worlds.
Serap Ulusam Seçkiner received the BS, degrees industrial engineering from University of Çukurova, Adana. MS
and Ph.D. degrees Industrial Enginering from the University of Gazi, Ankara. Currently, She is a full time Professor
at the University of Gaziantep, Gaziantep involved in teaching operations research and human factors engineering.

IEOM Society International 4444

Proceedings of the International Conference on Industrial Engineering and Operations Management
Istanbul, Turkey, March 7-10, 2022

7.1.1

IEOM Society International 4445