A Robotics Process Automation journey often starts with an organization that wants to reinvest time in value adding tasks and get rid of all mundane repetitive administrative tasks. For our client, Antwerp University Hospital (UZA), the starting point was no different. Therefore, UZA and RoboRana started with the automation of the tarification process by implementing RPA bots. Subsequently, the project was further extended to the HR and accounting departments. Since UZA was already familiar with the virtual employees and there is always room to automate other processes in such a large organization, this next step made perfect sense.


In the first step of the overall process, we started by implementing bots to detect errors in the tarification or pricing process. Moreover, we made sure the robots can even solve a certain number of common error by itself. Other types of errors are then reported to UZA's employees.

After this initial process optimization process, we gave an RPA training to employees of several UZA departments. This way, employees got inspired and could indicate which processes could possibly be automated. This means we can co-build the most efficient robots, as the employees can start build or reuse the robots themselves with our user-friendly interfaces.

After this training, RoboRana identified several pain points together with the trained employees. As a result, we made sure the accounting processes were robust and this increased efficiency. To make UZA a truly RPA-soaked organization, we also implemented virtual employees that helped the HR department with internship requests. As UZA receives more than 1500 requests per year, the robot can now help the HR department by scanning mails and placing all relevant data quickly, efficiently and correctly in the UZA system.


By implementing RPA in different parts of the organization, we enabled UZA to save an enormous amount of time. Moreover, employees no longer have to carry out tedious, repetitive tasks. This way, they can use the spare time for more important matters, such as the personal guidance of patients.

We call these robots virtual colleagues, because they work efficiently during the day and even night. For example, in the accounting department, booking a line of investments takes about four minutes manually. The robot can do this even faster and doesn't make mistakes - even when he has to do it 3000 times in a row.

In this HR department, the robot saves 10 minutes per request compared to when it is processed manually. This way, the robot saves UZA employees 250 hours. These hours are then spent on other, less repetitive tasks.

In conclusion, this project's strength lies in the fact that employees can now reflect on what is possible with technology and how technology can help them do their job more efficiently.


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