In this series featuring Softbank Robotics America (SBRA), hosted by Helen Dwight from BizFluency, we focus on how service operations within organizations can deliver value from robotic automation at scale. The first discussion in this series centers on the journey of robotic automation and best practices for implementing and managing autonomous robotics in service operations.
The Journey of Robotic Automation and Best Run Operations
An interview with Karen Wood-Maris, VP / Head of Revenue Operations, Customer Success and Growth Marketing at SoftBank Robotics America.
HJD: Welcome Karen. How does your background help you in your work at SBRA?
KWM: My expertise is in complex technology implementations and change management having previously worked for Accenture and IBM. Understanding the importance of organizational readiness, training, documentation, and operational reviews for successful robotic adoption, is key to delivering business value from robotic automation.
HJD: SoftBank Robotics America has an interesting business model. Could you explain what a robot integrator is and how you go to market?
KWM: SBRA is a subsidiary of Softbank Group, and the latter is well known for its extensive investments in technology. We are based in San Francisco, and led by our GM and President, Brady Watkins.
SBRA is a robot integrator, not an OEM, meaning we focus on building a portfolio of the most relevant technologies to serve our customers. We leverage our relationships within the larger Softbank organization to stay involved in market strategies and product development so that we source the most applicable, quality solutions.
We focus on tasks within service operations that are dull, repetitive, dirty, or dangerous, but essential, which makes them ideal for robotic automation. We ensure the technology is safe, equipped with the necessary sensors and cameras, and priced appropriately. The key differentiator for SBRA is our unique service model, which supports customers in successfully adopting and integrating robotics to enhance their productivity.
HJD: There are various examples of customer success using SBRA’s automation solutions. Flagship uses over 100 robots across multiple facilities for cleaning operations at airports. The University of Delaware has a fleet of robots and achieved a break-even return on investment in under 9 months. What does a typical automation journey look like for your customers?
KWM: Automation is a journey. The journey involves integrating automation with services, labor, and using KPIs for continuous improvement. The time to value for our program typically ranges from 2 to 12 weeks. As clients progress, they become better prepared for future technology implementations.
Our approach involves continuously ‘building the muscle’ and capabilities over time and viewing operations holistically to achieve the best outcomes at the right price, with the right resources.
HJD: Some organizations see robots as another piece of equipment, others see robotic automation as a long-term investment with game changing outcomes. How do you help customers make the right investment decisions?
KWM: I like to start with an investment matrix for autonomous robotics, which helps organizations strategize and consider their investments. I suggest companies start with “low hanging fruit” with a project that typically shows value within three months. As companies scale, the automation project becomes more strategic, delivering significant benefits which, in turn, differentiates their service operations. Successful integration requires building a strong foundation and infrastructure with the right partner.
HJD: Many service operations teams are not able to deliver on their SOPs or have difficulty proving the work has been completed at all. How does automation help in this regard?
KWM: The robot’s work is tracked, so we know exactly what it cleaned, when and for how long. This enables management to prove that SOPs have been attained AND there is proof that the work has been completed via reports generated by the robot. It is so important to use data to understand service operations and build organizational capabilities to transform operations with technology.
Having the right infrastructure is crucial for reducing risks and achieving value from investments. Some companies view technology narrowly, focusing only on cost reduction, which limits opportunities for broader productivity improvements.
HJD: What are some of the benefits organizations could realize as a result of using autonomous robotics for commercial cleaning?
KWM: Successful robotic integration should reduce overall operational costs and increase productivity and efficiency. By viewing robotics as a long-term capability, organizations can accelerate their time to value with the right foundation and the right partner.
Robots excel at repetitive tasks, ensuring higher quality outcomes and consistent service uptime. They also enhance safety by reducing injuries and related workers compensation claims. Robotics enable consistent operational quality and improved cleanliness, which is essential in driving revenue for some industries.
Overall, automation positively impacts the experience of customers. For example, reducing dust particles in schools, for the hospitality industry, and senior living communities, is just one way of enhancing standards of care. The investment in automation reflects the importance of quality, customer health and wellness to the end client.
HJD: Why should an organization select SBRA as their robotic automation partner?
KWM: SBRA benefits from its relationship with SoftBank Group and, as I mentioned earlier, is able to tap into their extensive technology portfolio and close relationships with technology partners to influence product development and integration. This results in solutions that deliver value to our customers.
Our expertise in specific industries helps design effective programs for robotic adoption. Our integrator vision focuses on using the most relevant technology and ensuring seamless integration within service operations. And our commitment to maintaining program uptime is crucial for achieving productivity and value.
HJD: How long before your customers see value from the program and are able to justify the business case?
KWM: The time to realize value from a robotic automation program typically ranges from 2 to 12 weeks. We measure program success by measuring productivity and achieving the business case, demonstrating how increased robot usage leads to lower costs and successful outcomes. A great example is the University of Delaware, mentioned earlier.
The realization of the business case for robotic automation typically ranges from 6 to 18 months, depending on the specific assumptions and conditions of each client. For some clients, removing labor hours is a significant driver, while for others, automation augments their existing workforce due to labor shortages.
The cost to use the robot can be as low as $10 per hour, making it a cost-effective solution. Our process with customers is very collaborative. I can’t stress enough how important it is that both parties agree on what success looks like and commit to investing the necessary time and energy to achieve the desired results.
HJD: With most implementations, success often hinges on people vs the technology itself. How true is this in the case of autonomous robots?
KWM: This is very true. In service operations, it’s crucial to meet employees at their level, considering factors like education and language skills. Effective training and understanding are essential.
Successful technology adoption requires a top-down and bottom-up approach, ensuring visibility and support at all organizational levels. Regular reviews and data analysis help accelerate change. With the right client receptivity, and a top-down mandate, long-term success and productivity can be achieved.
HJD: What scenarios are best suited for robotic automation? Industries?
KWM: The solution must fit the environment, and technology readiness is crucial. Consulting with automation experts helps determine appropriate productivity and business cases. Organizations with dedicated resources for automation programs generally adopt faster and stay on track.
While SoftBank Robotics has a global footprint in various industries, at SBRA, we are more focused in the U.S. due to higher productivity thresholds. We are expanding into new areas like retail and have a strong presence in multifamily and class A office spaces. The fit for robotics depends more on the environment and specific tasks rather than the industry.
More Information
If you would like to find out more about the Journey of Robotic Automation and Best Run Operations, be sure to listen and watch this on-demand webinar.
For more information about SBRA and their robotic automation program, please visit the website.
If you would like to speak with a member of the SBRA team, please click on the ‘schedule a consult’ button available on the SBRA site.