DEEP 2000 is a leader in the market of cash processing technology solutions
To implement the new project, the VTB team approached DEEP 2000, a company, which is focused on utilising innovative technologies and believes that the future belongs to robotisation.
"We are demonstrating our capabilities energetically; our consultancy is sought-after by customers, including those from Europe and America. We encounter healthy conservatism in banks, and we notice that not everyone is ready to change the cash handling techniques and consider innovations in these processes. Our proposals will be of interest to those who have to process large amounts of money and consider the cash processing also as a business. Therefore, the VTB team’s project was of interest to us not only commercially-wise, but from a professional point of view as well. It was a definite challenge that we met," DEEP 2000 CEO Vladimir Ulikhin tells the PLUS Journal when speaking about the start of work on the project.
To complete the bank’s assignment, the DEEP 2000 team analysed the existing processes.
Every cash processing stage has been translated from 'the language of manual labour' to 'the language of robotics'. The major challenge and, at the same time, the key task was to make the new robotic system ensure 'direct copying' of all operations performed by the bank’s cashier.
To find a solution to this task, the DEEP 2000 specialists had to make an unparalleled technological feat.
To ensure the continuity of cash handling process that would reduce the high-tech counters and sorters downtime to zero, the frequency of a typical cashier’s operation should not exceed 5−6 seconds in 24/7/365 mode. Will the cashier cope with this problem? After all, apart from inserting banknotes into the sorter, cashier’s duties include other cash processing activities. Having identified the "trouble spot", the vendor suggested that cash centres should adopt the cash processing practices of the automotive industry, where robotic manipulators have long been used for monotonous and high-precision operations such as welding and painting, with the operations speed, accuracy and, most importantly, quality being under the utmost control. The robotic arm can perform complex operations with banknotes in a split second. It neither gets tired of monotonous routine operations, nor needs lunch, any rest or a sick leave, and at the same time it is not on the payroll.
At the first stage, the decision to improve production efficiency by using robots won a cautious welcome, but after the implementation and first successful tests, the robotic assistants became part of the VTB team.
Elena Chigirinskaya, VTB Vice President, Head of Cash Services at the Operational Business Support Department, says that all the classic phases of change management — from denial to acceptance — were passed through to attain that goal.
"Transformation of the psychology of people, overcoming their fears and worries was the first priority for us. VTB is committed to the social responsibility principles, so we have taken the path of retraining and retaining our personnel. After such reshaping, we were able to reinforce other key work sections with the retrained staff. After the automation of routine operations has been completed, the cash processing chain included employees, who had taken advanced training courses and migrated from manual labor directly to robotic process management," Elena Chigirinskaya points out.