The wave of digitalisation in our organisation started a few years back and it has been gaining pace over the years. It is no secret that when processes move from system to system rather than from desk to desk, the speed is much faster and many KPIs like higher productivity, 360-degree visibility and measurable accountability are achieved. Shahi’s digital and automation journey has been built around this wherein all eligible physical processes are planned to be converted to virtual. Further, NextGen technologies are being explored to solve business problems and meet ambitious organisational aspirations. Whether it is advanced workflow technologies with Deep Learning Capabilities, Robotic Process Automation (RPA), Artificial Intelligence, Machine Learning or Augmented Reality – all these technologies are being utilised at Shahi.
The Journey of Adopting Technology
Today, our organisation is twice as automated as it was two years ago. As we advance at this pace, we plan to convert many more physical processes into virtual ones. We decided that anything repetitive, rule-based and predictable (RRP) will be the first lot of processes to be automated as they give the best results. I refer to RRP as any process consisting of steps that are repetitive in nature, based on pre-defined rules so that algorithms can be created and are predictable, suggesting the next steps and options which are known. Not only do they free up resources from mundane, monotonous work, but they also give higher efficiency to these mature processes.
After this came the second set of processes where exceptions were lesser than others and those were refined and made rule-based to the extent possible before being automated. We feel it is crucial to fix the process before automation so that it does not break after and any reworking is minimised. This is the principle we follow.
Artificial Intelligence played and still plays a significant role in our endeavour to improve the efficiency and productivity of our employees and organisation. We deployed technology in activities like talking to customers’ systems, government compliance management, automated reconciliations, predicting attrition, rule-based planning of machine loading on the production floor and more. Many use cases have been executed and there are others we are working on. For example, when we automated one of our most cumbersome and complex superprocesses, the entire process became much leaner and quicker. This included automating several processes, such as shipping through ports, documentation handling, drawback claims using the right government schemes and ensuring the accuracy of freight costing and margin calculations. In fact, we found that it improved our cost efficiencies.
Shahi’s focus on NextGen technologies like IoT, Robotic Process Automation (RPA), Computer Vision, Digital Twin and Augmented Reality have proved to be a game changer. We hope that the wider industry will adopt some of these transformations.
Let’s explore one such transformation – the digital twin solution. A garment is essentially made of fabric and trims, and to get the sample garment approved by brands, the sample has to be physically sent to them. An alternate process is to create a digital twin of the same garment using 3D and VR technology and send these for approval to speed up the approval process by around 90 per cent. This improves turnaround time and customer experience during sampling. Another is the augmented reality solution, eliminating the need to travel without compromising on any of the quality parameters, which has ensured that we remain ahead of the curve.
Similarly, our self-prepared RPA bots, which we fondly call Shahi BOTS, have taken over many RRP processes and liberated logistics, marketing and finance teams from menial data entry. On the other hand, our Computer Vision-based solutions recognise faces, vehicles and operations to ensure the highest accuracy in various compliances in the CTPAT area, visitor entries and sewing lines.
Skill Development and Technological Incubation
Shahi has a deep commitment to giving back to society. As part of that multi-pronged strategy, we have committed a certain portion of our budgets to disruptive technology start-ups. We have been able to experiment with different business models, including AI/ML-based automated designs and prints, design IP protection through blockchain-based NFTs and more. Shahi has been at the forefront of building a sustainable business and industry. One of the many sustainability-driven technological solutions deployed was the Internet of Things-based Energy Management System that helped identify opportunities to reduce our energy consumption and bill. Such experiments bring immense learning to the organisation, help us challenge the status quo and bring change to the industry.
As we advance, automation will be the core of our digital roadmap, but we need to be cognisant that technologies will not change businesses; instead, businesses will change by adopting the right fit of technology to solve the right problems. For example, without machine or deep learning, or cognitive skills, AI is not intelligence; it is just a draft algorithm that does as told, like an ‘if then else program’. We need to recognise the problem first, understand the capability of the technology and then evaluate if this is sufficient.
If we follow this, then sky is the limit, and we will see much more efficient and digitised organisational functions.
At the same time, it is essential that we put our best foot forward to adopt solutions to their full potential after they are implemented and not return to our old ways. This is a change management issue that most organisations face around the globe, and the best way to address it is the Shahi way, where we do not try too hard to change how the business works by forcing the adoption of technology for the sake of it. The IT function exposes the business teams to the ‘Art of Possibility’ and works on a pull mechanism generating excitement, making lives easier, improving productivity and ultimately freeing up time to be innovative and creative.
