Latest news with #RoboticProcessAutomation
Hans India
28-07-2025
- Business
- Hans India
Cross-Functional Impact Through Operational Excellence
In today's agile and efficiency-driven business landscape, operational excellence (OpEx) is no longer confined to optimising individual functions—it's become a system-wide imperative. Krishna Valluru has been instrumental in elevating OpEx into a cross-functional force that aligns people, processes, and data across the value stream. With a background in Lean Six Sigma, Agile, and Robotic Process Automation (RPA), Krishna has led enterprise-wide initiatives that automated over 16,400 hours of manual work and brought 95% process compliance through structured audits and proactive communication. His emphasis on data-driven decision-making and adaptive frameworks has helped organisations cut through siloed operations and unlock measurable performance gains. Instead of isolated process improvements, Krishna promotes a value stream approach that links every department to a common outcome. 'Start every project with value stream mapping,' he advises. 'Only then can you find delays, handoff problems, and goals not aligned across the ecosystem.' His efforts in mapping workflows have revealed inefficiencies that were previously hidden, enabling faster and more cohesive decision-making across teams. Krishna's work is as much about culture as it is about systems. He brought compliance, legal, and risk functions into process design from the outset, reducing resistance and improving agility. One of his major successes was building cross-functional dashboards and shared KPIs that gave all stakeholders a single, transparent view of performance. 'A single point of truth in data is the first step towards unified action,' he explains. Breaking down entrenched silos required more than metrics. Krishna introduced centralised governance bodies and tailored training programs that revived discipline around structured methodologies like DMAIC and PDCA. Teams began to view operational excellence not as a project-driven exercise, but as a shared organisational responsibility. Where transformation required audits or change assessments, Krishna streamlined the process through close collaboration with compliance and process owners, minimising delays. He also institutionalised agile sprint cycles and governance tollgates to keep initiatives aligned and moving at pace. His approach consistently balanced strategic oversight with execution velocity. The results go beyond cost savings or automation metrics—they reflect a broader shift in mindset. 'Operational excellence is not a one-time initiative; it is a continuous ritual embedded into the organisation's DNA,' he notes. That mindset has helped organisations move from fragmented, reactionary operations to cohesive, future-ready systems. Krishna's focus has never been on recognition but on outcomes. His vision—that operational excellence is about synchronising every function in service of a common goal—has reshaped how enterprises think about transformation.
The Sun
23-07-2025
- Climate
- The Sun
Sarawak Bomba reports 5 hotspots, boosts AI for haze fight
KUCHING: The Sarawak Fire and Rescue Department (Bomba) has identified five hotspots across the state, which are likely contributing to hazy conditions exacerbated by persistent hot and dry weather. According to Sarawak Bomba director Jamri Masran, fire stations in the affected divisions are currently on high alert and conducting close monitoring. Jamri, speaking to reporters after officiating at the Sarawak Bomba monthly assembly at Lopeng fire station today, listed the identified hotspots: Kampung Selarat in Lundu (Kuching), Kampung Lachau Jinggau (Sri Aman), Rumah Pilai (Sibu), Lusong Laku (Kapit), and Long Tuyuk (Limbang). He confirmed that all personnel in these divisions have been mobilised to monitor the affected areas and implement proactive measures to mitigate any potential fire risks. Notably, for the Limbang hotspot, the Lutong fire and rescue station, although outside Miri's immediate vicinity, has been assigned to maintain continuous observation. Jamri emphasised that Bomba maintains a state of preparedness throughout the year, not solely during dry spells or haze periods. This year-round readiness is crucial due to the increasingly unpredictable nature of current weather patterns. 'The weather nowadays is very inconsistent – one moment it's scorching hot, the next it's raining, which makes early prediction and planning a challenge,' he explained. In his speech at the assembly, Jamri also discussed Bomba's ongoing efforts to advance its integration of Artificial Intelligence (AI), aligning with the rapid pace of global technological developments. He stated that AI implementation within the department is a strategic initiative poised to transform operational processes and significantly enhance organizational efficiency. 'AI offers faster and more effective data processing capabilities compared to conventional methods, enabling the department to make more accurate decisions based on complex and extensive data analysis,' Jamri remarked. He cited examples like Robotic Process Automation (RPA), Natural Language Processing (NLP), and Machine Learning, which can now perform many repetitive and labor-intensive tasks more efficiently and without error. 'For instance, fire safety plan processing can now be completed within a day compared to the previous time frame of 14 days,' he highlighted. Jamri also touched on a directive concerning the Prohibition on Making Public Statements under Subregulation 19(1) of the Public Officers (Conduct and Discipline) Regulations 1993 [P.U. (A) 395/1993]. He reiterated that public officers are prohibited from making any public statements that could tarnish or discredit the government's image. 'Public officers are not allowed to make any comments that highlight the weaknesses of any government policy, plan or decision, or circulate any such statements or remarks whether made by themselves or others,' he clarified. He underscored the government's commitment to optimizing communication media, especially social media, to ensure transparent and responsible dissemination of information regarding government policies. 'Social media is a vital platform for enabling government agencies to communicate swiftly and effectively with the public and stakeholders, enhancing the delivery of government services,' he added. Jamri urged all Sarawak Bomba personnel to exercise prudence when making statements, comments, or posts, advising them to 'refrain from spreading false information, inciting remarks, slander, provocation, or any claims that cannot be verified.' During the same event, Jamri presented certificates of appreciation to several Bomba officers, strategic partners, agencies, and media representatives, acknowledging their continuous support, dedication, and collaboration with the department. Among the notable attendees were Sarawak Regional Air Base commander Asst Fire Commr Sofian Ahmed@Ibrahim, Fire Safety Division deputy director Senior Fire Supt Ahmad Nizam Sapaiee, and Zone 6 Miri Fire chief Senior Fire Supt Ismaidi Ismail.
Borneo Post
23-07-2025
- Climate
- Borneo Post
Bomba: Five hotspots identified across Sarawak, fire stations in affected divisions on high alert
Jamri speaks to reporters after the event. – Photo by Jenifer Laeng MIRI (July 23): Five hotspots have been identified by the relevant authorities across Sarawak and these are likely contributing to hazy conditions made worse by persistent hot and dry weather, said Fire and Rescue Department (Bomba) Sarawak director Jamri Masran. He said fire stations in the affected divisions are on high alert and are carrying out close monitoring. 'The five identified hotspots are located at Kampung Selarat in Lundu (Kuching), Kampung Lachau Jinggau (Sri Aman), Rumah Pilai (Sibu), Lusong Laku (Kapit), and Long Tuyuk (Limbang),' he told reporters after officiating at the Bomba Sarawak Monthly Assembly at Lopeng Fire Station here today. He said all personnel in the respective divisions have been mobilised to monitor the affected areas and take proactive measures to mitigate any potential fire risk. 'For the hotspot in Limbang, although it does not fall within Miri's vicinity, the Lutong Fire and Rescue Station has been assigned to maintain continuous observation of the area,' he said. Jamri stressed that Bomba remains in a state of preparedness throughout the year, not just during dry spells or haze periods, due to the increasingly unpredictable nature of current weather patterns. 'The weather nowadays is very inconsistent – one moment it's scorching hot, the next it's raining, which makes early prediction and planning a challenge,' he said. In his speech, Jamri said the department would continue advancing its integration of Artificial Intelligence (AI), in line with the rapid pace of global technological developments. He said the implementation of AI within the department is a strategic initiative capable of transforming operational processes and significantly enhancing organisational efficiency. 'AI offers faster and more effective data processing capabilities compared to conventional methods, enabling the department to make more accurate decisions based on complex and extensive data analysis. 'With systems such as Robotic Process Automation (RPA), Natural Language Processing (NLP), and Machine Learning, many repetitive and labour-intensive tasks can now be carried out more efficiently and without error. 'For instance, fire safety plan processing can now be completed within a day compared to the previous time frame of 14 days,' he said. Jamri also touched on the directive regarding the Prohibition on Making Public Statements Under Subregulation 19(1) of the Public Officers (Conduct and Discipline) Regulations 1993 [P.U. (A) 395/1993. According to the directive, he said public officers are prohibited from making any public statements that may tarnish or discredit the government's image. 'Public officers are not allowed to make any comments that highlight the weaknesses of any government policy, plan or decision, or circulate any such statements or remarks whether made by themselves or others,' he explained. Jamri (back centre) presents a certificate of appreciation to Special Tactical Operations and Rescue Team of Malaysia leader Rorudi Umas for his team's hard work and dedication in the recent search and rescue operation at Pujut 7 Miri. From back left are Ahmad Nizam, Ismaidi, and Sofian. – Photo by Jenifer Laeng He emphasised that the government is committed to optimising the use of communication media, particularly social media, to ensure transparent and responsible dissemination of information related to government policies. 'Social media is a vital platform for enabling government agencies to communicate swiftly and effectively with the public and stakeholders, enhancing the delivery of government services. 'I therefore urge all Sarawak Bomba personnel to be prudent when making any statements, comments, or posts. Refrain from spreading false information, inciting remarks, slander, provocation, or any claims that cannot be verified,' he stressed. During the same event, Jamri also presented certificates of appreciation to several Bomba officers, strategic partners, agencies, and media representatives for their continued support, dedication, and collaboration with the department. Among those present were Sarawak Regional Air Base commander Asst Fire Commr Sofian Ahmed@Ibrahim, Fire Safety Division deputy director Senior Fire Supt Ahmad Nizam Sapaiee, and Zone 6 Miri Fire chief Senior Fire Supt Ismaidi Ismail. hotspots Jamri Masran lead
Time of India
07-07-2025
- Business
- Time of India
Impact of AI on entry-level campus jobs: How the roles of engineers are being redefined
As the landscape evolves, specific skills in AI are becoming increasingly valuable, commanding higher premiums. (AI image) By Dr Neelesh Gupta and Dhruv Dudeja Per our Campus Workforce Trends Study 2025, entry-level management roles post-MBA typically pay 1.5 times more than entry-level technical roles. However, for graduates from the top 10 and tier-1 institutions, this salary gap has consistently narrowed over the past five years, decreasing from 2x to 1.5x and from 1.8x to 1.4x, respectively. Despite this trend, the technology talent landscape faces a growing replacement threat, as AI and GenAI increasingly take over tasks once performed by human talent. The AI tsunami: Threat or transformation? Ongoing discussions highlight that leaders increasingly view entry-level roles in technology (such as coding), content creation, customer support, technical helpdesk and translation and localisation as tasks that AI or GenAI can perform more quickly and accurately. The real-world implications of this perception remain uncertain; it may signal either a replacement of human roles or a simple augmentation of workforce capabilities. Conversely, the demand for on-site staff to maintain AI data centres or associated facilities may give rise to new job categories, ranging from basic to complex. The fear factor: Automation anxiety a catalyst for career realignment As the debate continues, it is clear that GenAI is rapidly becoming part of everyday work. According to Deloitte's Campus Workforce Trends: Placement Cycle 2025 study, 69 percent of engineering students believe their jobs are at risk due to AI. This apprehension reshapes their learning preferences and redefines their career entry strategies and long-term trajectories. Roles once considered stable and future-proof, such as QA testing, data processing, level 1 support and documentation, are now being swiftly automated. Technologies such as chatbots, Robotic Process Automation (RPA) engines and auto-coding assistants perform these tasks with remarkable speed and efficiency. This results in twofold problems for entry-level talent: (a) fear of job loss and (b) missing out on formative critical experiences that define and shape one's career trajectory. As automation continues to take over routine tasks, the nature of human-led functions in the workplace is undergoing a significant shift. This change is evident in entry-level campus jobs, where individuals typically begin as 'makers', those who produce content, write code and deliver outcomes as individual contributors. Traditionally, their work is overseen by slightly more experienced professionals or first-line managers, known as 'checkers', who review and validate what the makers produce. However, this maker-checker model is evolving in two key ways: • Checkers hold tightly to their roles, often viewing makers as increasingly replaceable due to automation. • Makers increasingly take on checker responsibilities, diminishing the traditional work hierarchy. As a result, organisations grapple with either an inflated middle management layer or redundant managerial roles, with each organisation's situation telling its unique story. Reimagining careers: The emergence of the hybrid engineer-manager Instead of shunning technical learning, students increasingly gravitate towards hybrid roles integrating technical expertise with business acumen and leadership capabilities. This evolution is reflected in current skilling trends. While many continue to focus on AI and Data Science, they are increasingly pairing these subjects with leadership, project management and strategic thinking courses. This shift creates new opportunities in emerging roles, such as prompt engineers, AI support engineers, data annotation specialists, cybersecurity analysts and AI ethics assistants, which require a blend of critical thinking, domain expertise and ethical reasoning. As the landscape evolves, specific skills in AI are becoming increasingly valuable, commanding higher premiums. Notable in-demand skills include: AI development and prompt engineering: About 15–20 percent premium ML engineering: Approximately 15–20 percent premium Cloud AI and infrastructure: Nearly 5–10 percent premium Real-time and specialised data analytics: About 10–15 percent premium These high-demand skills are compelling entry-level professionals to pivot towards them for better compensation and career prospects. Our report shows that 83 percent of engineering students are now pursuing training in leadership and management. This marks a significant shift, as these were once considered separate career paths. This trend is driven not only by apprehension but also by ambition. Management positions are perceived as gateways to faster career advancement, broader strategic influence and higher compensation. Organisations are embracing AI in their campus hiring and cadre management processes As student aspirations shift, campus recruiters are adjusting their strategies accordingly. Companies are increasingly using AI in their recruitment processes, with clear evidence apparent at three levels: Smart resume parsing Automated screening Skill-based matching Organisations are also revamping their hiring models to attract tech-plus-business talent. Fast-track management programmes, rotational leadership roles and digital transformation fellowships are gaining popularity. Recruiters now prioritise applied skills, hands-on project experience and cross-functional adaptability over traditional academic metrics. Preparing for an AI-augmented workforce The mantra 'AI for all and all for AI' is becoming essential for students and organisations. Its adoption spans various levels: Academic institutions: Approximately 20 percent of institutions are integrating AI into their curricula and administrative processes, using tools for personalised learning and automated admissions. For example, MIT employs AI for real-time feedback, enhancing student engagement. Individual students: Students use AI-powered platforms for personalised tutoring and writing assistance, enhancing academic outcomes. Notably, about 83 percent of tier-1 students now use AI-generated mock interviews, job-specific simulations and automated profile audits. Organisations: Companies are adopting AI to optimise operations by employing data analytics for customer insights and using AI tools in HR to enhance recruitment while personalising employee training. This adoption showcases AI's transformative impact on decision-making across various sectors. Conclusion: Redefining the role of engineers India Inc.'s graduating class of 2025, along with those of the coming years, will continue to experience the impact of AI-driven disruption. The surge in AI solutions and their ability to deliver precise results will shape the future paths of engineers, prompting many to reskill or shift towards management roles. At the same time, India Inc. stands at a pivotal juncture where jobs are being redefined. As roles evolve, campus curricula will adapt and the mindset of future generations will shift accordingly. This transformation necessitates a re-evaluation of traditional talent models. Employers and educators must invest in developing multidimensional capabilities that bridge the divide between code and commerce. In the GenAI era, success hinges less on static knowledge and more on the ability to adapt and grow with emerging technologies. Engineering students are already responding to this shift by actively seeking out cross-disciplinary skills, blending technical expertise with leadership, strategy and innovation. Engineering students are already demonstrating a deep understanding of this imperative. (Dr Neelesh Gupta is Partner, Deloitte India and Dhruv Dudeja is Director, Deloitte India) Stay informed with the latest business news, updates on bank holidays and public holidays . AI Masterclass for Students. Upskill Young Ones Today!– Join Now
Al Etihad
02-07-2025
- Business
- Al Etihad
Mohammed bin Rashid attends graduation of new cohort of Government Accelerators Diploma programme
2 July 2025 18:09 DUBAI (ALETIHAD) His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, attended the graduation of a new cohort of the Government Accelerators Diploma programme, which featured participants representing 12 federal entities, 18 local entities, and two semi-governmental programme put participants through 35 challenges across four core areas. Of the challenges, 21 were related to government efficiency and eliminating bureaucracy, 8 required participants to suggest solutions leading to enhanced quality of life, 3 touched on community services, and 3 tested participants on their overall awareness and knowledge dissemination Government Accelerators Diploma, organised as part of national initiatives aimed at promoting the adoption of challenge-based talent development models across various spheres of government work, seeks to enhance national competencies in the government and semi-government sectors, train national talents on adopting accelerator methodologies and tools, and empower them with creative leadership skills so that they step up to champion the acceleration culture within their respective entities. Ambassadors Network The Government Accelerators Centre at the Ministry of Cabinet Affairs announced the launch of the Government Accelerators Ambassadors Network, aimed at enhancing engagement and solidifying knowledge exchange to grow the accelerators ecosystem across the Government Accelerators Network represents an innovative platform designed to foster collaboration and knowledge-sharing among graduates of government accelerator programmes both inside and outside the country. It is a strategic step to expand the accelerators community and provide an interactive environment that brings graduates together to share best practices, celebrate successes, and support national network includes various knowledge tracks to showcase success stories from past cohorts. 'Accelerators Ambassadors' will be appointed from among distinguished graduates of the programme who will contribute to mentoring new cohorts and actively participate in developing the government ecosystem both locally and globally. Awards Ceremony The Government Accelerators Centre organised an awards ceremony recognising outstanding projects that emerged courtesy of the Government Accelerators Diploma programme. The event recognised three pioneering projects that stood out amongst ideas and concepts that emerged across five cohorts of the diploma most impactful and sustainable projects were feted, including the 'Traffic Speed Limit Reduction System,' the 'Hayat' organ donation initiative, and the 'Robotic Process Automation' project. Selected from amongst 86 submissions, these projects stood out for their significant and lasting impact, based on criteria such as sustainability, innovation, measurability, relevance to government challenges, and societal 'Hayat' organ donation initiative, submitted by the Ministry of Health and Prevention as part of the third cohort, was recognised for its transformative role in raising public awareness and increasing participation in the national organ donation project aimed to boost organ donor registrations in Fujairah and achieved a 50% increase within 100 days through a comprehensive awareness campaign targeting universities, schools, government and religious institutions, along with strong engagement from community 'Traffic Speed Limit Reduction System Based on Weather Conditions Using Artificial Intelligence,' submitted by the General Command of Abu Dhabi Police during the first cohort, was also recognised. The project is a smart system that uses AI to analyse meteorological data and traffic-related big data. It automatically adjusts speed limits through electronic signboards and sends alerts to system contributed to a 100% reduction in severe accidents on some roads and improved traffic response time by 90%. The project received the 'Ongoing and Sustainable Project Award' based on criteria such as sustainability, scalability, innovation, the availability of measurable data, future development plans, and collaboration between 'Robotic Process Automation' project by the Dubai Electricity and Water Authority (DEWA) also earned pride of place during the event. It leverages artificial intelligence and robotic processing to automate operations and support human efforts. The project enhances DEWA's ability to deliver smart, sustainable solutions that address government challenges, improve productivity, streamline operations, and reduce costs. Since 2020, the project has saved an estimated AED24 million – equivalent to around 161,000 working hours annually. Collaborative Effort Government Accelerators, launched by His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE, and Ruler of Dubai, represents a forward-looking operational model. The initiative brings together teams from the government, private, and academic sectors who work collaboratively to drive innovation, deliver exceptional services, exceed targets, save time, and overcome challenges. Since its launch in April 2019, the Government Accelerators Diploma has qualified 217 participants from more than 135 government, private, and semi-government entities. They worked on developing solutions and launching projects and initiatives addressing 121 challenges, ably supported by approximately 750 government staff members from the accelerator teams.
