機器人流程自動化是當今商業領域的關鍵字之一，因為它可以降低成本，提高效率準確性，减少執行時間，同時提高業務的安全性和機密性通過這樣做，提高效率，促進更高的業務表演。自動化領域由幾個垂直領域和一個熱門話題組成今天的機器人過程自動化（RPA）可以支持企業的快速自動化業務流程。本研究在介紹機器人流程自動化領域，什麼是RPA以及如何實現RPA這種方法有助於改善流程效率，保持競爭力在高度動態的經濟環境中具有優勢。RPA是一個關鍵組件對於未來的勞動力來說，人類和機器人將為了社會的利益而共同工作。在企業導入流程自動化的重要程序中，透過 BPM(Business Process Management) 企業流程管理及企業流程建模尋找出合適的流程，並進一步歸納出導入流程自動化的方法、步驟及實作流程，並以生產流程為例做為實作驗證，著重於企業對於系統導入過程如何有效地控制進度，將導入系統的各個關鍵過程，把可能產生的負面衝擊降低。
在案例的結論分析中可以發現，導入流程自動化技術後，對於節省成本、生產力提升、降低錯誤等項次，都有顯著的成效產生。數位轉型為必然趨勢，無法不去面對，也不須抗拒，只需循序的演化與改變，而剛開始的期望值也不必設定的太高。可以藉由盤點現有人力、設備與資源，透過完善的內部溝通，先凝聚員工的共識，向員工說明未來的產業發展趨勢，鼓勵員工接受挑戰。本研究期望此個案針對實際運用效益之分析，藉以分析得出更為妥善之流程自動化技術專案導入流程通則與導入過程注意事項，提供即將導入流程自動化技術專案或正在導入流程自動化技術專案的企業作為實務運作參考。
多數研究多半著重如何成功導入系統，但該如何提前評核內部關鍵流程、如何降低關鍵流程的風險、如何有效循環檢視流程的執行？系統不單只是導入而已，更多的是有效提升流程的效益，並找出適合企業本體的流程規劃。在此研究中透過個案分析法，在整體導入的過程中，運用訪談、流程資料及策略分析等方法，側重面向在(1)重新定義企業流程自動化評核的象限(2)建立企業關鍵流程自動化的循環檢視(3)企業關鍵流程自動化的價值化，透過適性評估分析，從而達到從規劃、建置、確認、行動的流程自動化管理。

Robotic Process Automation is one of the keywords in business today as it reduces costs, increases efficiency, accuracy, and reduces execution time while increasing the security and confidentiality of the business. By doing so, it increases efficiency and facilitates higher business performance. The field of automation consists of several verticals and a hot topic today's Robotic Process Automation (RPA) can support the rapid automation of business processes of enterprises. This study introduces the field of Robotic Process Automation, what is RPA and how to implement RPA. This approach helps to improve process efficiency and maintain competitiveness with advantages in a highly dynamic economic environment. RPA is a key component of the workforce of the future, where humans and robots will work together for the benefit of society. In the important process of importing process automation in the enterprise, through BPM (Business Process Management) enterprise process management and enterprise process modeling to find out the appropriate process, and further summarize the methods, steps and implementation process of import process automation, and use the production process The process is used as an example for practical verification, focusing on how the enterprise can effectively control the progress of the system import process, and introduce various key processes of the system to reduce the possible negative impact.
In the conclusion analysis of the case, it can be found that after the introduction of process automation technology, there are significant results in terms of cost saving, productivity improvement, and error reduction. Digital transformation is an inevitable trend, which cannot be ignored or resisted. It only needs to evolve and change in sequence, and the expectations at the beginning do not have to be set too high. By taking stock of existing manpower, equipment and resources, and through sound internal communication, we can first build consensus among employees, explain future industry development trends to employees, and encourage employees to accept challenges. This research hopes to analyze the actual application benefits of this case, so as to obtain a more appropriate process automation technology project import process general rules and import process precautions, and provide enterprises that are about to import process automation technology projects or are in the process of importing process automation technology projects. Practical Operation Reference.
Most of the research focuses on how to successfully introduce the system, but how to assess the internal key processes in advance, how to reduce the risks of key processes, and how to effectively check the execution of the processes? The system is not just about importing, but more about effectively improving the efficiency of the process and finding out the process planning suitable for the enterprise ontology. In this study, through the case analysis method, in the process of overall introduction, using interviews, process data and strategy analysis and other methods, the focus is on (1) redefining the quadrant of enterprise process automation assessment (2) establishing enterprise key process automation (3) The value of the automation of key processes of the enterprise, through adaptive evaluation and analysis, so as to achieve the process automation management from planning, construction, confirmation, and action.

一、中文部分
(一)Deloitte-TW(2019)。數位轉型的第一步 流程機器人(RPA)所能帶來的影響與效益。通訊月刊。
(二)台灣IBM(2020)。何謂商業流程管理？ Retrieved from https://www.ibm.com/tw-zh/cloud/learn/business-process-management。
(三)朱海成(2014)。系統分析與設計-結合理論與實務應用: 碁峰。
(四)流程觀察站(2020)。業務流程自動化管理基礎:BPM，BPA和RPA之間的區別。 Retrieved from https://ppfocus.com/0/he47106cd.html。
(五)翁芊儒(2020)。臺灣第二波RPA應用浪潮來了！. Retrieved from https://www.ithome.com.tw/news/140418。
(六)高立翰(2015)。企業流程管理與企業資源規劃. In. Retrieved from http://myweb.scu.edu.tw/~hankgau/Docs/ERP/Ch02.pdf。
(七)勤業眾信通訊(2018)。流程機器人 (RPA) 全球現況調查。
(八)輕流QINGFLOW(2018)。中小企業業務流程自動化白皮書。
(九)羅正漢(2018)。流程自動化機器人辦公自動化新時代，用 RPA 提升企業競力。Retrieved from https://www.ithome.com.tw/tech/124213。
二、英文部分
(1)Aguirre, S., & Rodriguez, A. (2017). Automation of a business process using robotic process automation (RPA): A case study. Paper presented at the Workshop on engineering applications.
(2)Asatiani, A., & Penttinen, E. (2016). Turning robotic process automation into commercial success–Case OpusCapita. Journal of Information Technology Teaching Cases, 6(2), 67-74.
(3)Committee, I. S. C. (1990). IEEE standard glossary of software engineering terminology (IEEE Std 610.12-1990). Los Alamitos. CA: IEEE Computer Society, 169, 132.
(4)Consulting, N. (2020). RPA vs Traditional Automation: Key Differences. Retrieved from https://nuummite.com/rpa-vs-traditional-automation-key-differences/
(5)Davenport, T. H. (2016). Only Humans Need Apply:Winners and Losers in the Age of Smart Machines.
(6)Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. A. (2013). Fundamentals of business process management (Vol. 1): Springer.
(7)Forrester. (2021). Get Insights on RPA (robotic process automation) Technologies. Retrieved from https://go.forrester.com/blogs/category/robotic-process-automation-rpa/
(8)Future, M. R. (2018). Robotic Process Automation Market. Retrieved from https://www.marketresearchfuture.com/press-release/robotic-process-automation-market
(9)Gartner. (2022). Definition of Business Process Management (BPM). Retrieved from https://www.gartner.com/en/information-technology/glossary/business-process-management-bpm
(10)HFS. (2021). Market Analysis: Robotic Process Automation (RPA) Software Products. Retrieved from https://res-en.laiye.com/LaiYeProduction/Reports/HFS2021-Market-Analysis-RPA.pdf
(11)Kosonen, L., & Lappi, O.-E. (2020). Impacts, benefits, and implementation of RPA and its effect on outsourced work. In: Published November, ResearchGate.
(12)Lacity, M. C., & Willcocks, L. P. (2016). A new approach to automating services. MIT Sloan Management Review, 58(1), 41-49.
(13)Leung, H. K., & Wong, P. W. (1997). A study of user acceptance tests. Software quality journal, 6(2), 137-149.
(14)Omdia. (2021). RPA Vertical Markets Report. Retrieved from https://omdia.tech.informa.com/OM019755/RPA-Vertical-Markets-Report--2021
(15)Pegasystems. (2022). Robotic process automation (RPA) software. Retrieved from https://www.pega.com/products/platform/robotic-process-automation
(16)Prism, B. (2022a). Blue Prism Robotic Operating Model. Retrieved from https://portal.blueprism.com/system/files/2017-09/Blue%20Prism%20ROM%20-%20Implementation%20Guidelines.pdf
(17)Prism, B. (2022b). Intelligent Robotic Process Automation - RPA. Retrieved from https://www.blueprism.com/
(18)Prism, B. (2022c). Robotic Operating Model | Blue Prism ROM. Retrieved from https://www.blueprism.com/products/rom/
(19)Research, G. (2021). Robotic Process Automation (RPA) Segmentation | Industry Analysis | Grandview Research.
(20)Tripathi, A. M. (2018). Learning Robotic Process Automation: Create Software robots and automate business processes with the leading RPA tool–UiPath: Packt Publishing Ltd.
(21)Turban, E., Rainer, R. K., & Potter, R. E. (2007). Introduction to information systems: supporting and transforming business: John Wiley & Sons, Inc.
(22)Van Der Aalst, W. M. P., Bichler, M., & Heinzl, A. (2018). Robotic Process Automation. Business & Information Systems Engineering, 60(4), 269-272. doi:10.1007/s12599-018-0542-4
(23)Wijegunaratne, I., & Fernandez, G. (2012). Distributed Applications Engineering: Building new applications and managing legacy applications with distributed technologies: Springer Science & Business Media.
(24)Wire, B. (2017). Human Error is More Common Cause of Unplanned Downtime in Manufacturing Than Any Other Sector. Retrieved from https://www.businesswire.com/news/home/20171106006370/en/Human-Error-is-More-Common-Cause-of-Unplanned-Downtime-in-Manufacturing-Than-Any-Other-Sector-According-to-New-Research
(25)Yin, R. K. (1994). Discovering the future of the case study. Method in evaluation research. Evaluation practice, 15(3), 283-290.
(26)Zaharia-Rădulescu, A.-M., Pricop, C. L., Shuleski, D., & Ioan, A. C. (2017). RPA and the Future of Workforce. Paper presented at the Proceedings of the 11th International Management Conference. The Role of Management in the Economic Paradigm of the XXIst Century.