Forensic activity has traditionally been bureaucratic. In the realm of physical processes, work adhered strictly to procedural and formal rites. However, with the integration of technology into the judicial context, initially as a support system and later as integral to complex judicial processes, significant changes have occurred. Now, many tasks that were once performed manually are being increasingly automated. These tasks, often involving lower complexity and requiring minimal oversight, can be effectively handled by algorithms. Examples include blocking and transferring values, searching for addresses of parties in external systems, and looking up death information, among others.

Centralised execution of these tasks by algorithms can achieve substantial efficiencies and cost savings. What previously required the efforts of numerous individuals can now be accomplished with minimal resources.

The innovation process included the participation of judges and civil servants, who presented their ideas on possibilities for improving workflows, focusing on improvement and efficiency actions, especially in more bureaucratic routines and with an accumulation of work.

Judges and civil servants were impacted by the improvement of work processes, with greater speed in the execution of common tasks. The parties and lawyers were positively impacted by the increased speed in judicial delivery, since part of these procedures are aimed at locating people and assets.

The automation processes carried out a total volume of 4,654,637 judicial acts, involving the issuance of certificates, gathering of documents, acts of subpoena, issuance of fine guides, acts of archiving and minutes of processes. If these tasks had been carried out in a traditional way, by a human, the total volume of this work would be the equivalent of 360,327 hours. Currently, the automation robots are equivalent to the work of 132.60 human task servers, working seven hours a day, for five days a week. If it were carried out by employees at the beginning of their careers, the total amount of expenses during this time would be R$ 12,904,113.04.

The main challenges were gaining the trust of judges and civil servants, as users of the system, who were gradually reformulating their internal work processes, to make use of robots. The strategy for overcoming this problem was to work on a consistent and very well revised routine, in order to conclude that, if it were carried out by a human being, there would be even more execution errors. As a result, the automation processes gradually gained followers, today serving the entire state, in some cases, even in processes that are being processed in the second degree (appeals). Regarding failures, the process includes flows that can be stopped for eventual correction.

Successful innovation starts with recognising the necessity for change, focused on continuously improving work processes. Innovation requires challenging existing paradigms, essentially deconstructing certain concepts to introduce something that genuinely delivers benefits without violating essential legal principles. A robust technological infrastructure is crucial, particularly when establishing a centralised service model.

Several courts of law have shown interest in the innovation created, seeking insights into its implementation, development process, resource usage, and the human workforce dedicated to its maintenance. Looking ahead, it is evident that robotic process automation will further integrate these work routines, transforming simple actions into interconnected workflows across numerous systems and databases. This integration promises increased efficiency and reduced workload for operators, enabling them to deliver justice more effectively in the long run.

It is very important to be quick. The idea must be implemented, even if in an elementary way, in the shortest possible time. In our work, the judiciary is usually known for its slowness. Therefore, the development of automated flows, even if elementary, sometimes shortens the processing time.