Addressing work disruption among working mothers in an I.T. Company through DMAIC process improvement cycle

• Main Author: Gimeno, Lady Lou A.
• Format: text
• Language: English
• Published: Animo Repository 2020
• Subjects: Working mothers; Employees—Workload; Process control; Six sigma (Quality control standard); Performance Management
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/6226; https://animorepository.dlsu.edu.ph/context/etd_masteral/article/13284/viewcontent/Gimeno_Lady_Lou_11585951_1_Edited.pdf
• Institution: De La Salle University

This action research focuses on addressing work disruption among working mothers in the workplace. Recently, a disturbing trend of unplanned leaves was noted when working mothers took leave from work to respond to the unpredictable demand of motherhood. Motherhood confers upon a woman the responsibility of raising a child (Poduval & Poduval, 2009). Exhibiting a deep sense of motherhood, even co-employees who have support from their parents and nannies prefer to take time off to attend child-related matters. The work disruption resulted in excessive overtime work, uneven workload distribution, and late statutory reports submission. Thus, the objectives of this study are to reduce overtime work, balance workloads among employees, and improve timeliness of report submission. Ultimately, the goal of this project is to improve the current practices to reduce the work disruption. In conducting this action research, we were pointed in the right direction using the Lean Six Sigma through Define, Measure, Analyze, Improve, and Control (DMAIC) Approach and ADKAR Change Management Model. Through these models, the actions taken were supplemented by describing the problem, identifying the root causes, selecting the best solution, and sustaining the gains. Collaborators of this research used data triangulation in obtaining the relevant data. Methods such as one-on-one interviews, meetings, discussions, constant touchpoints, and huddles were used. The first-person, second-person, and third-person inquiries were also taken into consideration. The first cycle focused on workload management and identifying back-up process owners. Yet, these actions were not effective in achieving our goal, thus gave us a compelling reason to move into the next cycle. In the second cycle, we concentrated on the creation of the step-by-step process documentations and expanding the knowledge transfer through establishing a secondary back-up maker. More importantly, we integrated people management practices along with the process improvement such as training, communication, and motivating practices. Eventually, we were able to achieve our goal at a pace faster than what we expected. After the two cycles, we recognized that the results gained were not as significant as what we expected, yet we found that the impact was profound and absolute. During the process, we learned to resolved conflicts among individuals having disparate sets of interests. We appreciated the different approaches and channels of communication in conveying what we intended. Most importantly, we developed a deep sense of compassion by showing concern to our colleague’s personal issues and learned to work collaboratively in achieving a functional and humane work environment. Overall, this integrated action research gave us a chance not only to work as a team but to grow as a team. As the lead researcher, it helped me to know myself deeper, where and how I can best contribute to my organization. Maintaining success is not an easy thing – it requires continuous effort; thus, I acknowledge the need to improve myself continually so I can develop others while offering valuable insights to the organization.