Establishing internal review to improve the quality of outputs in a shared service company

• Main Author: Acielo, Alyssa Mae M.
• Format: text
• Language: English
• Published: Animo Repository 2019
• Subjects: Job analysis; Quality control; Business Administration, Management, and Operations
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/6425; https://animorepository.dlsu.edu.ph/context/etd_masteral/article/13485/viewcontent/Establishing_Internal_Review_to_Improve_Qualty_of_Outputs2_Redacted.pdf
• Institution: De La Salle University

This action research is focused on establishing an internal review of the reports and tasks being performed by the Reconciliation Control team. The primary objective is to improve the quality of outputs being sent to the stakeholders. Furthermore, this paper aims to improve the relationship of the members by establishing a basis of accountability on each task being performed and to eliminate the blame game within the team eventually. DMAIC and Kurt Lewin’s change management were used as the frameworks to achieve the goals of this research. The first cycle involves the creation of a tracker with the list of all the reports and tasks being prepared by the team. Each task was then assessed and categorized as low, medium or high based on their complexity, volume, and impact. Depending on the category of each task, a certain level of review was assigned. Level 1 reviewers were identified for tasks with medium rating while level 1 and level 2 reviewers were assigned for tasks rated as high. The same tracker was used by the team to monitor the timely completion of each task. The second cycle includes modification of the task allocation. Weights were assigned based on the rating of the task and the role being performed. Preparer role was given more weight followed by level 1 and 2 reviewers. Also, the minimal rating was added to differentiate the weight given on tasks requiring manual effort from those that simply involves monitoring. Cycle 1 of this action research revealed that the knowledge gap is evident within the team. Classroom training sessions were then conducted in the second cycle to address the issue. In the end, this action research successfully improved the quality of the outputs, as well as the relationship of the members within the team.