Improving the report publishing process at Company X&Y

• Main Author: Nator, Kym Christelle M.
• Format: text
• Language: English
• Published: Animo Repository 2022
• Subjects: Workflow—Management; Business Administration, Management, and Operations
• Online Access: https://animorepository.dlsu.edu.ph/etdm_manorg/86
• Institution: De La Salle University

The action research focused on the improvement of the report publication process of the TMT Research Team. Using Goldratt's Theory of Constraints as the main theoretical framework, it was identified that the graphic request process was the weakest link causing delays that hindered the team from fulfilling its mission of delivering differentiated data and insights to customers. After observing parallels between the five focusing steps derived from the theory of constraints and the five principles of lean thinking, the researchers decided to utilize various lean tools such as process stream mapping, 5 whys and kaizen events, in collaboration with other impacted teams, to come up with solutions that will alleviate identified constraints within the overall process stream. The first cycle was dedicated to the migration of the graphic request submissions part of the process away from the legacy email-based practice, which was not a trackable and standardized system. The process was moved into an internally available workflow system tool that allowed for submission of set requirements to limit variances and ambiguousness as well as generation of metrics to track the workflow. The second cycle primarily focused on adding a copy desk edit step as part of the overall process to mitigate risks and limit frequent revisions, which was identified to have had a negative impact after the implementation of changes from the first cycle. The action research also highlighted the importance of collaboration and cooperation between the researchers and members of other affected teams within the department in ensuring success. The outcomes of the action research, both intended and unintended, illustrate how crucial it is to incorporate the human element in process improvement. The researchers proposed that promoting higher stakeholder involvement throughout the various steps of a process improvement initiative could lead to gaining a higher chance of acceptance for introduced interventions.