DDI PRODUCTION TRACKING IMPROVEMENT

Digital Information, Inc. (DDI) is a pseudo name used to protect and preserve proprietary
and sensitive information pertaining to a real organization. Although the project team will use
this pseudo name, the project data displayed is real. DDI provides financial transaction
processing services to financial institutions in the United States. Organizations like DDI are
commonly referred to as “service providers” in the financial industry. DDI’s Financial
Transaction Team’s (FFT) primary function is produce financial transaction files for its clients.
Recently, management has voiced an interest in taking a closer look at the FFT’s production
details and output.

Problem Definition

DDI’s FFT is small and consists of four team members. However, these four employees
perform the vital function of producing financial transaction files. These files allow financial
institutions to complete transactions between one another (Fiserv, 2020). The team produces up
to 5,000 transaction files per day. Currently, file production volume is measured through manual
data entry. This makes it difficult for the FFT to accurately track its production volume. DDI as
an organization along with the FFT need an accurate production tracking system. This is needed
for many reasons. First, it allows DDI to understand the FFT’s productivity. Second, audit and
regulation teams state that accurate tracking is required for compliance with both internal and
external regulatory guidelines. Third, accurate production tracking will help with the FFT’s
performance management. Fourth, accurate tracking can help identify defects or other
opportunities for production process improvements.

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Internal Data Information

Recently, a random internal audit was conducted to check accuracy of production
tracking. Out of a 1,000 file sampling, auditors discovered two pieces of concerning
information. First, 103 files from the sample were not logged by the FFT. When the auditors
and management asked FFT members why the files were not logged, the team members
explained that they often forget to log files because they are so busy. Other times, the team
remembers to log files, but does not have the time. Second, an additional 196 files from the
sample set were logged into the tracking system, but contained errors. These errors included
typos, mismatched information, or general inaccuracies. These errors are common with manual
data entry and tracking (Smith, 1967). Thus, there were 299 defects in the 1,000 file sample
group (70% accuracy).
After these audit findings were shared with Gerald Gentry, the FFT’s Vice President, he
tasked the Six Sigma project team with developing a new production tracking system. Mr.
Gentry stated that Six Sigma’s reputation of creating or improving processes to have 3.4 defects
per every one million opportunities (over 99% accuracy) appealed to him (Pyzdek & Keller,
2014). As mentioned previously, Mr. Gentry needs the project team to address the current low
accuracy rating so DDI can understand the FFT’s productivity, ensure compliance adherence,
effectively manage team and individual performance, and identify other opportunities for
improvement.

Team Member Roles

The Six Sigma project team consists of three members: (1) Natalie Brown; (2) Valerie
Dowdley; and (3) Michael Ellinas. All team members hold Six Sigma Green Belt certifications.
Natalie Brown will serve as the Lead Analyst for the team. The lead consultant’s responsibilities

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include, but are not limited to, consulting with a Master Black Belt as needed, providing support
with advanced statistical needs, and monitoring defects. Valerie Dowdley will serve as the
Project Manager for the team. The Project Manager’s duties include, but are not limited to,
coordinating assignments, providing leadership in regard to decision making, and handling
unexpected issues or problems with the improvement effort. Michael Ellinas will serve as the
Subject Matter Expert. The Subject Matter Expert’s responsibilities include, but are not limited
to, providing input, data, and insight to the current process(es), implementing workflow changes,
and testing proposed improvements.
All team members share responsibility for a number of tasks. Each person is expected to
attend and participate in weekly team meetings. After each meeting, the minutes/agenda must be
submitted. Team members will each rotate responsibility for drafting, editing, and submitting
the minutes/agenda. Throughout the project, there are assignments that must be completed. Like
the minutes/agenda, team members will rotate responsibility for drafting, editing, and submitting
the project assignments. Additionally, each team member is expected to assist with and/or
complete unexpected deliverables that may come along during the project.

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References

Fiserv. (2020). All transactions file. Retrieved February 4, 2020 from
https://www.fiserv.com/en/solutions/payments/case-management-and-resolution/dispute-
resolution/all-transactions-file.html
Pyzdek, T., & Keller, P. (2014). Six Sigma handbook (4 th ed.). New York, NY: McGraw-Hill
Education.
Smith, W. A. (1967). Accuracy of manual entries in data-collection devices. Journal of Applied
Psychology, 51(4, Pt.1), 362–368. https://doi-org.ezproxy.point.edu/10.1037/h0024867