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» VISIT US ONLINE @ DSNEWS.COM 89 also their exposure by exploring new avenues to integrate automation into their QA procedures. While automation might be a vital step to expedite a step or process, it must be done with caution. Companies must control these processes for privacy and security concerns and require increased visibility to safeguarding collected data, and its subsequent distribution to operations. ere are positives and negatives to a primarily technology-driven structure; the reality is that although a computer can inevitably move more quickly than a human, one loses the comprehensive, questioning, curious mind that can spot the $50,000 repair, where the computer may miss. Conversely, to maintain a parallel ground with competitors within the industry, technology must be used in a limited yet innovative manner. e key is for a company is to strike the right balance and determine the steps in a process that can be fulfilled safely, seamlessly, and with the greatest dividend opportunity through technology with little to no risk to the business and the greatest rate of reapplication. THE IDEAL QA TEAM While processes can be automated, QA requires the human eye to not only recognize what attributes are being controlled for and proficiency in identifying root cause, but an ability to effectively communicate findings to the user, manager, and analysis team(s). To be competent enough to understand why they complete their reviews, it becomes necessary for a company to hone a QA team that can seamlessly communicate its analysis at a high level. Generally, most companies look at a QA team with the ideology that the task will be repetitive, monotonous, black and white, etc.; anyone can review, anyone can report, anyone can test—they're just following a set of given instructions, right? e QA team should care more about the quality of the product as opposed to a quality score. Can they recognize a problem? Sure, but can they communicate the errors to the maker, manager, or analysis team? Can they attempt to solve or demonstrate corrective, detailed solutions? If the QA analyst cannot explain at a high-level the operational impacts, financial risk, rigor of controllability, reproducibility, and replication, then what's the point? us, a truly innovative QA team goes beyond the generally accepted idea of tasks to caring more about the quality of the product. While the incorporation of advancements of technology can ease the tedium of a review when processing incredibly substantial volumes of inspections, the value of the analyst's response has often stimulated best operational practices, guided profitable business decisions, and portrayed success. Another issue that a field services provider must consider when building their QA process and team, is the varied interpretations of each individual. ere will always be cases of QA analysts disagreeing with operations (or even with other QA analysts) during their reviews. us, it is essential that the attributed review process is published in detailed, clear, and concise language to ensure QA managers have controlled for as much interpretation as possible. Most importantly, the greatest challenge is to determine and implement an appropriate pass percentage threshold. is percentage is a delicate balance that in and of itself must accept failures—it is thus the QA team's burden to determine the weight and severity of each defect and the impact on the user's, processor's, or vendor's pass percentage. In the field services industry, product demand usually appears in the form of coverage territory which directly correlates to the desirability of a particular vendor being selected for more lucrative cities, counties, states, regions, etc. or even services. Higher passing percentages can more than likely award the boots on the ground some of the more coveted services and locations. Finally, as mentioned during the 2018 Five Star Conference's Property Management Lab, the most successful QA model will not be built solely on the paragon of technology. It will consist of a coalescence of technological exploitation, alongside team members with the most creative, knowledgeable, and analytical minds, who live among the patterns, embracing the errors much more than the successes—it will be a fine balance between man and machine. Kerry Medel is the Client Relationship and Operations Manager leading Brookstone Management's Property Preservation Division. She oversees high-level procedural development and operational improvements internally and within Brookstone Management's vendor network. Ensuring daily risk analysis leading directly to burgeoning high- quality product delivery, Medel works ardently to synthesize client demands, investor requirements, and vendor productivity across all portfolios to develop a competitive advantage. e QA team should care more about the quality of the product as opposed to a quality score. Can they recognize a problem? Sure, but can they communicate the errors to the maker, manager, or analysis team? Can they attempt to solve or demonstrate corrective, detailed solutions?

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