Process Improvement: A Process Owner’s Dilemma
The most important role in the Six Sigma mainframe is the process owner. They are responsible for the process, how is runs and making sure it meets a customer’s specifications and expectations. They must not be ignored, by any means.
The most difficult obstacles are in the hands of the process owner. They must make sure the projects are handled effectively and with optimum success. In addition, they have to usher in improvements in every area. They must do so by working with what they are given, or have. Making sure there are the lowest amount of defects and waste while creating the best results are also on their shoulders.
As challenges come up, the process owner will decide the severity of the problem and evaluate as to what the solution may be. They will then decide what the solution will be and how to implement it while making the most of the opportunity for improvement.
The Six Sigma levels of where they are presently working will be pointed out in order to comprehend which level of improvement is necessary. Whatever level they are at, will determine the next higher one they will move toward. The higher the Six Sigma level, the more it will take to lower variations.
In order to raise the Six Sigma level, the process owner has to focus on the improvements that are causing variations. Defects of variations indicate that the process or end product is not meeting the customer’s needs.
Thus, it is imperative for the process owner to listen properly to the voice of the customer. At the same time, the process owner needs to produce some quick wins to build up momentum to improve complex situations, even in services and infrastructure support activities. Six Sigma and Lean provide these benefits to the process owner to come to these standards. Integrating the two into a process centric approach is what the process owner needs to do. Improvements have to be aligned to the business goals constantly maintaining the customer focus.
Filed under: Management