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Cross functional teams

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  • #52172

    Mr T
    Participant

    HiLeading a cross functional process improvement team and although good results amd near the end, a couple of sticking points..Handover of improved process to the process owner -because all functional managers are involved on the same level as each other, no one wants to be made accountable. Process measurement – we had a problem statement to start with and resolved some issues and redesigned the process to better meet requirements, but we have no process measurement system in place so that a year from now we cannot verify improvement ie reduction in materials being lost.Again no one wants the extra work or responsibility.Any advice?

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    #183202

    msg
    Participant

    Operation Successful , Patient Dead !If you don’t have a good measurement system in place , you cannot claim the improvement results are good. You couldn’t have gone beyond the Measure Phase in the first place without defining the measurement process

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    #183203

    Vallee
    Participant

    Once you decided what the business really needs AND how to measure it, then decide what the problem is with accountability. Is this a symptom of the system problems?… I don’t think the patient is dead yet, just in a COMA (can’t be accountable if in a COMA but you may still have a chance)You need to do a stakeholder analysis to understand the true dynamics of the company not just the structure of the org chart. The link below has no tie to my business and I get no royalties, just something that may help you.http://www.lachealthsys.org/documents/policytoolkitforstrengtheninghealthsectorreformpartii-EN.pdf

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    #183205

    BTDT
    Participant

    Human Factors CV:How did you find this article way down in their website? I couldn’t find it within their own search engine. Nice article by the way.Cheers, Alastair

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    #183208

    Vallee
    Participant

    Alastair,I found the publication 2-3 years ago searching for stakeholder analysis until I found one I liked. I actually used it for safety and training pushes when silo’s were pointing fingers. By tying finance, control, and culture it really helped my case. When tying the results to the actual companies org chart it really showed a good gap analysis. Cheers

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    #183234

    Dillon
    Participant

    I have had this happen before.  The best way is to identify the process owners up front and make sure they understand they must own the process when it is done.  I work in the IT area and it is very common that once a software solution is put in place no one wants to own it or be accountable for the results.
    It is important to plan the exit strategy before the project begins.  I would determine who has the potential to loose or gain the most and convince them it is in their best interest.

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    #183238

    MrMHead
    Participant

    ” It is important to plan the exit strategy before the project begins.  I would determine who has the potential to loose or gain the most and convince them it is in their best interest.”
    Fully, Wholly, 100% agree.  Get this defined in the Define phase  (what a concept!)  That should also give the process owner a little more “buy” into the game.  If they know they are going to own it moving forward, they will want to be involved in the design.
    M
     

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    #183243

    Natanyahoo
    Participant

    I suggest to read the book:The Process Management  (Memory Jogger) just to know how to build cross-functional excellence!
    good luck

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    #183246

    MBBinWI
    Participant

    How did you get started on this effort in the first place?  Somebody must have identified this project – if none of the participants wants to “own” the results, give it back to the “Champion” – the individual who identified the project to begin with.
     
    If the project is near the end, and nobody wants ownership, I would question whether they believe that the gains are real, or sustainable.  An indicator that maybe you’re not as finished as you think?!?!

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