iSixSigma

How do you identify process owners??

Six Sigma – iSixSigma Forums Old Forums General How do you identify process owners??

This topic contains 17 replies, has 16 voices, and was last updated by  accrington 12 years, 9 months ago.

Viewing 18 posts - 1 through 18 (of 18 total)
  • Author
    Posts
  • #26980

    Ruddy
    Participant

    Does anyone understand how to have an organizational chart built around process owners. It seems difficult to define in today’s world of functional silos and cross-functional teams. Are there companies that do it successfully?

    0
    #65597

    Craig Butkiewicz
    Participant

    The process owner should be the person that gets fired if the process doesn’t work – i.e. the person that cares the most or whose area is most impacted by that processes outputs.

    0
    #65600

    Patrick Waddick
    Participant

    GE Financial Assurance has done a very good job of identifying process owners and baselining the entire organization in terms of processes and process owners. As you read in your first reply, the process owner is someone who is directly accountable for the quality performance (success or failure) of the process at hand.

    0
    #65608

    Chauhan
    Member

    I have done quite a bit of baselining when I was with GE to be able to help you. We look at the business and align our processes and goals with the Customer CTQs in order to determine how we are going to do business. At a high level, our level ones range from assessing the market to developing,delivering to service solutions to our customer. Each of our level one processes are given a start and stop in terms of process flow. Process owners are then assigned to them with the full knowledge that they will be accountable for anything between the start and stop points. Keep in mind, anything betweeen the start and stop easily can incorporate a co-functional blend of different areas. This is quite a different model from traditional organizations “functional” hierarchy structure.

    0
    #65610

    Patrick Waddick
    Participant

    As Sandy mentioned, the starts and stops, and anything that comes between, should be the domain for the process owner. A useful tool for generating discussion on who owns a process is the SIPOC. It stands for Suppliers, Inputs, Process, Outputs, and Customers. More on this later.

    0
    #65634

    PANOS
    Participant

    The concept of horizontal managment and process owner is extremely interesting and can make a difference in todays competitive business world.

    We are a multi functional company manufacturing equipment, installing and servicing them.

    Can anyone give me an example of how the basic process of customer order to final product/service is structured.

    The article in the last newsletter explaining the basic of an e-process is revealing but i can not relate our operation to the concept.

    0
    #65635

    Zack
    Member

    Hi Panos,

    You asked: “Can anyone give me an example of how the basic process of customer order to final product/service is structured.”

    I’m not entirely sure of your terminology or current processes, but I’ll give it a shot in a similar fashion to the Process Management article (https://www.isixsigma.com/library/content/c001218a.asp).

    I am assuming you start with some sort of advertising or marketing function to drive business. We can call this origination, or whatever you are comfortable with. The process ends with a customer inquiry, such as a lead a phone call or mailer being returned.

    Then a conversion (you may want to call this sales) process, similar to the article example, would take over. This process works to convert a “hot lead” to an actual sale that can be booked and scheduled into production. The end point of the conversion process is booked sale. If the sale doesn’t go through, you maintain the customer information and they stay in the conversion process until they tell you they are not interested, went with a competitor or ask to be removed from your process (e.g. mailing/call list, etc.).

    Once the sale is booked, it must be scheduled and go through the production process. I’m sure scheduling came into play during the conversion process when a proposal was put together. But now it formally gets added — maybe this is the start point. The end point is when the QAd piece comes off the line.

    From production, it goes to shipping. The shipping process takes place from the end of production to the time it is received and signed for by the customer.

    An important key is to remember that you want to capture information from the beginning of the process to the end as the customer experiences it. No lapses or gaps between process or sub process steps. Definitions of terms is crucial — as is making sure everyone uses the same definitions.

    Here’s the flow:
    Origination > Conversion > Production > Shipping

    You can break it into as many macro steps as you feel are necessary based on your current system.

    Origination > Conversion > Scheduling > Production > QA > Shipping > Service

    Then assign process owners and determine the sub processes contained in each. Just like the macro processes, each sub process should start at the end of the last sub process step.

    Good luck and best wishes this holiday season.

    Zack

    0
    #65656

    Brien Palmer
    Participant

    Several years ago I discovered a “taxonomy” of business process, in the form of a high-level flow chart and outline published by the International Benchmarking Clearinghouse, a section within the American Productivity and Quality Center. This is extremely useful in providing a common process framework for all companies. I’ve used it for several widely differing companies. (You are allowed to use it with attribution.)

    The document provides a starting point for inventorying your own processes. You add considerable value when you individualize the model to reflect you own “business model”, as the other response suggests.

    Once inventoried, you select the most opportune core process to start with. I suggest doing this by a team of experienced managers, using a scale of “importance to core mission” times “low satisfaction with existing system” to identify candidate processes.

    From here, one applies a standard methodology to each selected process. Basically (to take some liberties), identify the purpose of the process, measure the actual performance, decide the extent of change required (from minor to radical), and redesign the system accordingly.

    I recommend doing this across the board on a very high level involving senior managers to charter the effort. It is certainly one of THE most significant improvement efforts possible for any company.

    We are just touching the highlights of a very significant undertaking here. I do have a lot of more-detailed resourse materials that I’d be willing to share if you like.

    0
    #65658

    George Vincent
    Participant

    Thank you for your post Brien. My organization is just in the beginning stages of taking inventory of key processes and their owners. Any additional resources you could provide or direction to where I could obtain additional information would be appreciated.

    In your post you mentioned the document from the International Benchmarking Clearinghouse. Is that document accessible to the public free of charge?

    Thanks again.

    0
    #65682

    Brien Palmer
    Participant

    If you contact me by e-mail I’d be glad to send you a copy.

    0
    #65769

    RK
    Member

    Any one that can share and provide experience in process management – design and implementation in supply chain management – ex medium sized international pharmaceutical business is very welcome

    I belong to a europeen supply chain management team – manufacturing director across europeen countries

    Thanks in advice

    rk

    0
    #104871

    Mats Gejnevall
    Participant

    Could you post a link to that process framework or the document itself?
     
    Thank you

    0
    #126406

    Deborah Gold
    Participant

    I am interested in any information on Business Process Management.  I am in the Financial industry and responsible to roll out this methodology to our Transaction Processing Management teams.

    0
    #126680

    Johann Bodenstein
    Participant

    Hi Deborah, We have recently, (2005), rolled out Process Management in Standard Bank South Africa. This was done with assistance from IBM. We currently have 312 trained users of WBI modeller, which is the process modelling tool we have deployed. We have deployed into the Retail and Wholesale banking as well as international components of the group.

    0
    #135632

    Brian Cornell
    Participant

    If Craig has access to this message, give me a call. 888-482-3851 (Brian Cornell)

    0
    #136498

    Jez Heaven
    Participant

    Hi Brien
    I don’t know if this post will reach you because the thread was started in 2000!
    Would you please let me know your email address so I can contact you to discuss using the taxonomy you discovered a few years ago.
    Thank you
    Jez

    0
    #151076

    Jack Botchway
    Participant

    Hi Sandy,
    Co-Functional Blend Of Different Areas
    When there happens to be an incorporation of a co-functional blend of different areas between a particular start and stopprocess, who takes the responsibility for the blend since each process must have an owner?
    Jack

    0
    #151079

    accrington
    Participant

    Is this a record?
    Not only has Jack written total gibberish, but he’s also replying to a post that’s over six years old

    0
Viewing 18 posts - 1 through 18 (of 18 total)

The forum ‘General’ is closed to new topics and replies.