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Process Improver vs. Process Owner

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  • #53956

    Chris Schweighardt
    Participant

    Process Improver vs. Process Owner

    I find quite often on projects, that the process improvers (lean six sigma/black belt resources) sometimes “evolve” into a process owner role; still leading well-beyond implementaton and control. In fact, even when team member roles are clearly defined up-front on the charter, it still seems to happen. Whatever your opinion is on this (for it, or against it), I’m curious to hear your overall thoughts & experience.

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    #192230

    MBBinWI
    Participant

    @chrissch9674 – Yes, Chris, this often happens. It is symptomatic of really understanding the process, something that all too often the process owner doesn’t. And when the process owner abdicates responsibility to the belt, it is typical that the belt will step into that role. When I work with a process owner, I mentor them that the belt is a temp resource there to help them achieve their objectives. If they give up their ownership, then they should expect to give it up fully and be replaced (I try not to be quite that direct/harsh, but sometimes it is necessary). Belts are not process owners, they are resources to help process owners succeed. If they “evolve” into the process owner, then it was probably the wrong person in the process owner role to begin with.
    Just my humble opinion.

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    #192234

    hogan rebel
    Guest

    This blog is the nice article.the view is the news.

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    #192236

    Chris Schweighardt
    Participant

    MBBinWI, good points & I agree

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    #192263

    Paulonis
    Participant

    What I see more often than the belt becoming the process owner is that the belt becomes the company expert in the topic of the project. The process owner is still the process owner, but the belt actually gains a deeper understanding of the process than the process owner. Thus, the belt remains attached to the process because of their newly-minted expertise. This isn’t entirely bad, but isn’t ideal either.

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