In the Six Sigma organizational structure, the process owner is an important link. The process owner is responsible for a specific process. They determine how a process operates, whether it satisfies customer requirements and achieves the output which is expected of it. The role of the process owner cannot be ignored in the success of the Six Sigma project.
Process owners often handle the harder situations that arise. They are responsible for making sure tasks are being handled effectively and successfully. They must make the best from what they are given. While doing so, they must also ensure the least amount of errors and waste, while ensuring the optimum results.
When faced with challenges, the process owner has to decide on the complexity level of the situation and find the appropriate solution to make the most of the improvement opportunity. Depending upon the situation, the solution will be selected. If the situation is such that the opportunity for improvement is a very simple situation, then the solution will be accepted and implemented to fix the problem.
The Six Sigma levels at which they are performing currently is identified to understand the level of improvement that is necessary. When a certain level is achieved, say for instance a level of 4 sigma, and then it is time to take efforts toward improving to a higher level of 5 and 6 sigma. The higher the Six Sigma level, the more the controls would be needed to bring down the 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.
Because of this, it is important that the process owner hear the customer's voice. Simultaneously, they must whip up some quick wins to create momentum in order to improve difficult situations. Six Sigma and Lean offer these benefits to the process owner to achieve these standards. Improvements must be in tune with the goals of the business, while continually maintaining the customer focus. - 15246
Process owners often handle the harder situations that arise. They are responsible for making sure tasks are being handled effectively and successfully. They must make the best from what they are given. While doing so, they must also ensure the least amount of errors and waste, while ensuring the optimum results.
When faced with challenges, the process owner has to decide on the complexity level of the situation and find the appropriate solution to make the most of the improvement opportunity. Depending upon the situation, the solution will be selected. If the situation is such that the opportunity for improvement is a very simple situation, then the solution will be accepted and implemented to fix the problem.
The Six Sigma levels at which they are performing currently is identified to understand the level of improvement that is necessary. When a certain level is achieved, say for instance a level of 4 sigma, and then it is time to take efforts toward improving to a higher level of 5 and 6 sigma. The higher the Six Sigma level, the more the controls would be needed to bring down the 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.
Because of this, it is important that the process owner hear the customer's voice. Simultaneously, they must whip up some quick wins to create momentum in order to improve difficult situations. Six Sigma and Lean offer these benefits to the process owner to achieve these standards. Improvements must be in tune with the goals of the business, while continually maintaining the customer focus. - 15246
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