| Segregating a single process into two different tasks is | | | | ideas and suggestions |
| necessary because both the tasks are quite different | | | | The process owner should be given the right to seek |
| from each other. If responsibility were not allocated | | | | any number of suggestions or input from other |
| properly, it would become quite impossible to identify | | | | stakeholders associated with the project without the |
| the root cause of a given problem if something were | | | | liability of actually implementing any of these. |
| to go wrong during the implementation. | | | | Sometimes, organizations appoint a process owner to |
| How To Work With Process Owners | | | | work under a qualified Six Sigma professional such as |
| Process owners are generally current leaders or | | | | Black Belt or Master Black Belt. Sometimes both are |
| managers, but depending on the immediate needs, an | | | | called in to discharge their duties as partners, but all |
| organization can hire Six Sigma experts from outside | | | | these combinations often fail to deliver results because |
| to render their services in the capacity of process | | | | in the first case, it may lead to ego clashes and in the |
| owners. Before selecting a process owner, | | | | second it may lead to improper allocation of |
| management can conduct any number of due | | | | responsibilities. |
| diligence exercises it thinks is necessary for checking | | | | Selecting Project Team Members |
| the skills and talents of potential candidates. However, | | | | After selecting a process owner, the next big task is |
| after a candidate has been selected, he/she should be | | | | to select the project team members who will perform |
| given complete freedom to handle the tasks involved. | | | | their duties under the guidance of both the project |
| Described below are some qualities to look for while | | | | manager and the process owner. Here also, the |
| selecting a process owner. | | | | process owner should have the ultimate say in the |
| - Should have requisite experience and extensive | | | | selection process so as to avoid potential ego issues |
| knowledge of the process | | | | that might surface in the near future. The project |
| - Should have an eye for detail so as to identify | | | | manager can no doubt convey his recommendations, |
| ineffective processes | | | | but it is the process owner who should stamp the final |
| - Should have the ability to inspire and motivate team | | | | seal of approval. |
| members | | | | Giving such powers to process owners may seem |
| - Should be an effective communicator | | | | undemocratic, but in the business world it hardly |
| - Should have the aptitude for coping up with | | | | matters whether a proposed thought or strategy is |
| unforeseen problems | | | | democratic or not as long as it achieves the |
| - Should be able to gain the respect and admiration of | | | | objectives; which in this case, is carrying out the |
| team members so as to ensure their full cooperation | | | | implementation effectively and within the stipulated time |
| and support | | | | and costs. |
| - Should display a fair level of receptiveness to new | | | | |