This one is easy, right? Every DMAIC project “ends” with a handoff back to the process owner, doesn’t it? Every Rapid Improvement Event involves the owner at an integral level, right?
Is it always this easy? Disclaimer – The scenario below can really happen.
What happens when there is a disconnect? Maybe there is some level of dysfunction in your organization’s structure… What if senior leadership mandates a process improvement (this is good) and the team that owns that process participates in the design and implementation of the new process (also good), but the manager who runs that department doesn’t really buy into the change (not so good)? At that point, who is the real owner?
If you aren’t careful… It’s YOU. And while it might be exciting to watch your empire grow, don’t forget that if you expect your process improvement results to “stick”, the new process will need to be managed. And if you don’t have the right person managing that process, it will eventually revert to old habits (or worse). I don’t know about your capacity to manage, but at some point everyone has a limit. It’s pretty darned difficult to lead your Process Improvement program effectively throughout the organization while managing every process you’ve improved over the years.
So how do you prevent this situation from occurring?
- Get “buy-in” from managers
This is essential to your efforts as a CPI Leader. You can’t just “do improvement to someone” … People need to own their new processes. Your “soft” skills come in really handy here. David H. Maister’s book The Trusted Advisor contains some excellent techniques for obtaining buy-in and building the relationships needed to make your Process Improvements successful for the long term. Becoming effective with Emotional Intelligence and Change Management techniques go a long way towards ensuring long-term success.
- Stick to the rules
Proven methodologies/systems/frameworks like DMAIC, 8D, and Lean (among many others) became successful for one reason: they work. Follow the process and stick to the methods prescribed. Use the logical handoff of the process as it is designed, and remain available as a consultant to the responsible process owner. Ensure that everyone else involved understands who the owner is, and (unless you have good reason otherwise) redirect people with process-related concerns to the permanent owner as appropriate. Don’t steal their thunder.
- Transition to auditor
Control and validation of Process Improvement Project results are part of the job. Don’t forget to be that auditor… This ensures that you don’t creep into the role of process owner.
This list isn’t all-inclusive (few lists are). The important outcome here is that owners have their processes clearly returned to them immediately following project completion. This not only keeps your workload manageable; it also builds trust with other process owners. And maintaining trusting relationships with your process owners is essential to the success of your Process Improvement Program.
Have you had any experiences with project completion that you’d like to share? Please leave a comment below!
One of the interesting things I’ve been a part of is actually becoming the owner of a functional area after completing a big project. I think everyone should take up an opportunity similar if given the chance. You really get to see problems from the other side of the fence so to speak.
Glad to see you back at this. I enjoy your writing, so there’s one.