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.
As challenges come up, the process owner will decide the severity of the problem and evaluate as to what the solution may be. They will then decide what the solution will be and how to implement it while making the most of the opportunity for improvement.
The Six Sigma levels of where they are presently working will be pointed out in order to comprehend which level of improvement is necessary. Whatever level they are at, will determine the next higher one they will move toward. The higher the Six Sigma level, the more it will take to lower variations.
To raise the Six Sigma level, the process owner will have to pinpoint which improvements are creating defects. Variations or defects mean the process or products is not satisfactory to the needs of the customer.
Thus, it is imperative for the process owner to listen properly to the voice of the customer. At the same time, the process owner needs to produce some quick wins to build up momentum to improve complex situations, even in services and infrastructure support activities. Six Sigma and Lean provide these benefits to the process owner to come to these standards. Integrating the two into a process centric approach is what the process owner needs to do. Improvements have to be aligned to the business goals constantly maintaining the customer focus.