Process Performance – Who Owns It?
Process owners are responsible for:
- Ensuring the process is in control, consistently delivering the quality and quantity of throughput expected from it. As such they must implement performance measurement systems that track and report the performance of the process.
- Improving process performance – therefore they are responsible developing and requesting funding for performance improvements. In addition, they are responsible for developing and meeting performance goals for their process.
- Defining and documenting the process – identifying the boundaries of the process (what is included in the process and what is excluded from the process) documenting the activities and steps in the process, and identifying the resources required for the process to function (machines, materials, supplies, people, etc.).
- Staffing the process – ensuring that employees assigned to the process (and their backups) have: (1) Understanding of the importance of their individual role in the successful operation of the process, (2) Knowledge of the overall process from start to finish, (3) The appropriate skill sets and levels of competency to their role effectively, and (4) Thorough knowledge of how to successfully perform their role in the process.
- As improvements to the process rollout, process owners will be responsible for ensuring all employees working in the process are capable and willing to adopt them.
Typically, business processes (especially core business processes) operate across organizational boundaries. As such, process owners must work collaboratively and cooperatively with managers of other parts of the organization to ensure resources and staffing are available to ensure consistent process performance. From time to time, conflicts will arise between the goals of the process owner related to process performance and the goals of the various organizational units through which the process operates. When these arise, it is incumbent upon all parties to resolve the conflict by identifying a solution that will give the entire organization its greatest benefit. This may require engaging the expertise of others within the organization who can evaluate the effect of various alternatives on the organization as a whole – accountants, engineers, etc.
This entry was posted on Monday, March 8th, 2010 at 1:31 pm and is filed under Business Process Improvement, Managing Change, Operational Excellence, Organizational Design and Development. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.