Operational Excellence Process Roles
If Operational Excellence (OE) was developed from a language, like Latin or Greek, then its root language would be process. An organization creates value through the processes it supports. To improve operations we focus on the processes, or “how” work gets done. We identify opportunities, make improvements, and create new processes to reach our OE performance goals. In newer organizations, processes may not even be formally acknowledged. The processes are still there, however, and as a result many of the common roles across OE Programs have a process context.
Process roles show how people interact with processes. These roles will not necessarily be evident in people’s titles, but can usually be vetted fairly quickly. The absence of one of these roles is also indicative of a potential gap in an OE Program (OEP). Process roles:
Program Leader
There is one person tasked with championing Operational Excellence within an organization. This person is the program leader. They are responsible for activating the program, developing supporting processes and ensuring the efficacy of the work. The Program Leader will often lead a group of Executive Process Owners (e.g. Process Council) responsible for process integration and cross-process prioritization of work.
Organizations that are serious about Operational Excellence will often make this an executive position. This is not required, but it streamlines communication and helps signify the importance of the program. If the Program Leader is not an executive, then they will need an Executive Sponsor.
Process Expert
OE practices span a large body of knowledge. Over the last 40+ years, many experts and thought leaders have promoted programs for process improvement. These programs typically have specific methodologies and require training and coaching to master. The Process Expert role represents the broad spectrum of subject matter experts for these various methods. Process Experts guide all the other process roles in executing the OEP. They may be external consultants or internally assigned staff.
Expertise is critical to any capability model. People need someone to learn from and who they can go to for questions. In addition, the Process Expert will often take on the role of ensuring process efficacy. They make sure everyone complies with the OEP methodologies and that variances are either discouraged or managed appropriately.
Process Owner
Critical to any OEP is an ownership and accountability model. The Process Owner (PO) role is typically used for this. A PO is responsible for “how” a process operates. PO is not usually a full-time job, but a portion of an existing manager’s daily work. Assignment depends on the size and scope of the process. Executive leaders are typically assigned to large cross-functional processes while lower level managers are assigned to lower level processes. POs exist in a hierarchical model, so a senior leader can be a Process Owner for a process at its highest levels, and then delegate ownership of parts of the process to others. When this happens, the PO takes on the additional task of integrating the work of the different sub-process owners to make sure solutions work correctly. PO titles will often be modified to represent this leveling. For example, instead of Process Owners, an organization might have an Executive Process Owner and Sub-Process Owner designations.
Process Improvement Leader
In a fully formed OEP, anyone can improve a process. Performers that identify improvement opportunities should be encouraged to make changes. These changes need to be managed across the entire process, however, which is the responsibility of the Process Owner. When the proposed improvements are large in scope, or the process needs dramatic performance improvements, then the Process Owner will assign a leader to manage the work effort. The assigned person takes on the role of Process Improvement Leader.
The Process Improvement Leader (PIL) will wear many hats. They will be the project manager, and if the organization is using a specific improvement methodology then the PIL will be responsible for process compliance. The PIL role may or may not be a full-time job. Organization’s implement this role differently. A dedicated PIL can drive much more dramatic business results, but at a higher cost. Many organizations opt for a hybrid approach, a small number of dedicated PILs and then augmented with part time PILs as-needed.
Process Performer
Performers are the people that actually work in the process. Information or materials will come to them, they do something with those inputs, and then pass the work on to the next step in the process. Process performers will look different depending on the type of process being acknowledged. In manufacturing the process performers may be plant workers. In customer service, the process performers may work in a call center.
There is no hierarchy implied with a process performer role. It is assumed each performer has a manager, and performers may work for different business functions or even different organizations.
Relationship Between Process Roles
- The Program Leader leads the Process Council which consists of top level Process Owners.
- The Program Leader manages one or more Process Experts.
- Process Experts coach Process Owners, Process Improvement Teams, and Process Performers on Quality and Process Improvement practices.
- Top level Process Owners assign lower level Process Owners as appropriate and coordinate their activities.
- Process Owners, at all levels, monitor process performance, communicate vision and status, and ensure process enablers are in place.
- Process Owners charter process improvement projects and/or events, and assign Process Improvement Leaders to manage work efforts.
- Process Improvement Leaders lead process improvement teams which typically consist of Process Performers representing each part of the process.
- Process Performers execute the process, participate in process teams, and work to continuously improve the processes they participate in.
Non-Process Roles
There are a few important OE roles that do not fall in within the traditional process structure. This is not a complete list, but highlights common roles and their relationship to typical OEPs:
- Executive Sponsor: OEPs require executive sponsorship. OEPs are transformational programs, and transformation requires commitment at all levels of an organization. The Executive Sponsor will ensure that the OEP stays consistent with the organization’s strategy and performance goals. They will also work with their peers to make sure the OEP is supported by all relevant parts of the organization.
- People Manager: Managing people is a separate function from the defined process roles. Process Owners manage a process, and make sure that the performers in the process have the proper tools and training to do their job. People manager are responsbile for hiring, maintaining staffing levels, and career development. Often, a Process Owner is also a People Manager, but this is not a requirement. A person may work in multiple processes with different owners. Also, since top level processes are cross-functional, it is not always practical for the Process Owner to manage all the performers in the process.
- Subject-Matter Expert (SME): In the process context, a SME is a person that is an expert at a process, or the subset of a process that they work in. Ideally, every Process Performer is a SME, but it is not always practical. Identifying SMEs within a process is important for training and troubleshooting.
- Power User: Process administration work will often by performed by a subset of performers that have demonstrated additional skill and capability with the process and supporting systems. Power Users are performers with this additional responsibility.
Process Titles
People assigned to process roles may or may not have those roles reflected in their job titles. It's really depends on the preferences of the organization. Process Leaders and Experts typically have a process title as they are usually full-time positions. As long as the roles are defined, for accountability, the need for formal titles is subjective. Quality and Process Improvement methods vary in their use of formal titles. Tiles are most prevalent in Six Sigma, where Process Experts as called "Master Black Belts" and Project Improvement Leaders are called "Black Belts" or "Green Belts." In Lean, Process Owners are called "Value Stream Owners." This library uses the non-specific roles identified above to maintain flexibility and support all methodologies.
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Review some of the key processes that must be put in place to manage an OEP.
The Poet-Net Solution
Poet-Net is designed to support any size Operational Excellence Program. It is methodology agnostic, focusing on proven best practices and allowing organizations to set their level of engagement. We provide tools to support large improvement projects and a knowledge management solution that allows cost effective training and continuous improvement efforts.
One of the challenges with starting any OEP is the upfront costs and resource commitment. Training, full-time staff, and consulting costs can add up quickly. The Poet-Net solution allows a program leader to engage his or her organization at a fraction of the cost of a single FTE, and then grow the OEP as employees gain experience with the content and tools provided.