In the world of Lean Six Sigma, the Control Phase represents the final and perhaps most critical stage of the DMAIC (Define, Measure, Analyze, Improve, Control) methodology. While many organizations celebrate the successful implementation of improvements, the true test of any process enhancement lies in its sustainability. This is where the process owner’s role becomes paramount, serving as the guardian of newly implemented changes and ensuring that hard-won gains do not erode over time.
The Significance of the Control Phase
The Control Phase is not merely a ceremonial conclusion to a Six Sigma project; it is the foundation upon which continuous improvement is built. After investing significant time, resources, and effort into defining problems, measuring current performance, analyzing root causes, and implementing improvements, organizations must ensure these enhancements become permanent fixtures in their operational landscape. You might also enjoy reading about Why Six Sigma Improvements Fail: Common Control Phase Mistakes That Undermine Your Success.
Consider a manufacturing company that successfully reduced product defects from 12% to 2.5% through a Six Sigma project. Without proper controls and an engaged process owner, defect rates could gradually creep back toward previous levels within months. Research indicates that approximately 70% of process improvements fail to sustain themselves beyond one year without proper control mechanisms in place. You might also enjoy reading about How to Train Process Owners for Long-Term Process Management Success.
Who is a Process Owner?
A process owner is an individual with the authority, responsibility, and capability to manage a process from end to end. This person is not necessarily the project champion or the Six Sigma Black Belt who led the improvement initiative. Instead, the process owner is typically a manager or supervisor who works with the process daily and has both the organizational authority and operational knowledge to maintain improvements.
The process owner serves as the single point of accountability for process performance. They bridge the gap between strategic objectives and operational execution, ensuring that improvements align with business goals while remaining practical for frontline workers to implement and maintain.
Core Responsibilities of Process Owners in the Control Phase
Implementing Control Systems
Process owners must establish robust control systems that monitor process performance continuously. This involves setting up Statistical Process Control (SPC) charts, dashboards, and other monitoring tools that provide real-time visibility into process behavior.
For example, a customer service process owner at a telecommunications company might implement a control chart tracking average call handling time. The data might look like this:
- Week 1: 8.2 minutes (within control limits)
- Week 2: 8.5 minutes (within control limits)
- Week 3: 9.8 minutes (approaching upper control limit of 10 minutes)
- Week 4: 11.2 minutes (exceeding upper control limit)
When Week 4 data shows the process exceeding control limits, the process owner must investigate immediately to identify and address the root cause, perhaps discovering that new product complexity requires additional training for customer service representatives.
Documenting Standard Operating Procedures
One of the most critical responsibilities involves creating and maintaining comprehensive documentation. Standard Operating Procedures (SOPs) capture the improved process in detail, ensuring consistency regardless of who performs the work. These documents serve as training materials for new employees and reference guides for existing staff.
Process owners must ensure that SOPs include specific details such as step-by-step instructions, quality checkpoints, acceptable ranges for key metrics, and escalation procedures when issues arise. These documents should be living resources that evolve as the process continues to improve.
Training and Development
Process owners bear responsibility for ensuring all team members understand and can execute the improved process. This extends beyond initial training to include ongoing skill development and periodic refresher sessions.
Consider a healthcare setting where a process improvement reduced patient wait times in an emergency department from an average of 45 minutes to 22 minutes. The process owner, typically the Emergency Department manager, must ensure that all shifts understand the new triage protocols, patient flow systems, and communication methods that enabled this improvement. This might involve quarterly training sessions, monthly performance reviews, and continuous coaching for new staff members.
Monitoring Key Performance Indicators
Process owners must establish and track Key Performance Indicators (KPIs) that reflect the health of the improved process. These metrics should align with the original project goals while providing actionable insights into process stability.
Sample KPI dashboard for a procurement process might include:
- Purchase order cycle time: Target 3 days, Current average 2.8 days
- Supplier delivery accuracy: Target 98%, Current performance 97.5%
- Cost savings per transaction: Target $150, Current average $162
- Processing errors: Target less than 2%, Current rate 1.3%
The process owner reviews these metrics regularly, identifying trends and taking corrective action before minor deviations become major problems.
Managing Process Deviations
When processes deviate from expected performance, process owners must respond swiftly and effectively. This requires establishing clear response plans that outline actions for various scenarios.
A process owner in a food manufacturing facility might establish response protocols for different deviation severities. For instance, if product temperature during processing deviates by 2 degrees Celsius from the target, this triggers an immediate equipment check. If the deviation reaches 5 degrees, production halts until the issue is resolved and quality testing confirms product safety.
Facilitating Continuous Improvement
The Control Phase does not signal the end of improvement efforts; rather, it marks the beginning of a continuous improvement cycle. Process owners should foster a culture where team members feel empowered to suggest enhancements and identify opportunities for further optimization.
This might involve monthly team meetings to discuss process performance, quarterly review sessions with stakeholders, or implementing suggestion systems that capture frontline insights. Process owners who excel in this area create environments where improvement becomes part of the organizational DNA.
Tools and Techniques for Effective Control
Statistical Process Control Charts
SPC charts provide visual representation of process variation over time, helping process owners distinguish between common cause variation (inherent to the process) and special cause variation (resulting from specific, identifiable factors). Understanding this distinction is crucial for making appropriate interventions.
Control Plans
A comprehensive control plan documents what will be measured, how frequently measurements occur, who performs the measurements, and what actions should be taken when measurements fall outside acceptable ranges. This document serves as the operational blueprint for sustaining improvements.
Process Audits
Regular audits verify that processes are being executed as designed. Process owners should conduct both scheduled and random audits, using findings to reinforce proper practices and identify training needs.
Common Challenges and How to Overcome Them
Process owners frequently encounter resistance to sustained adherence to new procedures, particularly as the novelty of improvements wears off. Overcoming this requires consistent communication about the benefits of improvements, recognition of team members who exemplify proper execution, and visible leadership support.
Another challenge involves balancing flexibility with standardization. While consistent execution is important, process owners must also remain open to legitimate process refinements that enhance efficiency without compromising quality or safety.
Resource constraints often limit the time process owners can dedicate to control activities. Successful process owners address this by integrating control activities into regular management routines rather than treating them as separate tasks. Daily production meetings might include a five-minute review of key metrics, making control activities part of normal business rhythm.
The Business Impact of Effective Process Ownership
Organizations with strong process ownership in the Control Phase realize significantly better returns on their Six Sigma investments. Companies that maintain improvements over three years or longer report average cost savings that are 3 to 5 times higher than those that let improvements decay.
Beyond financial returns, effective process ownership contributes to enhanced customer satisfaction, improved employee engagement, and stronger competitive positioning. When customers experience consistent, high-quality interactions with an organization, loyalty increases and customer lifetime value grows.
Conclusion
The Control Phase represents where theory transforms into sustainable practice. Process owners serve as the critical link between improvement initiatives and long-term operational excellence. Their responsibilities extend far beyond simple monitoring; they are architects of organizational capability, building systems and cultures that support continuous advancement.
Understanding and fulfilling these responsibilities requires specific knowledge, skills, and commitment. Process owners who embrace their role with diligence and strategic thinking create lasting value for their organizations, transforming temporary gains into permanent competitive advantages.
The journey from process improvement to sustained excellence is not always simple, but with proper training, tools, and dedication, process owners can ensure that the investments made in Lean Six Sigma projects deliver returns for years to come.
Enrol in Lean Six Sigma Training Today
Are you ready to become an effective process owner or lead successful Six Sigma initiatives in your organization? Understanding the Control Phase and process owner responsibilities is just one component of comprehensive Lean Six Sigma expertise. Our certified training programs provide the knowledge, tools, and practical experience you need to drive sustainable improvements and deliver measurable business results.
Whether you are pursuing Yellow Belt, Green Belt, or Black Belt certification, our expert instructors will guide you through real-world applications of DMAIC methodology, statistical analysis, and change management strategies. Do not let your improvement efforts fade over time. Invest in your professional development and your organization’s future by enrolling in Lean Six Sigma training today. Contact us to learn more about upcoming courses and take the first step toward becoming a catalyst for operational excellence.
