Control-phase strategy and ownership

Learning objectives

• Explain the purpose of control-phase strategy and ownership in a garment-factory improvement project.
• Apply the described method to a representative shop-floor situation.
• Recognize the common mistakes and how to avoid them.

Concept

Control holds the gain by transferring monitoring, response, ownership, and evidence to the process, not the project team.

Success is stable performance under representative variation with a demonstrated abnormal-response drill.

Ownership sits with a named process role — never with the departing Black Belt.

Garment-factory example

After a seam-damage pilot succeeds, the line owner accepts control plan, SPC, standard work, poka-yoke, training, audit, and CAPA route before project closure.

Method

1. Assign process owner.
2. Freeze control plan.
3. Confirm training and adoption.
4. Run abnormal-response drill.
5. Schedule audits and MSA repeat.
6. Close project only after handover acceptance.

Common mistakes

• Closing when only the project leader can operate the process.
• Leaving temporary pilot controls in place after rollout.