Engaged Six Sigma Teams

Six Sigma teams and the roles of various Six Sigma team members

一 Effective Deployment of Teams

1.1 OBJECTIVES

After completing this learning object, you will be able to explain the uses for various Six Sigma teams and the roles of various Six Sigma team members.



1.2 WHY TEAMS? 
Almost everyone has had a bad experience with a team. Perhaps the division of labor was unfair, leaving you with the bulk of the work. Or maybe scheduling was a problem, making meeting as a group difficult, if not impossible. Or, even worse, perhaps some members of the team were just not eager to participate. 

Admittedly, teamwork can be difficult, but the benefits of working on a well-functioning and engaged team are many. And when it comes to the large and complex projects of Six Sigma, teamwork is absolutely vital.



1.3 TEAMS NEED LEADERSHIP

For teams to be effective, they must be engaged   -- involved, focused, and committed to meet their goals. 
In addition, leadership must provide them with the support required. Engaged teams are not simply assigned a project and left alone.
Engaged teams have the interest and backing of management, and this helps prevent many of the common problems associated with team projects.

二 Matching Teams, Projects, and Processes

2.1 FOUR TYPES OF TEAMS
One key difference between Motorola's Six Sigma methodology and other business improvement approaches lies in the "appropriate team" approach. Motorola looks at the type of business improvement opportunity and assigns an appropriate team. 

There are four major categories of improvement team approaches, depending on the complexity of the issue at hand and the level of analysis required to solve the problem. After all, not every project warrants the most rigorous and robust methodology Six Sigma has to offer. 

Motorola employs the following types of teams:
Black Belt: Black Belt teams are led by a Black Belt, and may have Green Belts and functional experts assigned to complex, high-impact process improvement projects or designing new products, services, or complex processes.

Green Belt: Led by a Green Belt and comprised of non-experts, Green Belt teams tackle less complex, high-impact process improvement projects. Green Belt teams are often coached by Black Belts or Master Black Belts

Breakthrough: Sometimes, when you're creating simple processes, sophisticated statistical tools may not be needed. Breakthrough teams are typically used to define low-complexity, new processes.

Blitz: Blitz teams are put in place to quickly execute improvements produced by other projects. These teams can also implement Digitization for Efficiency using a new analytic tool set.

2.2 question

Your organization needs to start manufacturing a new, simple product, but has no set process in place.
(Breakthrough)

Your competitors respond to proposal requests one day before you. The proposal response process is very complex; it involves six departments and information from 23 individuals. If the process could be shortened by one day, business could increase by 32 percent.                          
(Black Belt)

Major improvements have been identified. A new team is needed to implement them.
(Blitz)

三 Team Roles

3.1 ROLES IN SIX SIGMA
Within Six Sigma, many roles exist. At any time, you may have multiple roles. You may be both a Green Belt and a team member. A Black Belt may be a Team Leader 99 percent of the time, but on rare occasion even he or she may serve as a team member.

So what is a Green Belt? What is a Black Belt? Black Belt and Green Belt are titles designating a level of Six Sigma training and expertise. But what role does each play on a Six Sigma team? And what are the differences between the two?

3.2 BLACK BELTS
Black Belts are internal Six Sigma practitioners, skilled in the application of rigorous statistical methodologies, and they are crucial to the success of Six Sigma. Their additional training and experience provide them with the skills they need to tackle difficult problems.

Black Belts have many responsibilities. They: 
Function as a Team Leader on Black Belt projects 
Integrate their functional discipline with statistical, project, and interpersonal skills 
Serve as internal consultants 
Tackle complex, high-impact improvement opportunities 
Mentor and train Green Belts

Experienced Black Belts, skilled in coaching others and producing dynamic results, may receive recognition as Master Black Belts. Master Black Belts handle extremely difficult problems and mentor other Black Belts.

   
3.3 GREEN BELTS
Green Belts are also essential to the success of Six Sigma. They perform many of the same functions as Black Belts, but their work requires less complex analysis. Green Belts are trained in basic problem-solving skills and the statistical tools needed to work effectively as members of process improvement teams.

Green Belt responsibilities include: 
Acting as Team Leader on business improvements requiring less complex analysis 
Adding their unique skills and experiences to the team 
Working with the team to come up with inventive solutions 
Performing basic statistical analysis 
Conferring with a Black Belt as questions arise

3.4 SIX SIGMA PROJECT ROLES
Within the typical Six Sigma project, four critical roles exist. 
Sponsor 
Champion 
Team Leader 
Team member

For a team to function effectively, all four roles need to be filled. However, depending on the needs of an organization, the same person could fulfill two roles. The important thing is that all the required tasks are being completed.

3.5 THE SPONSOR
Even though not directly involved in the day-to-day operations of a Six Sigma project, a Sponsor is vital to the successful completion of a project. As part of the leadership team, a Sponsor participates in identifying the improvement opportunity and takes ownership of it.

A Sponsor typically: 
Remains ultimately accountable for a project's impact 
Provides project resources 
Reviews monthly and quarterly achievements, obstacles, and key actions 
Supports the project Champion by removing barriers as necessary

An involved Sponsor can make the difference between failure and success.

3.6 THE CHAMPION
For projects to run smoothly, the active involvement of a Champion is a must. A Champion acts as a link between the Sponsor and the team, ensuring that the team has the resources required for success. The Champion lends direct support to a project.

A Champion typically: 
Reviews weekly achievements, obstacles, and key actions 
Meets with the team weekly to discuss progress 
Reacts to changes in critical performance measures as needed 
Supports the Team Leader, removing barriers as necessary 
Helps ensure project alignment

3.7 TEAM LEADER 
The Team Leader provides direct leadership for the core Six Sigma team and is actively involved in the day-to-day affairs of a project. A Black Belt usually fills the role of Team Leader, but on smaller projects, a Green Belt may be assigned.

A Team Leader typically: 
Leads improvement projects through an assigned, disciplined methodology 
Works with the Champion to develop the Team Charter, review project progress, obtain necessary resources, and remove obstacles 
Identifies and develops key milestones, timelines, and metrics for improvement projects 
Establishes weekly, monthly, and quarterly review plans to monitor team progress 
Supports the work of team members as necessary


3.8 TEAM MEMBERS
A team member's contribution is vital to the success of any project. While most likely unable to complete the same complex statistical analysis as a Black Belt, team members offer unique functional experience Black Belts may not have.

Team members on Green Belt projects may include Green Belts or other employees who aren't experts at Six Sigma. On Black Belt or Breakthrough teams, Black Belts, as well as Green Belts and other non-Six-Sigma experts, may fulfill the role of team member.

Team members typically: 
Assist the Team Leader 
Follow a disciplined methodology 
Ensure the Team Charter and timeline are being met 
Accept and execute assignments 
Add their views, opinions, and ideas

3.9 TEAM ROLES SUMMARY 
Sponsor:
Is part of leadership team and remains ultimately accountable for a project's impact 
Provides project resources
Reviews monthly and quarterly achievements, obstacles, and key actions
Supports the project Champion by removing barriers as necessary

Champion:
Reviews weekly achievements, obstacles, and key actions
Meets with the team weekly to discuss progress
Reacts to changes in critical performance measures as needed
Supports the Team Leader, removing barriers as necessary
Helps ensure project alignment 

Team Leader:
Leads improvement projects through an assigned, disciplined methodology
Works with the Champion to develop the Team Charter, review project progress, obtain necessary resources, and remove obstacles 
Identifies and develops key milestones, timelines, and metrics for improvement projects
Establishes weekly, monthly, and quarterly review plans to monitor team progress
Supports the work of team members as necessary 

Team Members:
Assist the Team Leader
Follow a disciplined methodology
Ensure the team charter and timeline are being met
Accept and execute assignments 
Add their views, opinions, and ideas

3.10 question
Identifies and develops key milestones and timelines. 
(Team Leader)

Is a primary source of opportunities for improvement projects.
(Sponsor)

Reviews weekly achievements, obstacles, and key actions. 
(Champion)

Supports the Team Leader, removing barriers as necessary.
(Champion)

四 SUMMARY
When it comes to the large and complex projects of Six Sigma, teams are absolutely vital. Teams offer many benefits, including the following: 
Varied skill sets as required by projects spanning multiple areas of expertise and function 
Increased creativity through multiple perspectives 
The division of labor, which makes it possible to complete the amount of work required in the short time frame available 
Involvement of key stakeholders during the course of the project, ensuring support when the improvements are implemented

One of the unique aspects of Motorola’s Six Sigma methodology is the “appropriate team” approach. Motorola looks at the type of business improvement opportunity and assigns an appropriate team. Depending on the type of project, Motorola employs one of the following teams: 
Black Belt 
Green Belt 
Breakthrough 
Blitz

Within Six Sigma, many roles exist. Black Belts are internal Six Sigma practitioners, skilled in the application of rigorous statistical methodologies. Green Belts perform many of the same functions as Black Belts, but work on projects that don't require Black Belt skills.

Within the typical Six Sigma project, four roles exist: 
Sponsor 
Champion 
Team Leader 
Team member