| The Six Sigma process improvement team is formed | | | | more involved and valued for their efforts. |
| by selecting members from selected processes of the | | | | In the process of building a team for a Six Sigma |
| organization. They have a clear set of goals and | | | | project, it is important to put together members who |
| targets defined. Each member is trained and is | | | | are knowledgeable about the processes and have a |
| well-versed on organizational objectives. They have | | | | resourceful mind. A team leader should be appointed |
| mutual trust and each member knows that they can | | | | who is familiar with the project management process. |
| influence the team agenda positively. | | | | They should also be aware of Six Sigma and should |
| The team is put together by a team leader and | | | | be undergo the proper Six Sigma training. |
| process owner. The members may be directly or | | | | The team size should be manageable to ensure that |
| indirectly involved with the process. Members may be | | | | all members participate. There should also be |
| built by the senior management but need not have | | | | someone who is able to record ideas properly. |
| departmental leaders. Regular users of the system or | | | | The team should start work by developing a project |
| processes are the major players of the improvement | | | | charter and setting the definition of the initiative. The |
| team. | | | | charter should define the processes which need to be |
| In a management-led approach to improvement | | | | considered for improvement, along with the timeline for |
| projects, communication is top- down. Since there is no | | | | various steps of the project. They should be aware of |
| involvement of the basic workforce in process | | | | the metrics and select one which suits their process |
| improvement, they may resist it more. | | | | needs most. |
| Advantages Over Management Teams | | | | Once the metrics have been decided, they should |
| The Six Sigma process improvement teams, however, | | | | brainstorm improvement options. If a simple quick-fix |
| have an advantage over management-led teams. | | | | solution is available for even a small improvement, it |
| They are developed by involving some of the core | | | | should be implemented so that it encourages other |
| members directly working on the processes. This | | | | members of the organization to see its benefits and |
| creates a sense of ownership and passion in the | | | | respect the initiative. Various control tools are available |
| implementation of the project. | | | | to monitor the actions and their impact on the |
| Solutions by these members are often closer to the | | | | organization. Any variations or defects are identified by |
| required results, as they are aware of the problems in | | | | using these charts and then the necessary changes |
| the system. The resulting savings and improvements | | | | brought about. A critical system to process |
| are immediately visible to the affected business units. | | | | performance has to be put in place. |
| As teamwork is and underlying factor, members feel | | | | |