Hi, guys. Welcome to lean six Sigma within the organization, Team member rolls a kn Katherine MacGyver and today we're going to be going over team rolls on lean six Sigma projects.
So there are six key roles on a lean six Sigma Project team. There is the facilitator or the lean six Sigma facilitator, sponsor, champion process owner, business owner, subject matter experts and stakeholder representatives. I want you to know it that
exclusive for lean six sigma. So you will hear things like Project sponsor process owner in some of the other project based disciplines, specifically project management and agile.
All right, so you're lean six Sigma facilitator. This person is going to be a green or a black vote. So they've been trained in how to manage and run process improvement projects. They are going to act as the project lead. This means that they will coordinate meetings, delivery, Bols. They will also select the tools and methodology
to drive the objectives.
So what I mean by that is when we talk about tools and methodology, remember, Lean and six Sigma are different. There are vast numbers of tools available. The green and the black belt need to use their discretion based off of the organization, the project team and the outcomes needed
and how they're what tools they're going to use
to drive the delivery, Bols and the objectives. Um,
this person will also report project progress and obtain tollgate approval from the project. Sponsors of this, your lean six sigma facilitator is going to be the key point of contact for your project sponsor. All communications will go through them
when we're talking about needs renegotiation. Additional resource is
those are conversations that your facilitator will have
This is gonna be the Mac Daddy. Boss, this is the person within the organization who has tasked the project team with their objectives.
So these are generally mid to high level leaders. Um, because the team's authority is derived from that leadership position. So let's let's talk about that a little bit.
Generally speaking, as the master black belt, I work under one of the executives, so the CEO is a good example. So the CEO tells me we need to decrease cycle time by 5% in this department. So I assemble the team and I go to this department
well now because I am backed by the c 00
I have their authority to ask uncomfortable questions. Ask for more data.
Doot observations utilize my lean six Sigma tools. That's where the sponsor comes in. So they give the project a sense of importance, potentially a sense of urgency. The sponsor also is the one who approves the tool Gates and the project progress. So as you go through your project and you evolve
and complete certain milestones,
your your your lean six Sigma facilitator is going to obtain approval to keep moving the project forward. So we talked quite a bit about the structure, the methodology that lean Excuse me? That Six Sigma brings to process improvement in projects. This is one of those aspects
your champion. This is going to be your facilitators. Favorite person, potentially. So your champion is somebody who's invested in the project success and has the influence to remove blockages. So as you go through your projects and you find roadblocks,
your champion is going to be the tactical person that your facilitator is gonna go to
get advice from. Get aid from May potentially engaged this person as an advocate so For example, we talked a lot about the CFO and the director of I T. When we were talking about stakeholder analysis, if I were to have a project where there was going to be
some I t component like we wanted to use our system differently
and the director of I T was not necessarily receptive. I could ask the CFO to be a champion and speak on behalf of the benefits. Maybe a little bit of a weird analogy. Generally, it's the other way around. I tease usually really helpful with process improvement stuff. But
the champion is going to be the person who is working shoulder to shoulder with the project team to make sure that the day to day tactical stuff is getting done so that the project can advance. It can be the sponsor, but it doesn't have to sew. One of the most common scenarios that I have worked with is the project is chartered
by your chief operations officers of the big dog in the company
but the champion. So the person that I have been tasked to partner with is the director of operations.
All right, you're next key role is your process owner and your business owner. So this is the person that at the end of the project, you are going to be handing the improved process to. So these are the people who currently owned the process. They're generally supervisors or managers.
They're going to have quite a bit of insight.
But they're that transition person. They can be the same person, and they can be different people. So your process owner could be. I have this segment of the department, and then I have my department manager who's the business owner. Or you can have the department manager who owns both the process and potentially the metrics.
Your project team must have this person. This is one of the areas that I've seen new facilitators slip up, and I've seen also improve in P m. I project management and an agile where
you have this great project team and you come up with these great outcomes. But you don't have someone to transition to. So the project team, then de facto becomes the manager for the process, ongoing,
and then you have these projects that never end. If you do not have an identified process owner at the beginning of the project. Do not start a project until you have that person.
All right. Your subject matter experts these air going to be people who have end sites these air going to be the people who are in the know they have deep understanding of your organization of your process, potentially of your customers, these air going to be your thought partners and your authorities,
um, they don't have to be core team members. So when we start talking about
team management team members selection, you can use your sneeze and a Consul Tate of fashion. Just make sure that you're clear with them as faras, where you're at in your project, on what you're looking for. If you do choose to use them this way,
you're stakeholder representatives. So remember these include suppliers and customers. And these air, both internal and external, says supply internal suppliers. We're going to be people who are upstream of your process. Excuse me? Internal customers are going to be people who are downstream of your process.
So keep that in mind. This is very important because you're going to want representatives from those groups.
You have identified your stakeholders video. You're stakeholder analysis that you didn't one of our previous modules, and it is reasonable to expect that these people will be full participants in the project. So you don't want your lean and six signal project
to turn into the Catherine show, where the facilitator is the one who made all the decisions and did all of the work
having your project team members participate. Gains buy in from the project team and also gains provides credibility and buy in for the process in the larger organization. So Sally worked with me. She did these parts. It becomes a collaborative effort and not just the Catherine show.
All right, really quick. Test your knowledge. True or false, your team members do not need to understand their role to be a good team member.
This is false. So in order for your team members to fully maximize their role, you're going to want to be explicit with them as far as what their expectations are. If you're the sponsor, I expect that you will meet with me on a regular basis. We will go over what's going on and you will prove my toll. Gates,
if you are the champion, I expect that you're going to be available to help me with roadblocks as I need them.
You're a team member. I expect you to complete your delivery, bols in the time frame that you committed, Thio.
All right, so on all lean six Sigma teams, there are six corps rolls. You have your facilitator, You have your sponsor. You have your champion, which could be the same person as your sponsor. You have your process, owner or your business owner. You will rely on subject matter experts, whether they are aren't on the team. And you have steak