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Building Effective Six Sigma Project Teams: Roles, Skills, and Success Factors

In this chapter, we explore the organization, selection, and definition of Six Sigma project teams. Key roles such as Champions, Master Black Belts, Black Belts, Green Belts, and team members are defined, each contributing unique skills to the team. We examine essential skills for team leaders and members, emphasizing the importance of communication, conflict resolution, and leadership. Furthermore, we delve into team dynamics, project definition, and strategies for successful team collaboration, highlighting the critical ingredients for effective teamwork and Six Sigma project success.

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Building Effective Six Sigma Project Teams: Roles, Skills, and Success Factors

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  1. Chapter 3 Project Organization, Selection, and Definition

  2. Six Sigma Project Teams • Champions - senior-level managers who promote and lead Six Sigma deployment • Master Black Belts – Full-time Six Sigma experts • Black Belts – Six Sigma technical analysts • Green Belts – Functional employees who work on projects on a part-time basis • Team Members – Individuals from functional areas who support specific projects

  3. People Skills • Technical skills • Soft skills • Shared vision • Behavioral skills

  4. Skills for Team Leaders • Conflict management and resolution • Team management • Leadership skills • Decision making • Communication • Negotiation • Cross-cultural training

  5. Skills for Team Members • Communication • Meetings • Shared decision making

  6. Team Dynamics • Team life cycle • Forming • Storming • Norming • Performing • Adjourning

  7. Ingredients for Successful Teams (1 of 2 ) • Clarity in team goals • Improvement plan • Clearly defined roles • Clear communication • Beneficial team behaviors

  8. Ingredients for Successful Teams (2 of 2) • Well-defined decision procedures • Balanced participation • Established ground rules • Awareness of group process • Use of scientific approach

  9. Problems and Opportunities for Six Sigma Projects • High costs • Excessive defects • Customer complaints • Low customer satisfaction

  10. Six Sigma Problem Types • Conformance problems • Unstructured performance problems • Efficiency problems • Product design problems • Process design problems

  11. The Cost of Quality (COQ) • COQ – the cost of avoiding poor quality, or incurred as a result of poor quality • Translates defects, errors, etc. into the “language of management” – $$$ • Provides a basis for identifying improvement opportunities and success of improvement programs

  12. Quality Cost Classification • Prevention • Appraisal • Internal failure • External failure

  13. COQ in Services In manufacturing, quality costs are primarily product-oriented; for services, however, they are generally labor-dependent, with labor often accounting for up to 75 percent of total costs.

  14. COQ Analysis Tools • Cost indexes • Pareto analysis • Sampling and work measurement • Activity-based costing

  15. Process Definition • Define the process: its start, end, and what it does using a high-level process map • Describe the process: key tasks and sequence, people, equipment, methods, materials • Describe the players: customers, suppliers, process operators • Define customer expectations: what the customer wants, when, and where • Determine what data are available or need be collected • Describe the perceived problems

  16. Project Definition • Formal mission statement (charter) that defines the project, its objectives, and deliverables. • High-level process map (SIPOC) • Customer requirements

  17. SIPOC Diagrams • SIPOC - Suppliers, Inputs, Process, Outputs, and Customers • Provides a broad view of a process and who is the process owner, how inputs are acquired, who the process serves, and how it adds value Process Suppliers Inputs Outputs Customers

  18. Identifying CTQs - Goods • Product characteristics • Performance • Features • Reliability • Conformance • Durability • Serviceability • Aesthetics

  19. Identifying CTQs - Services • Reliability • Assurance • Tangibles • Empathy • Responsiveness

  20. Project Review – Define (1 of 2) • The team has reached agreement on and has clearly defined the problem or opportunity to address • The project charter is developed and agreed upon • The team understands the strategic and financial impact of the project • The team agrees that the project can be completed successfully • A project plan and timeline have been developed to guide the entire Six Sigma project • The right mix of people are on the team

  21. Project Review – Define (2 of 2) • Key stakeholders outside of the team have been identified • All team members have consistent expectations • Team members have received any necessary “just-in-time” training • Appropriate resources – financial and human – have been committed to conduct the project • The voice of the customer and CTQs are fully understood and documented • The team has developed a high-level process map. • Key performance measures have been identified for measuring success of the project

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