Any Six Sigma Team usually has 7 types of personnel and a three levels reporting structure. The details of the same are as follows:
- level 1 of the Six Sigma Team: Project Champion and Process Owner
- level 2 of Six the Sigma Team: Project Lead, Finance Certifier, Project Coach
- level 3 of the Six Sigma Team: Project Team Members, Special Knowledge Team
The internal communication of a Six Sigma team is highly informal. This is because every project has different requirements and the working cannot be generalised. However, before the beginning of any project, explicit roles and responsibilities are assigned to every person on the team.
However, team members are also requested to be vigilant and enthusiastic about any new needs that may arise during the execution of the project.
Some of the major team roles and responsibilities are as
- Champion
- Sets and maintains broad goals for improvement projects in area of responsibility
- Owns the process
- Coaches and approves changes, if needed, in direction or scope of a project
- Finds (and negotiates) resources for projects
- Represents the team to the Leadership group and serves as its advocate
- Helps smooth out issues and overlaps
- Works with Process Owners to ensure a smooth handoff at the conclusion of the project
- Regular reviews with Process Owner on key process inputs and outputs
- Uses DMAIC tools in everyday problem solving
- Process Owner
- Maximizes high level process performance
- Launches and sponsors improvement efforts
- Tracks financial benefit of project
- Understands key process inputs and outputs and their relationship to other processes
- Key driver to achieve Six Sigma levels of quality, efficiency and flexibility for this process
- Uses DMAIC tools in everyday problem solving
- Participates on GB/BB teams
- Team Member
- Participates with project leader (GB or BB)
- Provides expertise on the process being addressed
- Performs action items and tasks as identified
- Uses DMAIC tools in everyday problem solving
- Subject matter expert (SME)
- Green Belt (GB)
- Leads and/or participates on Six Sigma project teams
- Identifies project opportunities within their organization
- Know and applies Six Sigma methodologies and tools appropriately
- Black Belt (BB)
- Proficient in Six Sigma tools and their application
- Leads/supports high impact projects to bottom line full-time
- Directly supports MBB’s culture change activities
- Mentors and coaches Green Belts to optimize functioning of Six Sigma teams
- Facilitates, communicates, and teaches
- Looks for applicability of tools and methods to areas outside of current focus
- Supports Process Owners and Champions
- Master Black Belt (MBB)
- Owns Six Sigma deployment plan and project results for their organization
- Responsible for BB certification
- Supervisor for DMAIC BBs; may be supervisor for DFSS BBs
- Influences senior management and Champions to support organizational engagement
- Leads culture change – communicates Six Sigma methodology and tools
- Supports Champions in managing project and project prioritization
- Ensures that project progress check, gate review, and closing processes meet corporate requirements and meet division needs
- Communicates, teaches, and coaches
- Coach
- Some businesses have coaches who support the GBs and others coach the BBs.
- Trains Green Belts with help from BBs and MBB
- Coaches BBs and GBs in proper use of tools for project success
- Is a consulting resource for project teams
