| Businesses, no doubt, have the option to make a call to | | | | improvement teams certainly prove more effective |
| existing management and ask them to shoulder the | | | | when it comes to implementing Six Sigma projects. |
| responsibility, but since in most businesses managers | | | | Management just cannot deliver the goods, because |
| are already too busy with their day-to-day routines, it's | | | | what is required is specialized knowledge and skills |
| highly unlikely that they will be able to do proper justice | | | | related to the targeted business process. Additionally, |
| to Six Sigma implementations. | | | | since management often does not get any direct |
| This is the main reason why Six Sigma experts stress | | | | benefits from the implementations, it leads to a lack of |
| creating process improvement teams instead on | | | | interest, which eventually starts affecting performance. |
| relying on the existing management to carry out Six | | | | In comparison, improvement teams fare better, |
| Sigma implementations. | | | | obviously because the team members are directly |
| What Are Process Improvement Teams? | | | | related to the targeted business process and stand to |
| Process improvements teams basically refer to the | | | | benefit the most if the implementations are carried out |
| group of highly talented, experienced and skilled | | | | successfully. This is what motivates them to work |
| employees who are selected or say hired specifically | | | | hard and constantly endeavor to achieve the targeted |
| for carrying out the Six Sigma project implementations. | | | | implementation goals and objectives. |
| While selecting an improvement team, preference is | | | | The effectiveness of improvements teams also lies in |
| given to employees who might be directly or indirectly | | | | their small size, which makes it easier for team leaders |
| related to the targeted business process. Improvement | | | | to manage the day-to-day activities of the group. |
| teams work under the overall guidance of process | | | | Communications also become easier, something that |
| owners and their day-to-day activities are determined | | | | allows team members to have a clear perspective on |
| by a team leader, usually an experienced Six Sigma | | | | every new idea or concept that might have been |
| Black Belt. | | | | introduced during the implementation. The team also |
| The team on the whole is sponsored by departmental | | | | works more efficiently obviously because most of the |
| heads or senior management. The sponsorship | | | | members know each and other and share the same |
| however is only for making available the necessary | | | | values and interests. |
| funds and resources as and when they might be | | | | For best results, it is recommended that businesses |
| required by the improvement team. It has nothing to do | | | | take special care while selecting members of the |
| with direct supervision or keeping a tab on the | | | | improvement team. This is necessary because |
| day-to-day activities of the process improvement | | | | ultimately it all depends on the individual skills of the |
| team. | | | | team members and also how well they are able to |
| Why Process Improvement Teams Are More | | | | work as a team. Businesses that can get this right will |
| Effective | | | | have no problems whatsoever and will go on to make |
| As compared to management, Six Sigma | | | | the most from their Six Sigma improvement initiatives. |