Page 97 - Six Sigma Demystified

78 Six SigMa DemystifieD

relevant stakeholders are included in the process. The process map in
Figure 4.4 includes the suppliers, inputs, outputs, and customers for each
top- level process item.

Generally, these tools will be used in conjunction with one another. The
top- level definition of the process provides only a broad view of the process,
with little of the details necessary for a complete understanding of the
day- to- day process mechanics. At this stage, we are most concerned with the
process boundaries and stakeholders to aid in project and team definition.
Details on the application and use of each of these tools is provided in Part 3.

Team Formation

i
Effective team formation is a crucial step for building stakeholder buy- n. After
identifying the stakeholders in the project (in the top- level process definition),
the stakeholders can be categorized as either key (necessary for success) or
nonkey (not necessary for success) stakeholders.
Once the key stakeholder groups have been identified, team members are
selected from each of the stakeholder groups. Each representative should be
credible within each stakeholder group as well as among the other stakeholder
groups. These representatives should have the support of local management, be
enthusiastic for the change, and be capable and willing to serve on the team. In
some cases, a team member skeptical of the change may be selected if he or she
has all the other characteristics, particularly those of credibility and capability.
Selection of skeptical representatives is a technique that attempts to build
buy- in within the stakeholder group.

Effective teams generally are limited to five to seven full- time members.
Larger teams are more difficult to manage, and members may lose a sense of
responsibility to the team. Additional team members may be ad hoc members
from nonkey stakeholder groups, who participate only as needed, such as for
process expertise.

team member responsibilities

Team leaders must clearly communicate personal responsibilities to team mem-
bers in initial meetings and fairly enforce these responsibilities in subsequent
meetings. Each member must take responsibility for team success or failure. No
one should blame the team leader, other members, or the sponsor for failure of
the team, nor should anyone take personal credit for a project’s success.