Handbook For Basic Process Improvement Page 16
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40Handbook for Basic Process Improvement
Arrange for the resources—money, material, training, other people—which the team
needs to do the job.
Decide how much time the team will devote to process improvement. Sometimes,
improving a process is important enough to require a full-time effort by team members
for a short period. At other times, the improvement effort is best conducted at intervals
in one- or two-hour segments.
Team Members
Team members are selected by the team leader or the individual who formed the team.
Members may be of various ranks, rates, paygrades, or ratings. Depending on the nature
of the process, they may come from different departments, divisions, work centers, or
offices. The key factor is that the people selected for the team should be closely involved
in the process that is being improved.
Being a team member has certain obligations. Members are responsible for carrying out
all team-related work assignments, such as data collection, data analysis, presentation
development, sharing knowledge, and participation in team discussions and decisions.
Ideally, when actual process workers are on a team, they approach these responsibilities
as an opportunity to improve the way their jobs are done, rather than as extra work.
Team Charter
A charter is a document that describes the boundaries, expected results, and resources to
be used by a process improvement team. A charter is usually provided by the individual or
group who formed the team. Sometimes the process owner or the team members develop
a charter. A charter is always required for a team working on a process that crosses
departmental lines. A charter may not be necessary for a team that is improving a process
found solely within a work center of office space.
A charter should identify the following:
Process to be improved
Time constraints, if applicable
Process improvement objective
Team’s decision-making authority
Team leader assigned
Resources to be provided
Team members assigned
Reporting requirements
Other information pertinent to the improvement effort may also be included, such as the
names of the process owner and quality advisor, recommended frequency of meetings, or
any other elements deemed necessary by those chartering the team. A format for
developing a team charter—the Team Charter Worksheet —is provided on the next page.
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