How Six Sigma project teams different from other types of teams Essay Example

Sigma project team different from other teams like Leadership teams, Problem-Solving Teams, Natural work Teams, self-manage teams and virtual teams. Why? Because Leadership teams according to the two quality gurus Juran and Crosby have two kinds. First, the Quality Councils by Juran, this is usually the top managers of the organization like Vice President or Director of Performance Excellence who have an overall responsibility for quality.

Second is a Quality improvements team by Crosby, these are the teams that providing the leadership or quality at mid-and lower levels of organization. Other teams are Problem-solving teams. There are two basic types of problem-solving teams there are departmental and cross-functional. These teams are limited membership to employees of a specific department. They typically meet once a week for one or two hours and progress through a standardized problem-solving methodology. Next to this are the Natural work teams. Teams here are organized to perform a complete unit of work.

Team members share responsibility for completing the job. Follow to this team is Self-Manage Teams also known as self-directed teams or autonomous work groups, are natural work teams with broad responsibilities, including the responsibility to manage themselves. They are empowered to take corrective action and resolve day-today problems; they also have a direct access to information that allows them to plan, control and improve their operations. And last is the Virtual Teams. Virtual teams are groups of people who work closely together despite being geographically separated.

These teams are rarely met face-to-face; their primary interaction is through technologies. Six Sigma project teams required a diversity of skills that range from technical analysis, creative solution development, and

implementation. These teams are not only addressing instant problems, but also provide an environment for individual learning, management development, and career advancement. Six Sigma teams are composed of several types of individuals which are: Champions, Master Black Belts, Black Belts, Green Belts and Team Members.

Champions are Senior-level managers who promote and lead the deployment of Six Sigma in significant area of the business. They understand the philosophy and tools of Six Sigma, select projects, set objectives, allocate resources, and mentor teams. On the other hand Master Black Belts are Full-time Six Sigma experts who are responsible for Six Sigma strategy, training, mentoring, deployment, and results. They work across the organization to develop and coach teams, conduct training, and lead change, but are typically not members of Six Sigma project teams.

While Black Belts are Fully-trained Six Sigma expert that have 160 hours of training who perform much of the technical analyses required of Six Sigma projects, and usually on a full-time basis. They are the one who mentor and develop Green Belts. And Black belts are usually targeted by the organization as future business leaders. And Green Belts on the other sides are functional employees who are trained in introductory Six Sigma tools and methodology and work on projects on a part-time basis by assisting Black belts while developing their own knowledge and expertise. And lastly is the Team

Members, this are the Individuals from various functional areas who support specific projects. And these individuals of Six Sigma teams made Six Sigma project team different from other teams like Leadership teams, Problem-Solving Teams, Natural work Teams, self-manage teams and virtual teams.

Why? Because Leadership teams according to the two quality gurus Juran and Crosby have two kinds. First, the Quality Councils by Juran, this is usually the top managers of the organization like Vice President or Director of Performance Excellence who have an overall responsibility for quality.

Second is a Quality improvements team by Crosby, these are the teams that providing the leadership or quality at mid-and lower levels of organization. Other teams are Problem-solving teams. There are two basic types of problem-solving teams there are departmental and cross-functional. These teams are limited membership to employees of a specific department. They typically meet once a week for one or two hours and progress through a standardized problem-solving methodology. Next to this are the Natural work teams. Teams here are organized to perform a complete unit of work. Team members share responsibility for completing the job.

Follow to this team is Self-Manage Teams also known as self-directed teams or autonomous work groups, are natural work teams with broad responsibilities, including the responsibility to manage themselves. They are empowered to take corrective action and resolve day-today problems; they also have a direct access to information that allows them to plan, control and improve their operations. And last is the Virtual Teams. Virtual teams are groups of people who work closely together despite being geographically separated. These teams are rarely met face-to-face; their primary interaction is through technologies.