Six Sigma Team Composition and Member Selection

characteristics of effective teams

• diverse members w/ common mission
• knowledge and expertise

team makeup

• green belt
• black belt
• sponsor
• champion

team size of 5-8 members optimal; 4 or less may not generate enough ideas, more than 8 becomes ponderous

team roles

facilitator

evaluate team and give feedback on progress

neutral viewpoint

help with interpersonal issues

leaders

direct and assess project

members

general team members

Belbin's roles

• 9 roles in all team, though one person may fill more than one roll
• roles describe approaches to work

categories of roles

action oriented

shapers

dynamic and challenging

outgoing, dominant, extroverted

highly motivated and committed to goals

direct and focus team

implementers

practical, methodical, organized, self-disciplined

systematic approach to problems

completers

disciplined and orderly

perfectionistic and planning

meet deadlines

seldom start what they cannot finish

people oriented

coordinators

social leaders

confident and calm

clarify goals and delegate well

spot individual talent and use it to pursue team goals

team workers

good listeners and can cope with difficult problems

reduce team friction

bring diplomacy and cooperation

sensitive but can be assertive

resource investigator

extroverts, wide circle of contacts

good negotiators

curious, energetic and positive

problem solving

plants

aka innovators

creative and individualistic

brings ideas and imagination

monitors

serious, unemotional

critical thinking, analytical, dispassionate

gather and assess data

specialists

single minded

technical skills and specialized knowledge

remember details

allowable weaknesses

• limitations associated with each role

action oriented

shapers

arrogant and abrasive or aggressive

more than one can be problematic on a team

implementers

inflexible, close-minded, plodding

trouble deviating from plans

completers

over-anxious

poor delegators, can't trust members to perform tasks

can get stuck on minor details

people oriented

coordinators

may not be particularly creative

can be seen as manipulative or over controlling as result of delegation

team workers

conflict avoidant, soft

indecisive in crisis, problems making difficult decisions

resource investigator

over optimistic

not sources of original idea

forget details

poor follow through, loose interest

problem solving

plant

ignore incidentals, careless mistakes on details

too preoccupied to coordinate effectively

respond poorly to criticism

monitor

cynical, over critical, lacking enthusiasm

not good at inspiring

dry

specialist

contribute only on narrow front

uninterested in areas outside their discipline

dwell on technicalities

role interactions

• plants need monitors to coordinate and refine ideas
• too many shapers can lead to conflict, may need team worker to smooth things out
• too few monitors means options may not be well weighed, too many may lead to analytic paralysis
• completers and implementers needed to move ideas to production

role aptitude levels

preferred

the single role which comes naturally to a team member manageable

roles which aren't natural but a person can fill least preferred

the single role with which a team member is least comfortable