Here are some questions to consider:
What teams do you currently have?
Take an inventory of the teams. Some organizations are surprised to find
that they have a significant number of teams involved with process improvement
across the organization. You may need to survey a number of people to
identify all the teams. If it is diffi cult to identify all the teams, you will want
to improve the communication and visibility of your teams. Process improvement
teams need to be visible; stealth process improvement rarely works.
How many teams are real?
For a team to be real it should have a plan, a charter, a budget, and active
members (see Chapters 11 and 12 for more information). In addition, teams
should have an executive sponsor, and the team should have produced something.
Look at the processes, procedures, templates, training materials, and
so forth coming from each team.
What overlap exists between your teams?
It is not unusual to find multiple teams with many of the same members. This
may not be a bad thing when the teams have a clear charter and know their
responsibilities.
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