CHAMPION SELF ASSESSMENT

All Rights Reserved Juran Institute 1

Responsibilities Does not meet expectations Meets expectations Exceeds expectations Knowledge & Expertise Does not attend champion training

Avoids opportunities to engage in discussions about Lean Six Sigma

Delegates Champion responsibilities

Attends champion training Active participation in learning

opportunities Demonstrates knowledge of basic

Lean Six Sigma methodologies & tools

Seeks continued knowledge and understanding development

Attends Green Belt and/or Black Belt training classes

Seeks personal Green or Black Belt certification

Participates as an instructor for Green/Black Belts classes

Define & document practices, methods, operating policies

Focuses on departmental tasks and duties rather than process performance

Passive role in process definition, measurement, improvement

Assigns process owners for Lean Six Sigma projects

Holds process owners accountable for implementing and sustaining project solutions

Integrates permanent process ownership into job descriptions & performance standards

Assures all key processes are defined, measured, improved

Integration of Lean Six Sigma

Assigns Lean Six Sigma projects in less important areas or processes

Forgoes Lean Six Sigma in lieu of other initiatives to address issues of strategic importance

Ensures that Lean Six Sigma projects are aligned with the strategic initiatives within operating unit

Integrates Lean Six Sigma project selection into the units strategic planning process

Ensures that all strategic priorities are aligned with related Lean Six Sigma projects

Green Belt / Black Belt mentoring & development

Assigns non-performers to Green Belt/Black Belt roles

Does not allow top performers to participate in Green Belt/Black Belt roles

Does not spend time with Belts to provide feedback and career counseling

Assigns high potential people to Green Belt/Black Belt roles

Provides Green/Black Belts with feedback on project performance

Provides career path counseling to Green/Black Belts

Establishes clear policy that aligns Green Belt and/or Black Belt success with succession and promotion planning

Regularly advances those with Belt success into critical roles within the unit

Project success leadership Meets with project leaders less than twice per month

Allows projects to get off track without intervening

Allows Black Belts and Green Belts to become absorbed in other activities that distract from project success

Assures that Black Belts are 100% dedicated to Lean Six Sigma project(s)

Manages Green Belt assignments to provide for project time allocation

Meets with project leaders on a regular basis (at least twice per

Attends project team meetings on an occasional basis (without subordinating the other team member roles)

Takes an active role in project task execution

CHAMPION SELF ASSESSMENT

All Rights Reserved Juran Institute 2

Responsibilities Does not meet expectations Meets expectations Exceeds expectations Does not provide adequate

resources for project success month) for project updates

Seeks understanding of project roadblocks and removes roadblocks promptly

Reports project activity to the executive team monthly

Cultural change agent Delegates champion role to others Makes Lean Six Sigma a priority in goal setting, staff development, and personal calendar

Creates frequent opportunities to advocate and use Lean Six Sigma

Does not allow destructive behaviors

Empowerment Does not provide adequate information for Lean Six Sigma direction, roles, responsibilities

Defines boundaries to Lean Six Sigma practitioners and teams, and provides freedom to operate within the boundaries

Empowers process teams to actively manage key organizational processes

Methodology discipline Allows project to skip important steps

Allows solutions to be implemented without sufficient analysis and proof of effectiveness

Uses Project Review questions during Project Gate Reviews

Emphasizes and rewards excellent Lean Six Sigma approaches equally to Lean Six Sigma project results

Interdepartmental coordination

Allows departmental priorities to hinder the success of Lean Six Sigma projects

Assures that project teams have active representation from key areas of the organization

Takes leadership role in managing processes that cross organizational lines and boundaries

Recognition & rewards Rewards quick fixes and fire fighting activities

Regularly recognizes Lean Six Sigma projects and team members

Takes every opportunity to recognize the progress and contributions of Lean Six Sigma projects and team members

Recognizes lessons learned from failures as well as successes