CHAMPION SELF ASSESSMENT

Responsibilities
Knowledge & Expertise

Does not meet expectations

Does not attend champion training

Avoids opportunities to engage in
discussions about Lean Six Sigma
Delegates Champion
responsibilities

Meets expectations

Define & document

practices, methods,
operating policies

Integration of Lean Six

Sigma

Green Belt / Black Belt

mentoring & development

Project success leadership

Focuses on departmental tasks and

duties rather than process
performance
Passive role in process definition,
measurement, improvement
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

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
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

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Exceeds expectations

Attends champion training

Active participation in learning
opportunities
Demonstrates knowledge of basic
Lean Six Sigma methodologies &
tools
Seeks continued knowledge and
understanding development
Assigns process owners for Lean
Six Sigma projects
Holds process owners accountable
for implementing and sustaining
project solutions
Ensures that Lean Six Sigma
projects are aligned with the
strategic initiatives within
operating unit

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

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 Green Belt and/or Black

Belt training classes
Seeks personal Green or Black
Belt certification
Participates as an instructor for
Green/Black Belts classes

Integrates permanent process

ownership into job descriptions &
performance standards
Assures all key processes are
defined, measured, improved
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
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
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

Responsibilities

Does not meet expectations

Does not provide adequate

resources for project success

Meets expectations

Cultural change agent

Delegates champion role to others

Empowerment

Does not provide adequate

information for Lean Six Sigma
direction, roles, responsibilities

Methodology discipline

Allows project to skip important

steps
Allows solutions to be
implemented without sufficient
analysis and proof of effectiveness
Allows departmental priorities to
hinder the success of Lean Six
Sigma projects
Rewards quick fixes and fire
fighting activities

Interdepartmental
coordination

Recognition & rewards

month) for project updates

Seeks understanding of project
roadblocks and removes
roadblocks promptly
Reports project activity to the
executive team monthly
Makes Lean Six Sigma a priority
in goal setting, staff development,
and personal calendar
Defines boundaries to Lean Six
Sigma practitioners and teams, and
provides freedom to operate within
the boundaries
Uses Project Review questions
during Project Gate Reviews

Assures that project teams have

active representation from key
areas of the organization
Regularly recognizes Lean Six
Sigma projects and team members

Exceeds expectations

Emphasizes and rewards excellent

Lean Six Sigma approaches
equally to Lean Six Sigma project
results

Takes leadership role in managing

processes that cross organizational
lines and boundaries
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

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Creates frequent opportunities to

advocate and use Lean Six Sigma
Does not allow destructive
behaviors
Empowers process teams to
actively manage key organizational
processes