Continuous process improvement involves several components for a successful project outcome. The make up of Lean projects typically include a charter that defines the scope and clear boundaries of the event, adoption of ground rules, a proposal for the approach to be used, deployment of a trained facilitator, an agreed upon communication plan, and documentation of the work.

The Lean Executive Committee tracks the progress of its projects in the State of NH Lean Executive Committee Statewide Project List 2019

Lean Project Management Roles

Projects are managed through a collaborative process with the trained facilitator and the manager of the project. Definitions of traditional roles within a process improvement event include:

A Lean Coordinator is typically a Lean facilitator, and oversees all the activities of Lean at a particular agency or organization. An agency has one Lean Coordinator (maybe a 2nd to serve as a backup or for coverage issues), and could have many Lean facilitators. The Lean Coordinator helps the other Lean facilitators set up Lean activities and serves as the agency or organization contact for Lean activities.
Trained in Lean process improvement practices. Facilitators for the State of NH projects should be of a Green Belt or Black Belt status. Coaching and mentoring is encouraged for new facilitators.
Executive leadership person who supports the project and agrees to address barriers or challenges during the project to assure its ultimate success.
Team Member
Represents the general makeup of the group. This may include program managers and/or subject matter experts. The people who own and do the work are included.
Caucus Member
Are a selected individuals for specific expertise is invited to a Lean event. This may include specialists such as in the fields of information technology, financial, training, rules and regulations, etc. Typically this role is involved as needed with an event and does not attend all the meetings.

State of New Hampshire Lean Project Highlights