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