If you’re diving into the world of process improvement, you’ve probably heard about Lean Six Sigma and its powerful methodology for driving organizational change. But here’s something that doesn’t get talked about enough: behind every successful Lean Six Sigma project is a champion who plays a crucial role, especially during the recognize phase. Let’s pull back the curtain and explore what this really means for your organization.
Understanding the Recognize Phase in Lean Six Sigma
Before we jump into the champion’s role, let’s get on the same page about what the recognize phase actually is. Think of the recognize phase as the foundation of your entire Lean Six Sigma journey. It’s that critical moment when your organization identifies problems, spots opportunities for improvement, and decides which projects deserve time, attention, and resources.
This phase is like being a detective in your own business. You’re looking for clues that something isn’t working as efficiently as it could be. Maybe customer complaints are piling up, or perhaps you’ve noticed that a particular process takes way longer than it should. The recognize phase is all about acknowledging these issues and setting the stage for meaningful change.
Who Is the Champion, Anyway?
In lean six sigma terminology, a champion isn’t someone who wears a trophy around their neck (though that would be pretty cool). Instead, a champion is typically a senior leader or manager who sponsors and supports improvement projects. They’re the bridge between executive leadership and the team members doing the hands-on work.
Think of champions as the guardians of process improvement initiatives. They have the authority to allocate resources, remove obstacles, and ensure that projects align with broader organizational goals. Without a strong champion, even the best-intentioned improvement efforts can fizzle out before they gain traction.
The Champion’s Critical Responsibilities During the Recognize Phase
1. Identifying Strategic Opportunities
During the recognize phase, champions need to put on their strategic thinking caps. They’re responsible for scanning the organizational landscape and identifying which problems are worth solving. Not every issue deserves a full-blown Lean Six Sigma project, and champions help separate the wheat from the chaff.
A skilled champion asks questions like:
- Which problems are costing us the most money?
- What issues are affecting customer satisfaction?
- Where are we experiencing the most significant bottlenecks?
- Which improvements would have the greatest strategic impact?
2. Aligning Projects with Business Goals
Here’s where champions really earn their stripes. They ensure that any project identified during the recognize phase supports the company’s bigger picture. It’s not enough to fix problems randomly; improvements need to move the needle on what matters most to the organization.
For example, if your company’s top priority is reducing delivery times, a champion might prioritize projects that streamline logistics over those that improve office filing systems. Both might be valid improvements, but one aligns better with strategic objectives.
3. Securing Resources and Support
Let’s be real: improvement projects need resources. They need people’s time, sometimes money for new tools or training, and always the backing of leadership. During the recognize phase, champions start laying the groundwork for securing these essential resources.
Champions advocate for the project at the executive level, explaining why it matters and what returns the organization can expect. They’re essentially making the business case before the project even officially begins.
4. Selecting the Right Team Members
A lean six sigma project is only as good as the team behind it. Champions play a crucial role in identifying who should be involved in addressing the problems recognized during this phase. They need people with the right skills, knowledge of the process, and bandwidth to contribute meaningfully.
This isn’t just about picking names from a hat. Champions consider factors like:
- Who has deep knowledge of the problematic process?
- Which employees have demonstrated problem-solving abilities?
- Who can dedicate the necessary time to the project?
- What mix of perspectives and skills will strengthen the team?
5. Creating a Culture of Recognition
One of the champion’s most important but often overlooked roles is fostering an environment where problems can be recognized without blame. Many organizations have cultures where admitting something isn’t working feels risky. Champions need to flip this script.
By encouraging open communication and rewarding people who identify improvement opportunities, champions make the recognize phase more effective. When employees feel safe speaking up about inefficiencies, your organization gains access to a goldmine of insights from people who work with processes daily.
Common Challenges Champions Face (And How to Overcome Them)
Resistance to Change
Let’s face it: people don’t always love change. During the recognize phase, champions often encounter resistance from managers or employees who feel threatened by the spotlight on problems in their areas. The key is framing recognition as opportunity, not criticism.
Champions can overcome this by emphasizing that identifying problems is the first step toward making everyone’s work life easier and more successful.
Too Many Competing Priorities
Most organizations have more problems than they have resources to solve them. Champions must be disciplined about prioritization during the recognize phase, which means sometimes saying no to projects that might be worthwhile but aren’t the highest priority right now.
Lack of Data
You can’t recognize what you can’t measure. Sometimes champions discover during this phase that the organization lacks adequate data about its processes. While frustrating, this recognition itself is valuable—it identifies a foundational issue that needs addressing.
Best Practices for Champions in the Recognize Phase
Want to excel as a champion during this critical phase? Here are some proven strategies:
- Stay connected to the front lines: Don’t rely solely on reports and dashboards. Talk to the people doing the work to understand where real problems lie.
- Use data to guide decisions: While intuition has its place, let metrics and facts drive which problems you recognize as priorities.
- Communicate consistently: Keep stakeholders informed about what problems you’re recognizing and why they matter.
- Be patient but persistent: The recognize phase shouldn’t be rushed, but it also shouldn’t drag on indefinitely. Set reasonable timelines for identifying and prioritizing opportunities.
- Document everything: Keep clear records of what problems were identified, why certain projects were prioritized, and what the expected benefits are.
The Ripple Effect of Effective Recognition
When champions do their job well during the recognize phase, the benefits extend far beyond individual projects. Organizations develop sharper instincts for spotting opportunities, teams become more engaged in continuous improvement, and the entire lean six sigma initiative gains momentum and credibility.
Think of it this way: the recognize phase is like planting seeds. The champion’s role is to ensure you’re planting the right seeds, in the right soil, at the right time. Do this well, and you’ll harvest impressive results down the road.
Moving Forward with Confidence
The champion’s role during the recognize phase might not be glamorous, but it’s absolutely essential. By identifying the right problems, aligning them with strategic goals, securing necessary resources, and building supportive environments, champions set the stage for transformation.
Whether you’re a newly appointed champion or a seasoned pro looking to sharpen your skills, remember that recognition is both an art and a science. It requires strategic thinking, people skills, and a genuine commitment to making your organization better.
So the next time you hear about a successful Lean Six Sigma project, remember that it probably started with a champion who took the recognize phase seriously. They asked the right questions, listened to the right people, and had the courage to acknowledge that improvement was both necessary and possible.
Now it’s your turn. What opportunities are waiting to be recognized in your organization?
