11.3. Sin 3: Process Improvement Teams are not given a clear, appropriate charter and are not held accountable for fulfilling that charter.
Let's say you have a Process Improvement Team staffed with highly motivated people at the right levels from the right departments and geographical areas. That's a good start. However, if do they do not have a clear sense of their assignment's direction and boundaries, they will flounder, lose their energy, and fail to meet expectations.
A key part of top management's role is to ensure that each Design Team member understands the answers to the following questions:
What is the driving issue and why has it been selected? (Why are we here?)
What are the specific project/process goals? (What constitutes success?) ...
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