Take core team leader role for new product development, act as general manager of the program. According to Innovation DP Overview, GLB-QS-REF-0008, a Core Team, and by extension, the Core Team Leader, takes ownership for projects. Ownership includes exercising responsibility for all aspects of project execution, including working across organizational boundaries, and also providing leadership to the extended team.

　　Core team lead responsibilities:

　　Takes ultimate ownership of the program for the L1 team, from definition through design, manufacturing, and commercialization.

　　Engages the core team in creating and communicating a vision for the program.

　　Understands customers and stakeholders in all program functions including L1 by going to gemba and seeking input.

　　Develops effective relationships, build credibility, establish rapport, and maintain communication with stakeholders at multiple levels, including those external to the opco. This requires the CTL to be able to tailor communication of complex topics to the audience.

　　Balances cross-functional tradeoffs by challenging requirements to optimize for the success of the program.

　　Supports the core team. Asks for help when needed and challenge unhelpful direction given by external stakeholders or management.

　　Drives DBS culture. Some examples are 1) uses PSP to drive problem solving of issues; 2) uses metrics to define, track, and continuously improve the team’s delivery of the program; and 3) is adaptable in response to changing priorities and challenging situations (“Always Be Countermeasuring”)

　　Skills

　　Understands the role of different functional areas on the core team and can “speak the language” of each function.

　　Understands processes across the organization: development, service, manufacturing, QRA, product management

　　Is able to focus on results through excellent execution and continuous improvement of processes

　　Is able to communicate complex issues in a concise manner but still understand the issue in depth depending on followup, e.g., when reporting to L1.

　　Is able to understand, reflect, and defend all important decisions made by the core team. This relies on customer intimacy, critical thinking over all functions, and asking good questions to close gaps in understanding.

　　Knows and applies fundamental DBS tools including PSP.

　　Is able to work with the core team to make decisions in circumstances of ambiguity and with less information than the team would like to have.

　　Is able to challenge the requirements of a function to understand what is truly needed in order to not let one function overdrive requirements at the expense of another function.

　　Is able to consider product roadmap and business strategy impacts on program scope decisions pre-TG2.

　　Is proficient in design control processes and understands product lifecycle.

　　Knowledge and experience in program management

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