This key is focused on the identification of FTMSs, selecting/volunteering of cell members, the re-organization of reporting structures, the outlining of guidelines and boundaries within which the cell can act, and the assignment of resources.

This key is focused on the training of cell members and the relinquishment of control by management.  The management should train the cell members on where the guidelines and boundaries lie and then let the cell act within those guidelines and boundaries.  Some intercession may be required to prevent "running off cliffs or crashing into walls", but management should otherwise stay hands off.  This key promotes innovation, discovery, and engagement.

This key is required for the successful function of QRM and the ability to keep teams lean and flexible within the QRM framework.  A potential pitfall here is to create large and bulky teams that have teams of siloed individuals as a replacement for siloed teams.  This is not an improvement and is not recognizably or materially different from siloed teams.  This is not QRM.

As the team learns to take ownership and significant investment is put into cross-training, the team should begin to focus their considerable synergies into MCT ("lead time") reduction across their field of impact.  They should take on MCT reduction projects within the scope of their individual responsibilities, as well as within the scope of their cell.  These projects are part of—not in addition to—their normal job responsibilities.