Accountability plays a huge role in the success of creating a Lean Thinking culture within a business. So how and where does accountability fit into the picture?

The simple answer is that it starts with effective Lean Leadership. The leaders of the business must first understand their role in setting a culture where it is safe to question, challenge, and improve. This isn't a one-off action. Through daily stand-up meetings, reinforcing the true north, and setting the expectation that it's okay when things don't go perfectly to plan, individuals learn they won't be blamed and shamed. Instead, there's an expectation to be curious and problem-solve as a group.

The first definition we want to explore in this journey is ‘culture’. By definition, it is the collective behaviors and actions of a group of people at any given point in time. By role-modeling and coaching individuals and teams through constant problem-solving actions, we begin to establish the desired ‘culture’.

By being curious about how the team can improve the system, we create an environment where it is safe to raise questions and issues. That is the expectation. The Lean Leader sets this every day through their Leader Standard Work.

Then there is the creation of a visual workplace. This is about having standards set so that everyone is aware of what is expected. Performance measures are visually presented and discussed each day. This isn’t about command and control. It is about using this information to be transparent about expectations. These tools are about creating conversations. If there is a problem, raise it before it is too late.

Now comes accountability. By definition, accountability in the workplace is the responsibility of individuals (and teams) for doing what they say they are going to do. It is about taking ownership of the tasks set and delivering to the required quality and performance standards. Accountability only happens when two or more people are involved. Team members take responsibility for the outcomes (good and bad) and respond accordingly. When something doesn’t go to plan, there is the responsibility to fix the issue and then problem-solve why it happened.

This level of accountability and responsibility takes time. It takes disciplined effort to create a culture where these behaviors and actions become the norm.

Accountability grows trust across individuals and teams. When there is a genuine effort to deliver on what is promised, trust develops within the organization. Making a commitment to colleagues each day and delivering on these promises builds trust within the team. Over time, this trust and accountability lift the performance of the team. It eliminates the wasted effort of rushing to check on each other, arguing, or doubling the time to fix errors and rework jobs.

Through the positive and constructive feedback given by the Lean Leader during stand-up meetings, Gemba Walks, and other LSW activities, ownership and confidence increase. The key is to provide the right amount of support and feedback. This takes time and will vary across team members and tasks. Accountability is about building a culture of trust, not fear. The objective is not to punish and look for errors and mistakes. Instead, a Lean Leader seeks opportunities to open up multiple feedback mechanisms, fill in knowledge gaps, improve solutions, reward productive behavior, and remove unproductive ones. As a leader, hold yourself to the highest level of accountability. This is achieved through effective Leader Standard Work and Hansei (self-reflection).