The purpose of lean management is to sustain a lean production system. Without a lean management system, lean implementation often falters, sometimes fails, and virtually never delivers up to its long-run promises. So, what sustains the lean management system? In a word, it’s you.

The final element in the lean management system is leadership discipline (Editor’s note: The other three parts of the lean management system are discussed in-depth in the March, April and May Lean Security Operations columns, which are available online at SecurityInfoWatch.com/magazine/ste). As a leader in your lean environment, you are the force that can motivate and sustain lean management. That applies no matter what your position — whether you are responsible for a team or department, a value stream or plant, a business unit or the organization as a whole.

Expectations for processes and the ability to compare actual vs. expected are the threads that connect the elements in lean management. The person at the top of the unit, however defined, is in the position to set expectations and, more importantly, to follow up on them. Defining expectations and holding people accountable to them is the key to a successful lean implementation. The higher in the organization this extends, the better the chances for success.

Making accountability easier to see and execute is the objective that underlies lean management’s way of thinking, its tools and approaches. But do not confuse tools and techniques with the indispensible ingredient: you as the chief accountability officer. Without you, no tools, processes or books can make your lean implementation a healthy, growing, improving proposition.

What should you do?

Stick to what you have just implemented. You have installed the engine, drive train and controls of the lean management system. Do not leave it in the garage, waiting for things to get difficult before learning how to “drive” your new management system. Proficiency in lean management is like many other things — you get better with practice. It shows when you have to perform under pressure.

Consider the Steps you Have Taken: You have defined expectations for performance and implemented tools to compare expected vs. actual execution. These expectations are defined in day-to-day, operational terms in leader standard work. An important element in this standard work is to regularly reinforce visual controls. The visuals reflect adherence or variation from processes and expectations. Then, the daily three-tier meetings and the cycle of assessment, assignment and accountability will lead to countermeasures, while causes of variation are found and eliminated.