While culture tends to be an elusive subject, the definition I prefer is Larry Bossidy’s, “Culture is the behavior of our leaders, we get expect and what we tolerate.” In previous articles* I stated that a sustained lean transition is more about culture change than it is about tools. We need to change leader behaviors if we are going to sustain results and create a continuous improvement culture. One of the most important behaviors is ensuring effective countermeasures. Whether it is a ’30 day homework list’ at the end of a kaizen report out, or a countermeasure sheet on a SQDC board, the principle is the same. Leadership has the opportunity with each action item to advance or to hinder the company culture. A good friend of mine, Frank Stroscio, Director of Lean Operations at Steris, captured the essence of the point when he used the phrase “counter or counterfeit measures,” Each action we assign is a ‘moment of truth’ and Associates are always watching to see what gets done and what doesn’t.

Every time we document an action item, we need to think about two factors:

• What is the chance that it will be completed on time?
• Will it have the intended effect?

If we assign names and completion dates without ensuring the proper resources available, it becomes a counterfeit measure. Likewise, if we simply assign an action that does not get to the root cause, it is also a counterfeit measure. The effect of counterfeit measures is deadly to a company’s culture. People soon see through the façade and become complacent or worse, skeptical or even cynical of their leaders. The overall effect is that people lose trust in leadership, which as Patrick Lencioni states in his book, The Five Dysfunctions of a Team, is the very foundation of attaining high achieving teams.

How well are you doing? Take a walk and go to Gemba. Whether it is a business or shop floor environment, go and see. Audit the countermeasure lists and look for the following:

• Is there clear accountability for each assignment with name and scheduled completion date?
• What per cent are being completed on time?
• If complete, do the results verify that the intended effect has occurred?
• Is is being sustained? How do you know?
• If not complete, why not and what is the status?
• Has the reason for non-completion been shared with the affected people?

How did your audit go? Did you take the opportunity to talk with people in the area to hear what they have to say? What is being done that you see as effective or ineffective? In a follow up blog I will provide some advice and would like to hear from you as well.