Lean-oriented questions tend to be straightforward but not necessarily easy. The same goes for the four basic questions around the daily accountability process, the process by which leaders facilitate effective follow-through.

The follow-through that I am referring to concerns the countermeasures necessary for what some refer to as (team-based) maintenance kaizen, which is done to bring a process back to standard; and improvement kaizen, which is redundantly named but done to elevate performance from a given standard.

To that kaizen duo, we can add perhaps more mundane, but still important, countermeasures as well as plain-old action items that help to appropriately drive awareness, communication, adherence, purchase a new right-sized cart, etc.

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