copied From Steve at PDG Consulting
This issue may not be a problem for you, but it is more common than I would have ever believed had not seen it happen so many times. Here's what's happening.
Organizations of all types and sizes are making improvements in workplace organization, material flow, labor productivity, product quality, and so on. Kaizen blitz events end with participants and observers elated with the results they have achieved. Unfortunately, most of the improvements erode over time leaving managers and employees disheartened, frustrated, and skeptical about any future change effort.
What the heck is so hard about sustainment?
I don't want to oversimplify the issue of sustainment because changing behavior is a challenge, but there is one thing you can do to increase your odds immensely.
Q: What is it?
A: Be clear that the responsibility for sustaining results lies solely with the first level supervisor and teach them what they need to do in order to sustain results.
It's amazing to me just how many organizations fail at this. They'll conduct kaizen events, train employees and managers, buy books, and attend seminars, but they never identify who is responsible for ensuring standards are followed. And the few that do make supervisors responsible fail to do little, if anything, to teach them the skills to sustain. It's catastrophic.