Backsliding

Backsliding it the act of reverting to a pre-improvement process.

If you were to plot improvement over time on a run chart, backsliding would give the curve a saw-tooth look to it. A gain followed by a drop, followed by a gain and another drop.

Backsliding is reduced by standardization (i.e. by using Standard Work). It can also be completely prevented by removing tools necessary to do a process the old way. This step accelerates the pace of improvement, since there is not a drop after each gain.

One word of caution about backsliding: Sometimes going back is because a new method has a negative impact on job satisfaction and the employees resist the change. But in many cases, the new process just isn’t working out as planned.

In those situations, it is not really backsliding to abandon the new way if it wasn’t living up to expectations. But try to find another new way instead of going back. Remember, the project was started because there was a problem with the old way. It doesn’t make sense to go back.

Because there are a lot of reasons for backsliding, Lean leaders need to go to gemba and watch to see why it is occurring. Only by fully understanding the cause of the backsliding can they come up with a plan to prevent it.