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Why wouldn't the team follow the new procedure since there are such clear benefits?  You probably have a theory or two if this experience sounds familiar to you.  The Toyota Way Fieldbook states that when people deviate from the original plan, it's a strong indication that there is a flaw in the plan.  This was also one of the main points of Implementing Change - Get It Done! There are reasons why people are not following a new procedure.  You need to find out what those reasons are and figure out what to do about it. Sustaining the improvements can be the most difficult part of the change process.

The last reason this works at Toyota is because of the roles and skills of the people. Front-line workers know the true meaning and value of each standard procedure - not only in theory. They have the skills and knowledge to solve problems and an end-to-end process perspective. The supervisors are pivotal in developing these competencies. They check and confirm that the standard procedures have been put in place and that workers are following them exactly. Supervisors can improve processes through coaching, questioning (not ordering), and making front-line workers think and take responsibility. Managers (supervisors, managers, directors, and above) motivate workers by meeting with them to communicate the corporate vision.