he principle of preventing defective products from moving from one process to the next.
The video in my last post, demonstrates how jidoka is used by Toyota, specifically in their automotive assembly line. When an employee discovers a problem they pull the andon cord! Highlight the issue until it's resolved, or the line stops.
But how does one implement jidoka in an office environment? I'm interested in hearing your input on this. How do you incorporate jidoka outside the factory?
How do you stop the line, when there's no line?
Do you have any experience with jidoka in an office? In a transactional situation? How about a service or hospital environment? What did you do? Was it sustained?