Every patient should be enabled to stop the line
When Taiichi Ohno introduced ‘Stop the Line’ manufacturing, people were sceptical. Each assembly line worker was entrusted with the responsibility to push a red button to stop the line if she/he noticed something wrong. The idea was to catch problems early, before they got out of control. But the approach seemed at odds with production goals. Ohno’s idea seemed too risky to some managers, who resisted. Indeed, those who implemented Stop the Line experienced a productivity drop. Investigating and fixing problems took time. But soon, things flipped.
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