management-article
Why Toyota Gives Frontline Workers the Authority to Stop Production Lines: The Management Structure That Prevents the Spread of Defects
An analysis of how Toyota's jidoka connects frontline stopping authority with anomaly detection, response, resumption, and organizational learning.
An analysis of how Toyota's jidoka connects frontline stopping authority with anomaly detection, response, resumption, and organizational learning.
When a production line stops, the losses are immediately visible. Equipment stands idle, workers wait for the next instructions, and managers responsible for delivery deadlines begin calculating the backlog. Conversely, the cost of letting a defect flow into the subsequent process may not be immediately apparent.…
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