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With andon, the TL became the expert who could fix some items (reverting them to good) and correctly reject others. We saw fewer defects reaching the customer and a better defect rate at stations where the TL intervened. But the defect rate stayed a fixed probability—we didn't yet learn from each defect. Every time we caught one we fixed or binned it, but the system didn't get better at the source.
Jidoka (often translated as "automation with a human touch" or "quality in the process") means building in a way for the process to stop when something is wrong, so we don't make more defects. Here we use it as "stop the line on defect": when we catch a defect at a red bin (or the TL rejects at andon), we don't just remove that piece—we pause the whole line briefly. That makes the problem visible to everyone and we reduce the defect multiplier at that station so the same kind of fault is less likely to repeat. The change: turn on jidoka line stop so that when a defect is caught, the line pauses, the station gets a chance to "learn" (lower defect rate there), and we move defective items to the red bin. Result: fewer defects over time and a happier customer, while building in quality instead of inspecting later.
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