The concept of any worker being able to stop the line in a Toyota plant is a key part of the quality strategy.
In traditional manufacturing settings, management will pressure workers to keep the line running at all costs — quantity over quality. If defects are being made, keep the line running and you’ll sort them out at the end of the line (through inspection and repair). It’s a failed quality strategy because it ultimately costs more and potentially leads to more customer dissatisfaction than if you had just stopped the line to immediately fix the problem and prevent more defects from being made.
In a Toyota plant, this is called an “andon cord”, a line that the worker can grab to notify the team leader (supervisor) that there is a problem. This could be a quality defect or any problem (such as dropping a bolt). If the supervisor can’t help resolve the problem in the job cycle, the line stops (often, pulling the cord does not really lead to a line stoppage because the problem is fixed immediately).
It’s great to see that hospitals are starting to adopt this quality philosophy — empowering healthcare workers to “stop the line” or stop the process to make sure an error is not going to occur. For example, if a tech in the operating room suspects that the wrong patient has been brought in, they can call a time out and raise the issue.
In the article linked to at the top of the post, some hospitals in the UK are using this “stop the line” strategy:
Although planning is in the very early stages, it is thought a check-list for procedures would be highlighted and an employee who believed routine was not being adhered to could page a senior member of staff to call for immediate assistance.
Gateshead Queen Elizabeth hospital’s medical director and surgeon, Bill Cunliffe said: “We want to empower all members of staff and we place a strong emphasis on patient safety.
“Junior members of staff can lack confidence in approaching senior members if they see or feel a medical procedure is not being done right.
“‘Stop the Line’ would empower all staff to take action and literally stop a procedure in its tracks in order to prevent a mistake being made.”
This isn’t just similar thinking, it is inspired directly by a visit to Toyota in Japan:
The idea for the process came when health officials sent a delegation to Japan last year to discover ways of increasing efficiency in the health service.
The group, made up of senior doctors and chief executives, visited Toyota to see the management systems that have made it the world’s biggest carmaker.
The picture below shows a similar document from a U.S. hospital. This was in an employee newsletter, so I’m assuming it’s not public. The hospital deserves credit — I’m not blacking out names to protect the guilty, by any means. Click on the photo for a larger view and this hospital’s use of the approach.
Staff members are taught to stop and ask, “I need some clarity…” Stop and ask immediately. I’d be curious to see what action hospital administrators would take if someone tries this and isn’t listened to. What’s the immediate escalation process if a surgeon refuses to stop or acknowledge the stop the line request? The article says the leaders are fully committed…. I hope so.
This is far superior to another hospital I visited in late 2007 that had an “andon” type process. The thing I didn’t like about that process was that it wasn’t real time. Employees could send an email or call a voice mail line AFTER the procedure. That’s too late. That’s not stopping the line. I like the approach shown in the picture that teaches people to stop NOW and ask questions NOW. Even if you’re wrong in the question (thinking there was an error when there was no error), that slight delay in the name of safety has got to be better than being quiet when you think something is going wrong.
What’s your hospital doing in this regard?
About LeanBlog.org: Mark Graban is a consultant, author, and speaker in the “lean healthcare” methodology. Mark is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as the new Executive Guide to Healthcare Kaizen. Mark is also the VP of Innovation and Improvement Services for KaiNexus.