When I first learned about the Lean Business Culture, I was impressed by a concept called “In-Station Quality.” Here’s how it’s defined by Jeff Liker:

In-station quality (preventing problems from being passed down the line) is much more effective and less costly than inspecting and repairing quality problems after the fact.” 

The Toyota Way 2nd Edition by Jeffrey K. Liker (McGraw Hill, 2021) p. 130.

The idea is that each of our process steps should include a way to detect quality problems. When we find a defect, we must quickly notify appropriate leaders, and put the defect on a list for possible problem-solving. We DON’T just repair the defect and move on without saying something. We certainly don’t IGNORE the defect, hoping it will be found and fixed later at a downstream process step. We stop and deal with the problem immediately. Problems that happen repeatedly should be investigated so the root cause can be identified and corrected. We do all this with a focus on improving our process rather than finding someone to blame.

Toyota and the Lean community use the Japanese word “Jidoka” for methods to practice in-station quality.

“Jidoka: Providing machines and operators the ability to detect when an abnormal condition has occurred and immediately stop work.” 

Lean Lexicon 5th Edition  Edited by Chet Marchwinski (Lean Enterprise Institute, 2014) p. 39.

I taught some of my early furniture-building clients the slogan “Only Pass On Perfect Pieces” in an attempt to promote this Jidoka concept.

As you continue on your Lean journey, consider how to include “Jidoka” in your culture and practice: stopping when problems happen and building quality into your work processes.