This post is more of a thought experiment.
In manufacturing on an assembly line, there is something called an andon cord. It is a method (sometimes a cord hanging above each workstation) to stop the assembly line when an operator on the line is not able to complete their task before the assembly passes them. It includes a notification system (typically a light) to notify support to help the workstation where the line stopped.
Before an andon system was implemented on assembly lines, assemblies would keep moving even if the operator did not finish their task. The following operators would either continue adding their parts to the assembly with a nonconforming part attached or wait (wasting time) while the part passed. The assembly would then go to the rework loop where it was addressed where it was disassembled, assembled, and handled more…leading to more wasted time.
How often in knowledge work do we have rework? Have you ever been on a project where you were rushed to complete it knowing that corners were being cut in a defined process (like a complete development cycle) and later effort had to be put in to make up for what was missed?
Management does not like stopping everything and likes the flexibility to speed individual steps up to make up for slower steps. However, I wonder if we are making everything take longer when we utilize this flexibility (consider “hot” items).
Consider how processes and behaviors would change if an andon cord was implemented in knowledge work.
- “Hot” items would be limited because it would hurt the process flow of the non-hot items
- Individuals can only focus on their tasks because if they had more piled onto their plate they would not be able to service their primary tasks in the proper amount of time
- The burden of fixing problems would be on management to implement process improvements instead of overburdening employees to make up for slowed steps in the process
- Less reprioritization and less veiled “go faster” requests from management
- When everything has to stop then everybody’s attention can be focused on solving the root cause rather than trying to figure out how to get other steps to move faster
One method for approximating an andon cord process in knowledge work is measuring and improving cycle time. A key behavior change is for everybody to be disciplined to the process and improve the process when things don’t go right rather than continuously using workarounds.
I am not sure if this would work and it will not be as straightforward as with manufacturing physical items but I think it is worth studying. Maybe a mathematical model can be built to study this and prove to management the benefits.
Funny: How many days have you gone without “reply all”: https://www.instagram.com/p/C0UBp1Tri0c/