CONCLUSION
Many companies deploy Lean techniques in a random sequence. Specifically talking about Jidoka, this "toolbox approach" leads them to use fancy Andon boards, escalation charts, and to stop the processes whenever a problem is detected, even though those companies don't have skills in problem-solving techniques. As a result, management teams will deal with a problem's effects instead of seeking its root causes. This superficial approach jeopardizes Jidoka's reliability, as the process becomes ineffective and unpredictable. Ironically, having a predictable process is all that we want when deploying Lean techniques.
In order to enjoy all of Jidoka's greatest benefits, a given process should naturally induce its correct execution-built-in quality-without direct supervision. This high maturity level will only be achieved when you and your team deeply understand the process, know all of its fragilities, and realize that stopping it and effectively fixing its problems is a health habit.
Indeed, this is a long journey. Nevertheless "short-cuts" must be avoided. The more deeply you understand your process' weaknesses, the easier it will be to have a strong Jidoka pillar for your House of TPS!