Henry Ford took a reliable and intuitive process for building cars and replaced it with something that was more expensive to run, required a lot more management and overhead, was not at all natural, and frequently broke down, sometimes leading to major production delays. Nothing about this would have been easy or obvious. If you were a Ford manager, laborer, or investor during this period, you probably would have much preferred a safer and less disruptive focus on making the tried-and-true method slightly more efficient—the industrial equivalent of promoting better email etiquette.
