It takes all sorts on neurologies to make things happen, often with the guys who are directly involved in a process who see things from a different perspective.
One example of that was the manufacture of replacement polyurethane bumpers for Stanley Bostitch pneumatic hardwood flooring staplers.
They were a round ring about of about a 1.5" ODx1" IDx .600" thick with 2 cross cuts 90 degrees to each other on each side.
The bumpers were cylinder end stops that were slotted to exhaust the air from between them and the piston.
The slots were to be clocked 45 degrees to each other on opposing sides.
Originally, the fixture had a single spring loaded pin located 45 degrees to the cut axis in it to reference the slots.
The machine operator was to slot two opposing sides of each bumper to establish the 45 degree clocking.
They did a first operation on them, often in quantities of 10,000 units per month then were instructed to relocate the pin to another location in order to finish the run.
The operations were clumsy because the part had to be flipped twice to cut 4 slots, which took up time.
One of our operators who was at the bottom of our payscale asked me why we didn't have two pins in order to do all of the operations in one shot.
He thought it could reduce the flip to just once per part.
I didn't have a good answer for him because I trusted the guy that engineered the fixture.
The method worked, maybe over millions of times, so why question it or him?
Big mistake, and as the head honcho, it was my fault for never questioning it either.
I made him a second pin and damned if it didn't work.
In fact, it seriously increased his production.
A couple of weeks later I gave him a raise for thinking outside of the box and increasing our revenues.
He wasn't the sharpest tool in the shed, but sure showed me that sometimes it didn't matter if someone is intimate with a procedure