chasing the rabbit one line to load it fully, with the remaining 80 assigned to the other line. Both would be reasonable approaches for most organizations, but not for the high-velocity rabbits that inces- santly try to build useful knowledge that will make them even better performers. After all, at Aisin, they already knew how to handle 100 units a day on each line. What they weren't sure about was how to handle 110 or even 120 mattresses per day per line. But, if they were to increase their competitive- ness, meeting the needs of more customers more quickly and more efficiently, they would have to. Therefore, on days when the lines were not fully loaded, they deliberately over- loaded one, specifically trying to discover its failure modes. There might have been factors that didn't cause problems at a rate of 100 per day but did at a higher velocity. It was a stress test of the system, forcing it to reveal its vulnerabilities