1. Jidoka Tyler Newton OpertMgt 345 Training Presentation “Jidoka”*
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Jidoka
Tyler Newton
OpertMgt 345
Training Presentation
“Jidoka”
Dr. Tom Foster
May 9, 2002
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2. Toyota Production System (TPS)*
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Toyota Production System (TPS)
“All About the People”
Jidoka is a pillar of TPS. TPS is an important method for making products because it is an effective tool for making the shareholders money.
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3. *
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Goal of TPS
Cost reduction
Improvement of productivity
Costs are defined as manufacturing costs, sales, administrative and capital costs.
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4. Technical Elements of TPS*
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Technical Elements of TPS
Kanban
Just-in-time
Small lot delivery
Jidoka or quality in the process
Heijunka or leveling of demand
Visual control
5S or clean, orderly worksites
Kanban is a form of visual signal used at the point of manufacturing.
Just-in-time Manufacturing what, when, and how much in the time it is needed.
Small lot delivery
Heijunka Keeping total manufacturing volume at a constant
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5. Automation with “human” intelligence*
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Focus on Jidoka
Automation with “human” intelligence
Carmakers first used Jidoka to increase quality, shorten delivery times, and lower production costs.
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6. *
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Jidoka’s Purpose
Increase quality
Lower costs
Improve customer relations
Shorten delivery time
Jidoka is the concept of incorporating human judgment to automated equipment to make equipment capable of determining unacceptable quality.
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7. What does Jidoka do? Adds human judgment to automated equipment*
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What does Jidoka do?
Adds human judgment to automated equipment
Minimizes poor quality
Makes the process more dependable
Jidoka consists of a number of tasks involving exercising human judgement It can refer to equipment automatically stopping when there’s a problem.
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8. *
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Founder of Jidoka
Taiichi Ohno
Ohno was determined to eliminate all forms of waste when he came up with Jidoka.
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9. *
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Eliminate Waste
Waste is generally anything that does not add value to the product or service.
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10. Two Structural Features*
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Production System
Two Structural Features
Just-in-time
Jidoka
Ohno created the production system to eliminate waste.
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11. *
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Developed Due to:
Overproduction
Wasted time at the machine
Waste in the transportation units
Waste in processing
Waste in inventory
Ohno claims that it was born out of the need to manufacture small numbers of many different kinds of automobiles.
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12. Jidoka Gives the Employee*
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Jidoka Gives the Employee
Responsibility
Authority to stop production
At Toyota, all machines are set up with automatic stop machines. When the machine stops, the entire process shuts down.
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13. Employee Responsibility*
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Employee Responsibility
Help solve problems
To make decisions that affect them
Be accountable for their work
Improve productivity
If employees cannot solve the problem or problems, they can stop the line and summon supervisors.
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14. Daily Activities Important roles done daily by Jidoka employees.*
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Daily Activities
Working in dangerous operations
Physical labor
Repetitive labor
Continually rotating jobs
Important roles done daily by Jidoka employees.
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15. *
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Stopping Production
Quality is assured
Costs are reduced
Eliminates problems
Because we are concerned about quality control, we always stop production if we think there is a problem.
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16. Prevention Techniques*
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Prevention Techniques
Poka-yoke
Andons
Poka-yokes stop defects from happening.
Andons are light signals that indicate when quality problems occur.
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17. *
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Poka-yoke
Used for
visual control of quality
to prevent defects from happening
A Japanese term, used when a dial shuts of a machine at a certain range.
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18. *
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Andons
Red - line stoppage
Yellow - call for help
Green - normal operation
Andons are call lights that are turned on by employees when a quality problem occurs.
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19. *
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When Andons Go Off
Assembly line is stopped
Management is summoned
supervisors
maintenance personnel
engineers
At Toyota, the assembly line is stopped on average about twenty minutes a day due to Jidoka.
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20. *
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Other Visual Controls
Kanbans
Standard operation sheets
Process control charts
Tool boards
Kanbans is a card equal to a standard amount of production.
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21. *
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Problems Recorded
Easels
Worksheets
Each workstation has an easel and every manager has a worksheet where problems are recorded daily.
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22. *
Daily Exercises
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Time is reserved to go over problems
Work on solving the problems for future quality
Everyday problems are discussed by the employees to improve quality.
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23. *
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Example of Jidoka
Toyota power loom
Toyota power looms were developed in the 20th Century. Before power looms, a weaver would be able to find problems before starting but they weren’t as efficient.
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24. Problem Shuttlecocks would stick*
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Problem
Shuttlecocks would stick
Created defects in cloth being produced
Produced unacceptable quality
Costs increased
The problem was when a defective material was being produced the machine would just keep going.
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25. *
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Solution
Developed a stopper
Turned automation into atonomation
A stopper was developed to activate by sticking a shuttlecock and the machines were made more “human” and to “know” when to stop.
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26. *
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End Result
Reliable system
Cheaper to operate
Improved quality
The end results are gone over at the end of every work day by each Jidoka employee to prevent mistakes from recurring.
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27. *
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Objectives of Jidoka
Ensure top quality
Prevent equipment breakdowns
Better use of manpower
Jidoka is a business philosophy developed to maximize resources and minimize waste.
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28. Jidoka’s Ultimate Goal*
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Jidoka’s Ultimate Goal
Quality
Doing it right the first time in all production areas.
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29. *
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Readings List
Automotive Manufacturing & Production, July 2001, v113 i7 p64.
Doing Business in and with Japan. New York: American Management
Association, Inc., 1969.
Economist, 10/17/92, Vol. 325 Issue 7781, Survey of car industry, p5.
Hay, Edward J. The Just-In-Time Breakthrough. Rath & Strong, Inc.: John Wiley & Sons, Inc., 1988.
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30. Continued Reading List
The Financial Times, December 13, 2001, p13.
Imai, Masaaki. Kaizen. New York: McGraw-Hill, Kaizen Institute, 1986.
Industrial Management & Data Systems, July-August 1997 v97 n7-8 o274(6).
Management Review, June 1997, v86 i6 p36.
Sepehri, Mehran. Just-In-Time, Not Just In Japan. American Production & Inventory Control Society, Inc., 1986.
Togo, Yukiyasu & Wartman, William. Against All Odds. New York: St. Martin’s Press, 1993.
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