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Understanding Jidoka: Enhancing Quality in Toyota Production System

Jidoka, a key concept in the Toyota Production System (TPS), emphasizes the integration of human intelligence with automation. It aims to enhance product quality and reduce costs by enabling workers to stop production in case of defects. Jidoka focuses on preventive measures, such as Poka-yoke and Andons, to ensure that issues are identified and resolved promptly. This approach not only minimizes waste but also empowers employees by granting them responsibility and authority. Ultimately, Jidoka strives to improve customer relations and optimize delivery times.

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Understanding Jidoka: Enhancing Quality in Toyota Production System

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  1. Jidoka

  2. “All About the People” Toyota Production System (TPS)

  3. Goal of TPS • Cost reduction • Improvement of productivity

  4. 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

  5. Focus on Jidoka Automation with “human” intelligence

  6. Jidoka’s Purpose • Increase quality • Lower costs • Improve customer relations • Shorten delivery time

  7. What does Jidoka do? • Adds human judgment to automated equipment • Minimizes poor quality • Makes the process more dependable

  8. Founder of Jidoka Taiichi Ohno

  9. Eliminate Waste

  10. Production System Two Structural Features • Just-in-time • Jidoka

  11. Developed Due to: • Overproduction • Wasted time at the machine • Waste in the transportation units • Waste in processing • Waste in inventory

  12. Jidoka Gives the Employee • Responsibility • Authority to stop production

  13. Employee Responsibility • Help solve problems • To make decisions that affect them • Be accountable for their work • Improve productivity

  14. Daily Activities • Working in dangerous operations • Physical labor • Repetitive labor • Continually rotating jobs

  15. Stopping Production • Quality is assured • Costs are reduced • Eliminates problems

  16. Prevention Techniques • Poka-yoke • Andons

  17. Poka-yoke Used for • visual control of quality • to prevent defects from happening

  18. Andons • Red - line stoppage • Yellow - call for help • Green - normal operation

  19. When Andons Go Off • Assembly line is stopped • Management is summoned • supervisors • maintenance personnel • engineers

  20. Other Visual Controls • Kanbans • Standard operation sheets • Process control charts • Tool boards

  21. Problems Recorded • Easels • Worksheets

  22. Daily Exercises • Time is reserved to go over problems • Work on solving the problems for future quality

  23. Example of Jidoka Toyota power loom

  24. Problem • Shuttlecocks would stick • Created defects in cloth being produced • Produced unacceptable quality • Costs increased

  25. Solution • Developed a stopper • Turned automation into atonomation

  26. End Result • Reliable system • Cheaper to operate • Improved quality

  27. Objectives of Jidoka • Ensure top quality • Prevent equipment breakdowns • Better use of manpower

  28. Jidoka’s Ultimate Goal Quality

  29. 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.

  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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