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54846939-JIT-Jidoka and Maintenance Safety-VOL 5
54846939-JIT-Jidoka and Maintenance Safety-VOL 5
Volume 5
JIT Implementation Manual
The Complete Guide to
Just-in-Time Manufacturing
Second Edition
Volume 5
Standardized Operations –
Jidoka and Maintenance/Safety
HIROYUKI HIRANO
Originally published as Jyasuto in taimu seisan kakumei shido manyuaru copyright © 1989 by JIT Management Laboratory Company, Ltd., Tokyo,
Japan.
CRC Press
Taylor & Francis Group
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Contents
Volume 1
1. Production Management and JIT Production Management....... 1
Approach to Production Management................................................... 3
Overview of the JIT Production System................................................ 7
Introduction of the JIT Production System...........................................12
2. Destroying Factory Myths: A Revolutionary Approach............ 35
Relations among Sales Price, Cost, and Profit......................................35
Ten Arguments against the JIT Production Revolution.........................40
Approach to Production as a Whole....................................................44
Volume 2
3. “Wastology”: The Total Elimination of Waste..........................145
Why Does Waste Occur?....................................................................146
Types of Waste.................................................................................. 151
How to Discover Waste..................................................................... 179
How to Remove Waste......................................................................198
Secrets for Not Creating Waste...........................................................226
4. The “5S” Approach..................................................................237
What Are the 5S’s?.............................................................................237
Red Tags and Signboards: Proper Arrangement and
Orderliness Made Visible...................................................................265
The Red Tag Strategy for Visual Control............................................268
The Signboard Strategy: Visual Orderliness.......................................293
Orderliness Applied to Jigs and Tools................................................307
v
vi ◾ Contents
Volume 3
5. Flow Production......................................................................321
Why Inventory Is Bad........................................................................321
What Is Flow Production?..................................................................328
Flow Production within and between Factories.................................332
6. Multi-Process Operations....................................................... 387
Multi-Process Operations: A Wellspring for Humanity on the Job......387
The Difference between Horizontal Multi-Unit Operations and
Vertical Multi-Process Operations......................................................388
Questions and Key Points about Multi-Process Operations................393
Precautions and Procedures for Developing Multi-Process
Operations.........................................................................................404
7. Labor Cost Reduction..............................................................415
What Is Labor Cost Reduction?.......................................................... 415
Labor Cost Reduction Steps............................................................... 419
Points for Achieving Labor Cost Reduction........................................422
Visible Labor Cost Reduction.............................................................432
8. Kanban.................................................................................. 435
Differences between the Kanban System and Conventional Systems....435
Functions and Rules of Kanban........................................................440
How to Determine the Variety and Quantity of Kanban...................442
Administration of Kanban.................................................................447
9. Visual Control......................................................................... 453
What Is Visual Control?......................................................................453
Case Study: Visual Orderliness (Seiton)..............................................459
Standing Signboards..........................................................................462
Andon: Illuminating Problems in the Factory....................................464
Production Management Boards: At-a-Glance Supervision................. 470
Relationship between Visual Control and Kaizen.............................. 471
Volume 4
10. Leveling...................................................................................475
What Is Level Production?................................................................. 475
Various Ways to Create Production Schedules...................................477
Contents ◾ vii
Volume 5
13. Standard Operations.............................................................. 623
Overview of Standard Operations.....................................................623
How to Establish Standard Operations..............................................628
How to Make Combination Charts and Standard Operations Charts.....630
Standard Operations and Operation Improvements...........................638
How to Preserve Standard Operations...............................................650
14. Jidoka: Human Automation.................................................... 655
Steps toward Jidoka...........................................................................655
The Difference between Automation and Jidoka...............................657
The Three Functions of Jidoka..........................................................658
Separating Workers: Separating Human Work from Machine Work.....660
Ways to Prevent Defects.................................................................... 672
Extension of Jidoka to the Assembly Line.......................................... 676
15. Maintenance and Safety......................................................... 683
Existing Maintenance Conditions on the Factory Floor......................683
What Is Maintenance?........................................................................684
CCO: Three Lessons in Maintenance.................................................689
viii ◾ Contents
Preventing Breakdowns.....................................................................683
Why Do Injuries Occur?....................................................................685
What Is Safety?.................................................................................. 688
Strategies for Zero Injuries and Zero Accidents..................................689
Index.............................................................................................. I-1
About the Author.......................................................................... I-31
Volume 6
16. JIT Forms................................................................................711
Overall Management......................................................................... 715
Waste-Related Forms.........................................................................730
5S-Related Forms............................................................................... 747
Engineering-Related Forms................................................................777
JIT Introduction-Related Forms..........................................................834
Chapter 13
Standard Operations
623
624 ◾ JIT Implementation Manual: Volume 5
Element 1:
Element 3: Cycle time
Standard
in-process
inventory
(within the cell)
3
2
5 6
1
Although there are only three basic elements (cycle time, work
sequence, and standard in-process inventory) in standard
operations, there are five types of standard operation forms.
Process name No. operation time (B) ion time amount retooling time capacity Manual work
time
time (A) time per unit I/G
C = A+B (D) (E) Auto feed
F = E+D G = C+F
Min. Sec. Min. Sec. Min. Sec.
1 Pick up raw materials 1 1 1
2 Gear teeth cutting A01 4 35 39 400 2'10" 0.3" 39.3 717 4" 35"
3 Gear teeth surface fin. A02 6 15 21 1,000 2'00" 0.1" 21.1 1,336 6" 15"
4 Forward gear surface fin. A03 7 38 45 400 3'00" 0.5" 45.5 619 7" 38"
5 Reverse gear surface fin. A04 5 28 33 400 2'30" 0.4" 33.4 844 5" 28"
Auto feed
Walking
Manual
Description Operation times (in seconds)
5 10 15 20 25 30 35 40 45 50 55 65 70 75 80 85 90
1 Pull out workpiece 3
2
Process S101 gain (small) 15 10
2 at circular saw bench
2
3 Process S102 gain (large) 23 18
at circular saw bench
2
B101 hinge fasten 12
Quality
Quality check point
time
Stand. in-process inv.
Measure.
and
Safety point
Standard
Operations Chart
Line name
PG U-shaped cell
Transparent
operations
(Understanding
current operations)
1. Calculate the cycle time. To obtain the cycle time, divide the
operating time per day by the required output per day.
Standard Operations ◾ 631
Auto feed
Name of
Walking
Manual
operation Operation times (in seconds)
No.
5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85
1 Remove workpiece 3
2
2 S101 groove processing 10 10
(small), using lifter
2
3 S101 groove processing
(large), using lifter 5 23
2
B101 hinge hole process-
4 5 7
ing at multi-spindle drilling
2
5 Insert edge (using vibrator)
at work table
18
2
Cut edge (using cutter) at
6 7
work table
1
7 Store workpiece 2
2
Total 50 13 40
Standard No. of
Quality Safety Cycle Total
Standard operations in-process manual No.
check precautions time time
chart inventory operations
3 2
1
Unprocessed materials
4
7
5 6
Processed materials
Figure 13.8 Standard Operations Combination Chart with Standard Operations Chart (Sche-
matic).
632 ◾ JIT Implementation Manual: Volume 5
Process
Process name No. operation time (B) ion time amount retooling time capacity Manual work
time
time (A) time per unit I/G
C = A+B (D) (E) Auto feed
F = E+D G = C+F
Min. Sec. Min. Sec. Min. Sec.
1 Pick up raw materials 1 1 1
2 Gear teeth cutting A01 4 35 39 400 2'10" 0.3" 39.3 717 4" 35"
3 Gear teeth surface fin. A02 6 15 21 1,000 2'00" 0.1" 21.1 1,336 6" 15"
4 Forward gear surface fin. A03 7 38 45 400 3'00" 0.5" 45.5 619 7" 38"
5 Reverse gear surface fin. A04 5 28 33 400 2'30" 0.4" 33.4 844 5" 28"
3" 7"
20"
Auto feed
Sequence
Description
Walking
Manual
of Operation time shown in one-second units
Operation 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85
1 Pick up raw materials 1
2
Remove A01 workpiece,
2 4 35
attach next and feed A01
2
Remove A02 workpiece, 6 15
3
attach next and feed A01
2
Remove A03 workpiece,
4 7 38
attach next and feed A01
2
Remove A04 workpiece,
5 5 28
attach next and feed A01
2
6 Remove B01 workpiece,
8 5
attach next and feed A01
2
7 Store finished workpiece 1
2
Standard
Operations Chart
Line name
PG U-shaped cell
3 2 Raw materials
Description of operation A03 1
Gear cutting of 6" pinion
4
Previous process Next process 7 Finished goods
Blank Assembly 5 6
Date By
1/17/89 Sato Revision date Revision
Small ultraviolet
Large drying ray dryer
machine g
tin
Prin nt)
(fro
Printing Wafers
(front) to be Printing
printed (back)
Wafers to be printed Work Printed
table wafers
Separate
Work table room Reflow
oven
Return conveyor
Plastic bags
for wrapping
workpieces
Plastic bags Workpiece Workpiece
for wrapping
workpieces
Conveyor
Conveyor
Plastic bags were kept behind the Plastic bags were hung from a hook
operator. above the line.
Workers had to turn away from their work Workers no longer had to turn around
to pick up a bag. to get a bag.
Picking up bags resulted in four seconds of Four seconds of walking waste were
walking waste per bag. eliminated.
Workpiece
Workpiece Parts
Parts
Parts stand
Parts stand (slanted)
Work
table
Work table
(two-thirds width reduction)
Work table was too wide. Work table was made smaller (two-
Parts stand was too far away. thirds width reduction).
Parts were laid out horizontally, making Parts were put within closer reach.
them hard to see and reach. Parts were laid out on a slant, making
them easier to see and reach.
parts were kept on a large work table located a little too far
from the assembly line. All of the parts were laid out on the
same horizontal level, making them hard to see and reach.
As part of the improvement, the work table was reduced to
the minimum required size, was moved closer to the assem-
bly line, and the parts boxes were set-up on a higher, slanted
stand to make seeing and reaching them easier.
Parts
6 5 4 3 2 1 Parts
(push buttons)
(push buttons)
# 0 * 9 8 7
Left hand Jig WorkpieceRight hand
1 4 7 * Set
Workpiece with
2 5 8 0 right
Parts inserted
using one hand 3 6 9 # hand
1. Pick up the “1” button and 1. Pick up the “1” and “*” buttons
set it in place. and set them in place.
2. Pick up the “2” button and 2. Pick up the “2” and “0” buttons
set it in place. and set them in place.
3. Pick up the “3” button and 3. Pick up the “3” and “#” buttons
set it in place. and set them in place.
Before improvement
In-process inventory = approx. 100 pieces 0 10 20 30
Worker A (20 seconds)
1. Pick up board
Roller
2. Lift board using lifter
conveyor
1 2 1 (20 seconds)
Lifter
3 lifter
Worker
C Worker C (33 seconds)
2
Processed 1. Pick up board
particle board 1 2. Operate V-cut machine
switch
Unprocessed 3. Set down the board
particle board
No. of workers: 3 Pitch per unit: 33 seconds
Total labor per unit: 73 seconds
First improvement: Improvement in the flow of goods (improved layout, one-piece flow,
multi-process operations, and separation of human work and machine work)
0 10 20 30
Roller
Worker A
conveyor
1. Pick up board
2. Operate lifter
6 5 Workpiece 3. Pick up board from
V-cut machine
V-cut 3 4. Set down board from
machine
Lift
V-cut machine
er
Second improvement: Removing walking waste (change in workpiece storage site, change in
manual operations, formation of stronger U-shaped cell)
Roller
conveyor Workpiece 0 10 20 30
Worker A
Guide 1. Pick up board
5 4 board 2. Operate lifter
3. Temporarily set down
V-cut board
V-cut 3 4. Pick up board from lifter
Lifter
machine
5. Operate V-cut machine
6 switch
2 6. Set down V-cut board
Processed 1
particle board Unprocessed
Worker particle board
A
Total walking time: 17 seconds
No. of workers: 1 Cycle time: 30 seconds
been moved closer to the V-cut machine, but this was not
understood as an improvement at the time. The distance the
lifter could be moved was restricted by the electrical cord,
and no extension cord was available in the factory. Therefore,
they had to compromise in improving the layout.
In the first improvement, they managed to reduce the labor
force from three workers to just one by establishing multi-
process operations. Naturally, this change included eliminat-
ing the stack of in-process inventory between the lifter and
the V-cut machine. Fortunately, worker A (the single remain-
ing worker) was an old hand in that factory who was able
to pickup the “one piece flow” way of doing things quite
readily. Both the lifter and the V-cut machine could feed
the workpieces downstream automatically, which enabled
the separation of human work and machine work. These
changes brought the following results:
0 5 10 15 20 25 0 5 10 15 20 25
1. Remove workpiece 1. Remove workpiece
5 6
Teacher 7
B
4
8
3
“Helping out”
2 9
1 Worker A 10
(trainee)
Unprocessed Processed
items items
Step 1. At Step 6, the teacher takes over and performs the rest
of the steps in the work sequence.
Gradually, the trainee is able to take on additional steps and
still remain within the cycle time. The trainee may perform
Steps 1 to 7 for a while, then move on to Steps 1 to 8, 1 to 9,
and finally the entire 10-step process.
Jidoka
Human Automation
655
656 ◾ JIT Implementation Manual: Volume 5
Step 2: Mechanization
Mechanization means leaving part of the manual opera-
tions to a machine. We have reached a stage where the
work is shared between the worker and the machine,
but the worker still does the lion’s share. (See photo.)
Step 3: Automation
At this step, all manual labor in processing is taken over
by the machine. The worker just sets the workpiece up
at the machine and presses a switch to start the machine.
The worker can leave the machine alone at that point,
but there is no way to know whether the machine is
producing defective goods. (See photo.)
Jidoka ◾ 657
can ask, “How can we free his left hand from having to do
something?” and “How can we free his right hand?” Gradually,
we reduce the human work and increase the machine work.
It makes sense to mechanize or automate when the result is
lower costs and higher productivity, such as when using an elec-
tric motor frees the left hand or using some mechanism frees
the right hand. Freed hands can be used for other work. Once
we have gotten to the point where the worker’s hands and feet
are all free after the machine starts operating, we can physically
separate the worker from the machine. In JIT, we call this sepa-
rating human work from machine work. However, as mentioned
earlier, it does no good to separate people from machines if the
machines cannot be trusted to continue producing high-quality
products. Neither does it save money to have the machine do
the work while a worker stands by watching out for defects.
After all, the whole point of automation is to cut costs.
So, the key is to develop automated machines that do not
produce defective goods. To do that, we have to apply human
wisdom to change machines that merely “move” into ones
that “work.” The development of defect-prevention devices
for automated equipment is the heart and soul of jidoka.
The machines must be able to detect by themselves when
defects occur, stop themselves, and sound an alarm to inform
people about the abnormality. The machine does not have
to be able to tell what kind of abnormality has occurred—
especially since abnormalities vary widely among different
machines, processes, and users—but they do need to let the
nearby people know that something strange has happened.
The companies that make the manufacturing equipment do
not know exactly how their equipment will be used; it is up
to the users to customize it to suit their particular needs.
When we have customized our manufacturing equipment to
operate reliably and automatically without the risk of turning
out an endless stream of defective goods, a single worker can
handle several machines or even several groups of machines.
Imagine how high productivity soars when that happens!
660 ◾ JIT Implementation Manual: Volume 5
Worker A Machine 1
Machine 1
Worker B Machine 2
Machine 2
Worker C Machine 3
Machine 3
Manual operation
Workpiece fed to machine
into the machine and wait for the machine to go through its
process, thereby creating idle time waste.
To remove this idle time waste, the company decided to
implement jidoka. First, they remodeled the machines to sep-
arate the workers from them. Next, they changed the equip-
ment layout to bring the machines closer together. This made
it possible for just one worker to handle all three machines
consecutively, eliminating idle time waste. The key improve-
ment that made this productivity-boosting overhaul possible
was separating workers; that is, separating human work from
machine work.
Workpiece
Bite
Operation time
Operation
5 10 15
4 Start machine
Operation time
Operation
5 10 15
4 Start machine
5 Processing
Machine work 15
Total Human work 7
Sequence
Operation time
Operation
5 10 15
4 Start machine
5 Processing
Machine work 13
Total 5
Human work
Sequence
Operation time
Operation
5 10 15
4 Start machine
5 Processing
Machine work 11
Total 3
Human work
Sequence
Operation time
Operation
5 10 15
4 Start machine
5 Processing
Machine work 8
Total
Sequence
Operation Operation time
5 10 15
Crank
1 Return crank position
Remove processed
3
Drill workpiece
Set up unprocessed
4
workpiece
Workpiece
Switch 6 Feed and hold workpiece
Sequence
Operation Operation time
5 10 15
Automation
device Remove processed
1
workpiece
Set up unprocessed
2
workpiece
3 Turn switch on
Drill Limit
switch 4 Feed and hold workpiece
Jig
Workpiece
Switch Machine work
Worker done jointly by machine Total Human work 10
and worker (using left hand)
Sequence
Operation Operation time
5 10 15
Remove processed
1
workpiece
Set up unprocessed
2
workpiece
3 Turn switch on
Drill
Limit switch
4 Feed and hold workpiece
Pneumatic
cylinder
Jig
Workpiece
Switch Human Machine
Worker is separate from machine Total work 5 work 10
(except for “detach/attach” task)
Sequence
Operation Operation time
5 10 15
Set up unprocessed
1
workpiece
Turn switch on
2
3 Feed (automatic)
Limit
Drill switch
Pneumatic
cylinder
Processed Workpiece
workpiece Human Machine
Switch
work work
Worker is separate from machine Total 3 8
(except for “detach/attach” task)
Normal: Abnormal:
Switch activated Switch not activated
Spring
Micro-
switch
Alarm lamp
(andon)
Workpiece Workpiece
Poka-yoke pin
Mold Limit switch Mold Limit switch
Limit switch
Finishing drill
Drill hole
detector rods
Andon
Limit switch
Detector rods
Workpiece
Nondefective Defective
would confirm the drilled holes just before the hole finishing
step in the two-step process.
The defect-preventing device consists of a plate attached
to the input side of the drill hole finishing machine. Two rods
are suspended through this plate. When the drill hole finish-
ing machine processes one workpiece, the defect-preventing
device tests the next one on the conveyor by lowering the two
rods through the drill holes. If a drill hole is missing, the rod
cannot be lowered fully and is instead pressed back against
a limit switch. When either of the limit switches are activated,
the drilling and finishing machines are both stopped and an
andon alarm is activated, as shown in Figure 14.14.
Point A B Description
Workpiece
Point A Point B
If point A’s limit switch is still set to ON when the cycle time is up, the system
interprets it as a “full work” condition and shuts off Machine 1.
When point B’s limit switch gets switched to OFF, the system interprets it as
a “no work” condition and shuts off Machine 2.
Andon
Normal Green
Stopped Red
Abnormality Yellow
2 1
Completion of
left door assembly
End
division.
Preset position
Relation with andon
Order
Description
Andon Color Sound
of operation
3 Conveyor stops at
Stopped Red Buzzer
preset position
Air
Pneumatic switch
Impact wrench
Workpiece
Andon
Normal
Stopped
Product
Abnormality
Nameplate
Photoelectric switch
If the product does not bear a nameplate, the andon is lit, a buzzer
is sounded, and the line stops when it reaches the preset position.
Maintenance
and Safety
What Is Maintenance?
Why Is “Possible Utilization Rate” Necessary?
GE
STA Stops intermittently
Maintenance Campaigns
MP
Maintenance
Prevention
Independent
Maintenance
Independent
Improvement
CM PM
Corrective Preventive
Maintenance Maintenance
Cleanliness (C)
Checking (C)
Oiling (O)
Completed
checks Abnormalities
Machine
If completed If abnormality
normally is found
Cleanliness
Inspection Cleanliness
Checklist inspection card
Workshop name
Mfg. Dept. 2, Shop No. 1
CLEANLINESS INSPECTION
CHECKLIST Machine name Month
Drilling line November
Date
1(T)
MB01
2(W)
(1) Daily cleaning (2) Drill section:
Clean dripping oil 3(Th)
and add more oil 4(F)
if needed.
5(Sa)
Round Rectangular
kanban kanban
For
maintenance
The kanban are color coded to technician
show which types of oil cans
and oil inlets to use.
M-1
Preventing Breakdowns
Drill
Drill
Pneumatic Spring
cylinder Presses down
on workpiece
Jig Jig
Workpiece Workpiece
Switch Switch
Drilling machine
Pneumatic
cylinder
Workpiece
Output
Input
Rule:
1. Use a damp cloth to wipe glue off
Plywood sheet of rollers before glue hardens.
2. Always clean the rollers from the
output side.
Why the accident happened Input side How the worker was wiping rollers
when the accident occurred
1. The worker was not trained
well in safety precautions. 1. He began wiping off the rollers at
2. The worker did not have the the input side.
habit of working according to 2. A corner of the cloth got caught
the safety rules. between the rollers.
3. Standard operations had not 3. When the worker tried to pull the
been established for the oper- cloth out from between the rollers,
ation of wiping off the rollers. his hand got pulled between the
4. The gluing machine was not rollers.
equipped with an accident-
prevention device. (For example,
a device that would make it
impossible to wipe off the rollers
from the input side.)
rule stating that the rollers must always be cleaned from the
output side.
The worker broke this rule as a matter of habit. As shown
in Figure 15.7, the rollers rotate in opposite directions to press
the plywood between them. When wiping the rollers at the
input side, an edge of the cloth would sometimes get pulled
between the rollers. The worker relied on his reflexes to pull
the cloth back before the rollers got a good grip on it. In
other words, the worker gave higher priority to his reflexes
than to the concept of “safety first.” In hindsight, it seemed
obvious to everyone that the worker’s behavior would even-
tually lead to an accident.
The only way to effectively prevent this kind of accident
from happening again is to clarify just why it occurred and take
every countermeasure necessary to prevent a recurrence.
The main reason for this accident’s occurrence include
the following:
What Is Safety?
Finished Washing
item BR-007
DR-122
9 8 7 6
s 1 5 DR-121
rial
mate
2 3 4
Raw
LA-011 LA-012
LA-013
Hole-punching bar
Workpiece
Hydraulic cylinder
Return position
limit switch 1 Limit switch 2
Before improvement
After improvement
The start button on each press was moved to the next press
in the cell so that the worker can start the previous press as
he comes to the next one and is always at a safe distance
from the press when it starts operating.
A common safety problem with presses is that sometimes,
just after the operator sets up the workpiece and presses the
start button, he notices the workpiece is slightly out of posi-
tion and, without thinking, tries to quickly correct it before
the press comes down—a sort of “reflex” response that often
leads to accidents. Obviously, nobody gets injured intention-
ally, but sometimes workers let their reflexes overcome their
Maintenance and Safety ◾ 703
Unprocessed
workpiece
Press 1 2
s/w s/w
5 1 2 s/w 3
4 3
s/w s/w
Processed 5 4
workpiece
Limit switch
Drill Limit Drill Acrylic
switch safety
Pneumatic Pneumatic
plate
cylinder cylinder
Workpiece Workpiece
Switch
Switch
Operator’s hands would sometimes get Acrylic safety plate protects operator’s
pinched by the pneumatic cylinders that hands from both the drill and the
hold down the workpiece. pneumatic cylinders.
Sliding
door
Safety
Workpiece cage
Workpiece
Limit
Switch switch
Worker has to use both hands Press starts when the operator closes
to start the machine. the cage door on the limit switch.
Abnormal Normal
Cylinder Cylinder
Clip
washer
Workpiece
Workpiece
Base Base
Wire
Operation buttons
Workpiece
Motor
Motor
White line
White line
I-1
I-2 ◾ Index
Mr. Hirano was born in Tokyo, Japan, in 1946. After graduating from
Senshu University’s School of Economics, Mr. Hirano worked with Japan’s
largest computer manufacturer in laying the conceptual groundwork for the
country’s first full-fledged production management system. Using his own
I-31
I-32 ◾ About the Author