9th IFAC Conference on Manufacturing Modelling, Management and

Control
9th IFAC Conference
Control on Manufacturing Modelling, Management and
9th
9th IFAC
IFAC Conference
Conference on
on Manufacturing
Manufacturing Modelling,
Modelling, Management
Management and
and
Berlin,
Control
Berlin, Germany,
Germany, August
August 28-30,
28-30, 2019
2019 Available online at www.sciencedirect.com
Control
Control
9th IFAC Conference on Manufacturing Modelling, Management and
Berlin,
Berlin, Germany, August
Germany, August 28-30,
August 28-30, 2019
28-30, 2019
2019
Berlin,
ControlGermany,
Berlin, Germany, August 28-30, 2019
ScienceDirect
Rethinking
Rethinking Jidoka
Jidoka Systems
Systems underunder Automation
Automation &
IFAC PapersOnLine 52-13 (2019) 899–903
& Learning
Learning Perspectives
Perspectives
Rethinking Jidoka
in the Digital Lean Manufacturing World Perspectives
in
Rethinking Jidoka Systems
the Digital
Systems under
Lean
under Automation
Manufacturing
Automation &
& Learning
World
Learning Perspectives
Rethinking Jidoka
in
in Systems
the Digital under
the Digital LeanLean Automation
Manufacturing
Manufacturing & Learning
World
World Perspectives
David Romeroin
David Romero 1*
the
, PaoloDigital
GaiardelliLean
1*, Paolo Gaiardelli2
, DarylManufacturing
2, Daryl Powell3
Powell3,, Thorsten World
Thorsten Wuest
Wuest 4, Matthias Thürer5
4
, Matthias Thürer5
David
David Romero
David
1*
Romero
1* 1*,, Paolo
Paolo Gaiardelli
, Paolo
Romero11Tecnológico
2
Gaiardelli
2
Gaiardelli 2,, Daryl
, Daryl Powell
Powell322,,,University
3
Powell
3
DarylMéxico; Thorsten
4
Thorsten
4 Wuest
Wuest
Thorsten of
Wuest 4,, Matthias
5
, Matthias
5
Matthias Thürer
Thürer5
Tecnológico de
de Monterrey,
Monterrey, México; Bergamo,
32University of Bergamo, Italy; Thürer5
Italy;
NorwegianDavid Romero , Paoloand
Gaiardelli , Daryl Powell ,University
Thorsten Wuest , Matthias
USA; 5Thürer
1* 2 4
3Norwegian University of
of11Science Technology, Norway; 4West Virginia University, USA; Jinan
Jinan University, China
3 4 5
University
1
Tecnológico
Tecnológico
Science and
Tecnológico de
de Monterrey,
Monterrey,
Technology,
de Monterrey, México;
México;
Norway;
México; 2University
2
West Virginiaof
University of Bergamo,
Bergamo,
University,
of Bergamo, Italy;
Italy;
Italy; University, China
david.romero.diaz@gmail.com,
3Norwegian University of Science and Technology, paolo.gaiardelli@unibg.it,
Norway; 4West Virginia daryl.j.powell@ntnu.no,
University, USA; USA; Jinan University, China
3 4 5Jinan University,
5
3 Norwegian University of Science and Technology,
david.romero.diaz@gmail.com,
1
Norwegian University of Science Tecnológico Norway; West Virginia University,
paolo.gaiardelli@unibg.it,
de Monterrey,
and Technology,
4 2
Norway; USA; Jinan University,
daryl.j.powell@ntnu.no,
México;West University
5
VirginiaofUniversity,
Bergamo, Italy; China
China
3
Norwegian University thwuest@mail.wvu.edu,
david.romero.diaz@gmail.com,
david.romero.diaz@gmail.com,
thwuest@mail.wvu.edu,
of Science and Technology, matthiasthurer@workloadcontrol.com
paolo.gaiardelli@unibg.it,
paolo.gaiardelli@unibg.it,
matthiasthurer@workloadcontrol.com
Norway; 4
West Virginia University, daryl.j.powell@ntnu.no,
daryl.j.powell@ntnu.no,
USA; 5Jinan University, China
david.romero.diaz@gmail.com, paolo.gaiardelli@unibg.it, daryl.j.powell@ntnu.no,
thwuest@mail.wvu.edu,
thwuest@mail.wvu.edu,
david.romero.diaz@gmail.com,
thwuest@mail.wvu.edu, matthiasthurer@workloadcontrol.com
matthiasthurer@workloadcontrol.com
paolo.gaiardelli@unibg.it,
matthiasthurer@workloadcontrol.com daryl.j.powell@ntnu.no,
Abstract: This
Abstract: This paper
paper thwuest@mail.wvu.edu,
proposes Jidoka
proposes (automation
Jidoka (automation with aa human
human touch)
matthiasthurer@workloadcontrol.com
with touch) as as the
the main
main guiding
guiding principle
principle for for
Abstract:
SMEs
Abstract: This
digital paper proposes
transformation; Jidoka
understood (automation
as the with
continuous aa increase
human touch)
of levels as the
of main
automation guiding and principle
intelligence for
Abstract: This paper proposes Jidoka (automation with a human touch) as the main guiding principle for
SMEs This
digital paper proposes
transformation; Jidoka
understood (automation
as the with
continuous human
increase touch)
of levels as the
of main
automation guiding and principle
intelligence for
at
SMEs
SMEstheir shopfloors
digital
theirdigital in an
transformation;
transformation; economic,
understood
understoodsocial as
asand
the
the technological
continuous
continuous sustainable
increase
with a increase of
of way.
levels of It stresses
automation the forgotten
and dual
intelligence
at
Abstract:
SMEs shopfloors
This
digital in an
paper economic,
proposes
transformation; Jidoka
understoodsocial asand
thetechnological
(automation continuous human sustainable
increase of levels
touch) way.
levels of
ofItautomation
as the stresses
main
automation theand
guiding and intelligence
forgotten
principle dual
intelligence for
nature
at
at their
their
nature
SMEs of
of Jidoka
shopfloors
shopfloors
Jidoka
digital asin
asin an
anan
an
transformation; ‘automation
economic,
economic,
‘automationunderstood approach’
social
social
approach’
asand
and
the as well
technological
technological
as well
continuous as
as aa sustainable
‘learning
sustainable
increase‘learning of system’,
way.
way.
system’,
levels of It
It capable
stresses
stresses
capable
automation of
the
the
of simultaneously
forgotten
forgotten
simultaneously
and dual
dual
intelligence
at their shopfloors in an economic, social and technological sustainable way. It stresses the forgotten dual
improving
nature
theirof
nature
improving
at of the
the efficiency
Jidoka
Jidoka
shopfloors as
asinan
efficiencyan of
of manufacturing
an‘automation
‘automation
manufacturing
economic, approach’
approach’
social processes
as
as well
processes
and and
well
technologicalascultivating
andas aaa sustainable
cultivating‘learning
‘learning the workforce
thesystem’,
way. It capable
system’,
workforce skills
skills needed
capable
stresses of
of to
to develop
thesimultaneously
simultaneously
needed
forgotten develop
dual
nature of Jidoka as an ‘automation approach’ as well as ‘learning system’, capable of simultaneously
and/or
improving
improving
and/or
nature adopt
adoptthe
of Jidokaadvanced
efficiency
theadvanced
efficiency automation
of
of manufacturing
as an automation solutions.
manufacturing
manufacturing
‘automation solutions.
approach’ The
processes
processes
The paper
aspaperand aims
andaims
well cultivating
cultivating
ascultivating to remind
to remind
a ‘learning the the
thesystem’, developers
workforce
workforce
the developers skills
skills
capable of automatic
needed
needed
ofneeded
automatic
of to control
to develop
develop
control
simultaneously
improving the efficiency of processes and the workforce skills to develop
systemsadopt
and/or in the
the Industryautomation
advanced 4.0 era that
that it is
is only
solutions. only Thethrough
paper human-machine
aims to mutual learning, characterized by
and/or
systems
improving
and/or adopt
in
adopt theadvanced
Industry
efficiency
advanced automation
4.0 era
of manufacturing
automation solutions.
it
solutions. The
The paper
through
processes aims
andhuman-machine
paper cultivating
aims to remind
to remind
remind thethethe
the developers
developers
mutual
workforce learning,
developers skillsof
of automatic
automatic
characterized
ofneeded
automatic control
control
to develop
control by
cyber-physical-social
systems
systems in
in the
the
cyber-physical-social
and/or Industry
Industry interactions
4.0
4.0 era
era
interactions that
that (cf.
(cf.it
it Jidoka
is
is only
only
Jidoka 4.0 Systems),
through
through
4.0 human-machine
human-machine
Systems), that
that sustainable
sustainable mutual
mutual higher
learning,
learning,
higher levels
levels of automation
characterized
characterized
of automation by
by
systemsadopt in the advanced
Industryautomation
4.0 era that solutions.
it is onlyThe paper human-machine
through aims to remind the developers
mutual learning, of automatic
characterized control by
and intelligence
intelligence
cyber-physical-social can be beinteractions
achieved. Human
(cf. operators need to know know
that the processes
processes that
that are being automated,
cyber-physical-social
and
systems can
in the Industry
cyber-physical-social interactions
achieved.
4.0 era that
interactions (cf.it Jidoka
(cf.
Human Jidoka
is only
Jidoka 4.0
operators
4.0
4.0 Systems),
need
Systems),
through to
human-machine
Systems), that sustainable
that sustainable
the
sustainable mutual higher
higher
learning,
higher levels
levels
are
levels of
of automation
of
being automation
automated,
characterized
automation by
and
and intelligence
so that, at the
the same
intelligence can
same
can be
time,
be achieved. Human
this knowledge
achieved. knowledge
Human operators
can bebe need
4.0continuously
operators need to know the
updated processes
and
and processes that are being
improved automated,
as digital
digital
so
andthat, at
cyber-physical-social
intelligence can time, this
beinteractions
achieved. (cf. Jidoka
Human can
operators need to
continuously
Systems), to know that
know the
the processes
updated
sustainable
processes that
that are
processes
higher levels
are being
improved
being automated,
as
of automation
automated,
technologies
so evolve: “Incorporating humanoperators
learning, givestoautomation
automation its human touch”.
so that,
so that,
technologies
and that, at
at the
at the same
theevolve:
intelligence can time,
same
same time, this
this knowledge
this
“Incorporating
be
time, achieved. knowledge
knowledgehuman
Human can
can be
be continuously
be
learning,
can continuously
gives
need
continuously know updated
updated
the its
updated and
andhuman
processes
and processes
processes
touch”.
that are
processes improved
improved as
as digital
as
being automated,
improved digital
digital
technologies
technologies
so
© that,
2019,
Keywords:
technologies at
IFACthe evolve:
evolve:
same “Incorporating
“Incorporating
time,
(International
evolve:Systems,
Jidoka this knowledge
Federation
“Incorporating
Systems, Digital human
human
human
Lean of learning,
learning,
can be
Automatic gives
gives
continuously
Control)
learning, gives
Manufacturing, automation
automation updated
Hosting
automation its
Cyber-Physical by its
itsandhuman
human
Elsevier
human Lean
Systems, touch”.
touch”.
processes
Ltd. All
touch”.
Lean improved
rights
Automation, as
reserved. digital
Balanced
Keywords: Jidoka Digital Lean Manufacturing, Cyber-Physical Systems, Automation, Balanced
technologies
Automation,
Keywords:
Keywords:
Automation, evolve:
Autonomation,
Jidoka “Incorporating
Systems,
Autonomation,
Jidoka Human-Machine
Digital
Human-Machine human
Lean learning,
Mutual
Manufacturing, gives
Learning,
Mutual Learning, automation
Machine
Cyber-Physical
Machine Tools Tools its human
4.0,
Systems, touch”.
Human-Machine
Lean
4.0, Human-Machine Automation,Interfaces
Balanced
Interfaces 4.0,
4.0,
Keywords:
Operator 4.0, Jidoka Systems,
Industry Systems,
4.0.
Digital
Digital LeanLean Manufacturing,
Manufacturing, Cyber-Physical
Cyber-Physical Systems,
Systems, Lean
Lean Automation,
Automation, Balanced
Balanced
Automation,
Operator
Automation, 4.0, Autonomation,
Industry
Autonomation,4.0. Human-Machine
Human-Machine Mutual
Mutual Learning, Machine Tools 4.0, Human-Machine Interfaces 4.0,
Keywords: Autonomation,
Automation, Jidoka Systems, Human-Machine Mutual Learning,
Digital Lean Manufacturing, Learning, Machine
Machine Tools
Cyber-Physical Tools 4.0,
4.0, Human-Machine
Systems, Lean Automation,
Human-Machine Interfaces
Balanced
Interfaces 4.0,
4.0,
Operator 4.0,
Operator 4.0, Industry
Industry 4.0.
4.0.
Automation,
Operator 4.0, Autonomation,
Industry 4.0. Human-Machine Mutual Learning, In Machine Tools
this progression, 4.0,
progression, the Human-Machine
the role
role of Interfaces
of humans
humans in 4.0,
in manufacturing
manufacturing
1. INTRODUCTION In this
Operator 4.0, 1. Industry
INTRODUCTION
4.0. In
environments this progression,
has evolvedthe role
from of humans
human in manufacturing
operators loading,
1. INTRODUCTION In
In this
environments this progression,
has evolved
progression, the
the rolefromof
role humans
of human in
in manufacturing
humansoperators loading,
manufacturing
This paper has been 1.
1. INTRODUCTION
inspired by
INTRODUCTION Bainbridge’s (1983) work on operating and unloading machines in the operators
Industry 2.0 loading,
to
This paper has been inspired by Bainbridge’s (1983) work on operating environments
environments
In this has
progression, evolved
environments has evolved from human operators loading,
and has
unloading evolved from
from
machines
the role of human
human
in the
humans operators
Industry
in 2.0 to more
manufacturing more
loading,
This
the paper
“Ironies
This“Ironies
the paper hashas
of
has been
been
of been 1.
Automation” INTRODUCTION
inspired
inspired by
Automation” by
and
by Bainbridge’s
its criticism
Bainbridge’s
andBainbridge’s
its criticism (1983) (1983)
that
(1983) work
developers
work on
that developers on operating
decision-oriented
on environments and unloading
activities machines
such in
as the Industry
systems’ 2.0
supervisionto more
in
This paper inspired work operating
operating and unloading machines in the Industry 2.0 to more
decision-oriented and unloading
has activities
evolved machines
such
from in
as the Industry
systems’
human 2.0
supervision
operators to
loading, in
more
the
of
the
of automatic
“Ironies
automatic
This“Ironies
paper has control
of
control
of systems
Automation”
systems
Automation” and
do
and
do its
not
its
not criticism
take
criticism
take that
appropriate
that
appropriate developers
account
developers
account decision-oriented
the Industry 3.0 activities
and 4.0 such
eras. as systems’
Nevertheless, supervision
the adoption in
of
the “Ironies of been inspired by
Automation” andBainbridge’s
its criticism (1983) work on operating
that developers decision-oriented
the Industry
decision-oriented and3.0 activities
and
unloading 4.0machines
activities such
eras.
such as systems’
Nevertheless,
in systems’
as the Industry supervision
the adoption
2.0 to more
supervision in
of
in
of automatic
the humanof control
beings systems
that do
will and not
ultimately take appropriate
use and account
interact with the the Industry
new types
types and 3.0
3.0higherand 4.0 eras.
levels ofNevertheless,
of automation atthetheadoption of
of
theautomatic
of the human
“Ironies
automatic control
beings
control systems
that
Automation”
systemswill do
do not
ultimately
not take
takeuse
its criticism appropriate
and
thatinteract
appropriate account
with
developers
account new Industry
decision-oriented
the Industry and3.0 and
higher
and 4.0
4.0 eras.
levels
activities such
eras. as systems’at
Nevertheless,
automation
Nevertheless, the
the
the shopfloor
adoption
shopfloor
supervision
adoption of
in
of
of the
their human
systems. beings
A that
A criticism will ultimately
levelled not moretakeuse than and 30interact
years with
ago,
ago, new types
types and
the
their
of the human
systems.
automatic beings
human control
beings that
criticism
systems
that will
will ultimately
levelled
do
ultimately more use
than and
and30interact
appropriate
use years with
account
interact with has
newIndustry
has
the
new
historically
types and
historically
and3.0higher
been
higher
been
and 4.0
higher
levels
not
levels that
noteras.
levels thatof automation
easy and
and inexpensively
ofNevertheless,
of automation
easy
automation at
atthethe
at shopfloor
theadoption
inexpensively
the shopfloor
shopfloor
for
for
of
their
thesystems.
which it
it is A
is still criticism
considered levelled
valid more
today, than
seeand30 years
–– interact
e.g. ago,
Baxter SMEs whenand it comes
comes to replacing and
skilled inexpensively
operators for
at their
their
their
which
of
their systems.
human
systems. A
still criticism
A considered
beings that will
criticism levelled
valid
ultimately
levelled more
today,
moreuse than
see
than 30
30 years
e.g.
years ago, has
ago,
Baxter
with has historically
has
SMEs
new historically
when
types
historically it been
been
been to
higher not
not
levels that
thatof easy
notreplacing
that easy and
and inexpensively
skilled
automation
easy operators at
at the shopfloor
inexpensively for
for
which
et
et al.
which
al.
their it
(2012)
it
(2012)is
is
systems. still
and
still
and
A considered
Strauch
considered
Strauch
criticism valid
(2017).
valid
(2017).
levelled For
Fortoday,
example,
today,
example,
more see
see
than ––
30 e.g.
Eason
e.g.
Eason
years Baxter
(2001)
Baxter
(2001)
ago, SMEs
production
SMEs
production when
when it
lines
it
lines comes
and/or
comes
and/or to
to replacing
manufacturing
replacing
manufacturing skilled
cells
skilled
cells operators
as observed
operators
as observed at
at their
during
their
during
which it is still considered valid today, see – e.g. Baxter has SMEs historically
when it been to
comes notreplacing
that easyskilled and inexpensively
operators at for
their
et
et al.
al. (2012)
highlighted
it is in and
hisStrauch
his research(2017).
research that the For tenexample,
ten most –Eason
seeadvocated e.g. (2001)
user-
et al. (2012)
highlighted
which (2012) inand
still
and Strauch
considered
Strauch (2017).
that
valid
(2017). the For
For example,
today, most
example, Eason
advocated
Eason user- production
(2001)
Baxter
(2001) the
the
SMEs Industry
production
Industry
production whenlines
3.0
lines
3.0
lines
and/or
or CIM
and/or
or
it comes CIMto
and/or
manufacturing
era.
manufacturing
era.
replacing skilled
manufacturing
cells
cells
cells
as
as
as
observed
observed
operators
observed atduring
during
their
during
highlighted
centred in
design his research
methods for that the
Information ten most
and advocated
and Communication user-
user- the In
Industrythis
this context,
3.0 we
we would like to revisit and reflect in
in this
highlighted
centred
et al. (2012)
highlighted
Technologies
centred
inand
design
in
design
his
his
(ICT)
research
methods
Strauch
research
methods
for
for
systems
that
(2017).
that the
Information
the
Information
For tenexample,
ten
developments,
most
most
and
advocated
Communication
Eason (2001)
advocated
Communication
seen as
user-
socio-
the
the In Industry
production
Industry 3.0 or
3.0
context,
lines or CIM
CIM
and/or
or CIM era.
era.
would
era. like to revisit
manufacturing cells asand reflect during
observed this
centred
Technologies
highlighted design methods
in (ICT)
his research for
systems Information
forthat developments,
the ten most and Communication
seen as socio-
and advocated user- the paper In
In this
about context,
two we
well-known would like to
automation revisit and
approaches reflectand in this
their
centred
Technologies
technical
design
systems,
methods
(ICT) systems
found
Information
thedevelopments,
in Information
scientificand
Communication
seen
grey as
andCommunication socio-
literature
paper In this context, we would like to revisit and reflect in this
Industrythis
about context,
two
3.0 we
well-known
or CIM would
era. like to
automation revisit and
approaches reflectand intheir
this
Technologies
technical
centred
Technologiesdesign (ICT)
systems,methods
(ICT) systems
found
systemsin
for the developments,
scientific
developments, and seen
grey
seen as
as socio- paper
socio-
literature paper In about
possible
possible
paper about
this two
two well-known
integration:
integration:
about context,
two we“Lean
well-known
“Lean
well-known
automation
wouldAutomation”
automation
Automation”
like to revisit
automation
approaches
(Chen
approaches
(Chen et
and reflect
approaches
and
et al.,
andin
al.,
and
their
2010)
their
2010)
this
their
technical
were being systems,
(ICT)found
limited used in
by the
their scientific
developers. and grey
This as literature
situation
socio- possible integration: (Chen
(Chen et et al.,
technical
were being
Technologies
technical systems,
limited
systems, found
used
systems
found in
by
in the
their
the scientific
developers.
developments,
scientific and
and seengrey
This
grey literature
situation
literature and
possible
and
paper
possible
“Balanced twoAutomation”
integration:
“Balanced
about
integration:
“Lean
Automation”
well-known
“Lean
(Camarinha-Matos
“Lean Automation”
(Camarinha-Matos
Automation”
automation
Automation” approaches
(Chen et and2010)
al.,
al.,
1995-
2010)
1995-
their
2010)
were
has
were
has being
specific
being limited
and
limited used
significant
used by
by their
relevance
their developers.
in
in the
developers. This
context
This ofsituation
SMEs’
SMEs’ and
situation 97) –
– in
97) “Balanced order to
to socially,
order Automation” (Camarinha-Matos
technically, and et al., 2010)
and economically 1995-
werespecific
technical
being and
systems,
limitedsignificant
found
used in byrelevance
the
their scientific theand
developers. context
Thisof
grey literature
situation and
possible
and “Balanced
inintegration:
“Balanced Automation”
socially, (Camarinha-Matos
technically, (Chen
“Lean Automation”
Automation” (Camarinha-Matos et
et al.,
al., 1995-
economically 1995-
has
has specific
manufacturing
specific
manufacturing
were being and
and significant
systems
significant
systems
limited used byrelevance
evolution
relevance
evolution
their in
towards
in
towardsthe
the
developers. context
context of
“Cyber-Physical
of
“Cyber-Physical
This SMEs’
SMEs’
situation 97)
support
97)
support –
– in
in order
SMEs
order
SMEs in
in to
to socially,
the further
socially,
the further technically,
development
technically,
development and
andand
and economically
adoption
economically
adoption of
of
has specific and significant relevance in the context of SMEs’ and 97) “Balanced
– in order Automation”
to socially, (Camarinha-Matos
technically, and et al., 1995-
economically
manufacturing
Production
manufacturing
Production
has specific systems
Systems”
systems
Systems”
and significant evolution
(cf. digital
evolution
(cf. digital
relevance towards
and
towards
and in smart
smart
the manufacturing
“Cyber-Physical
manufacturing
“Cyber-Physical
context of SMEs’ support
“Autonomation”
support SMEs
SMEs in
in the
the further
solutions
further development
defined as
development and
‘automation
and adoption
solutions
adoption of
manufacturing systems evolution towards “Cyber-Physical 97)
(cf. digital and
“Autonomation”
support – inSMEs orderintothe solutions
socially, defined
further technically, as ‘automation
developmentand adoption of
solutions
andeconomically of
systems)
Production
Production
systems)
manufacturing
Production
in
in the new
new Industry
Systems”
Systems”
the systems
Systems” (cf.
Industry 4.0
4.0 era,
digital
evolution
(cf. digital and
era, assmart
as
towards
and
SME
smart
SME
smart
manufacturing
managers
managers will
manufacturing
“Cyber-Physical
manufacturing with
will “Autonomation”
“Autonomation”
with
support
“Autonomation”
aa human
human
SMEs in solutions
touch’,
solutions
touch’,
the and
and
further
solutions
defined
known
defined
known as
as
as
as
development
defined as
‘automation
“Jidoka
‘automation
“Jidokaand
‘automation
solutions
Systems”
solutions
Systems”
adoption
solutions
in
in
of
systems)
need
systems)
need to in
make
in
to in
Production makethe
the new
well
new Industry
founded
Industry
wellIndustry
Systems” founded 4.0 era,
decisions
4.0decisions
(cf. digital era,
andasas SME
assmart
SMEon managers
the type
managers
on manufacturing
the will
(i.e. with
the
will “Autonomation”
type (i.e. with a
lean human touch’,
manufacturing and
world known
(Ohno, as 1988).
“Jidoka The reason,
Systems” in
we
systems)
need
the new 4.0 era, SME managers will with a human touch’, and known as “Jidoka Systems” in
the leana human touch’,
manufacturing solutions and
world known
(Ohno,
defined as
as 1988).
“Jidoka The
‘automation reason,
Systems”
solutionswe
in
need to
cognitive
cognitive
systems)
need to
make
to in and
make
and
make
well
thephysical)
new
well
founded
wellIndustry
physical) and
founded
founded 4.0decisions
and level (i.e.
decisions
level era,
decisions
on
(i.e.as from
from
SMEon
the
on totally
the
totally type
type
managers
the type
(i.e.
manual
will the
(i.e.
manual
(i.e. strongly
the
strongly
with
the
lean
lean
lean
manufacturing
believe
manufacturing
believetouch’,
a human
manufacturing
that
that an world
world
an and
world
(Ohno,
“Autonomation”
(Ohno,
“Autonomation”
known
(Ohno, as1988).
1988).
“Jidoka
1988).
The
approach
The
approach
The
reason,
can
can serve
reason,
Systems”
reason,
we
we
serve
in
we
cognitive
to totally
cognitive and
and physical)
automatic and
spectrum) level
of (i.e.
automationfrom totally
solutions manual
to(i.e.
be strongly
as aalean believe
stepwise that
that an
believedevelopment and
“Autonomation” adoption approach
strategy can serve
towards
to totally
need
cognitive and physical)
automatic
to make wellspectrum)
physical) and
and level
founded of
level (i.e.
(i.e. from
automation
decisions from totally
on solutions
the type
totally manual
to
manual be strongly
as
the
strongly stepwise
believe development
manufacturing that an world
an “Autonomation”
and(Ohno,
“Autonomation” adoption approach
1988). strategy can
The reason,
approach serve
towards
can we
serve
developed
to
to and/or
totally automatic adopted,
spectrum) and ofonautomation
the proper
proper integration
from solutions to of as
be as aaa stepwise
higher levels ofdevelopment
of automated and
and adoption
andmistake-proofing strategy operations,
towards
to totally
totally automatic
developed
cognitive and/or
and
automatic spectrum)
adopted,
physical) andand
spectrum) of
ofonautomation
level the
(i.e.
automation solutions
integration
totally
solutions to
to be
manual of
be higher
strongly
as stepwise
levels
believe
stepwise development
automated
development and
that an “Autonomation”
and adoptionapproach
mistake-proofing
adoption strategy
strategy towards
operations,
can serve
towards
developed
human
developed
human
to totally and/or
beings
and/or
beings
automatic(cf.
(cf.adopted,
operators)
adopted,
operators)
spectrum) and
and ofon
to
on
to the
their
the
their proper
production
proper
automation production integration
systems
integration
solutions systems
to of
of
be and
higher
higher
and a polyvalent
levels
levels of of automated
“Shojinka”
ofdevelopment
automated and
and (cf.mistake-proofing
multi-task
mistake-proofing and operations,
multi-skill)
operations,
developed and/or adopted, and on the proper integration of as higher a a stepwise
polyvalent
levels “Shojinka”
automated (cf.mistake-proofing
and
and multi-taskstrategy
adoption and multi-skill)
towards
operations,
human
during
human
during beings
their
beings (cf.
digital
(cf. operators)
transformation
operators) and to to their
onjourney
their production
–– as
production they systems
they follow
systems ofaa andworkforce a polyvalent
at the
the SMEs“Shojinka”
shopfloor. (cf. multi-task and multi-skill)
human their
developed beings digital
and/or transformation
(cf.adopted,
operators) to journey
the proper
their as integration
production follow
systems and
and aa polyvalent
workforce
higher at
levels
polyvalent of SMEs “Shojinka”
automated shopfloor.
“Shojinka” and (cf. multi-task
multi-task and
(cf.mistake-proofing and multi-skill)
operations,
multi-skill)
during
maturity
during
maturity
human their
their digital
model.
digital
model.
beings transformation
Therefore,
Therefore,
(cf. operators) SME
transformation
SME to journey
managers
journey
managers
their –– as
face
as
face
production they
the
they
the follow
challenge
follow
challenge
systems aa workforce
workforce at
at the
the SMEs
SMEs shopfloor.
shopfloor.
during their digital transformation journey – as they follow a and workforce a polyvalent
2. AUTOMATION
at the SMEs“Shojinka” (cf.
APPROACHES
shopfloor.
2. AUTOMATION APPROACHES REVIEW multi-task and
REVIEW multi-skill)
maturity
of
of capturing
maturity
capturing
during model.
at
model.
their Therefore,
at each maturity
Therefore,
each
digital maturity SME
SME
transformation stage
stage managers
the
managers
journeyidea–face
the idea of
ofasan
face an the challenge
theappropriate
challenge
appropriate
they follow a workforce
maturity model. Therefore, SME managers face the challenge 2.
2. at the SMEs shopfloor.
AUTOMATION
AUTOMATION APPROACHES
APPROACHES REVIEW
REVIEW
of capturing
type and
of capturing
capturing
type andmodel.
maturity at
level each
at each
level of
each maturity
automation,
maturity
of automation,
Therefore, SMEstage
stage a the
the
a the idea
“Balanced
ideaface
“Balanced
managers of
of anan
anthe appropriate
Automation” In
challenge In this 2.
appropriate
Automation” this section,
AUTOMATION
section, we
we discuss in
in detail
discuss APPROACHESdetail thethe complementarity
REVIEW
complementarity of
of
of at maturity stage idea of appropriate
solution
type
type and (Camarinha-Matos
level of
and(Camarinha-Matos
solution
of capturing level
at each automation,
of automation,
automation,
maturity et al.,
et stage a 1995-97),
“Balanced
al., aa1995-97),
the when
idea when
“Balanced considering
Automation”
considering
Automation”
of anAutomation”
appropriate In In
“Lean this
In this
“Lean 2. AUTOMATION
section,
Automation”
this Automation”
section, we we discuss
and
we discuss
discuss APPROACHES
in
“Balanced detail
in detail
and “Balanced the
Automation”
detailAutomation” REVIEW
complementarity
the complementarity approaches
complementarity
approaches of
of
type and level of “Balanced section, in the of
solution
their
solutionmanufacturing
(Camarinha-Matos
(Camarinha-Matos competitiveness
et
et al., drivers
1995-97), when forAutomation”
flexibility, “Lean
considering towards
In this Automation”cost-efficient and
and“Balanced
human-inclusive
in detailAutomation” approaches
“Autonomation or
their
type and
solutionmanufacturing
level of automation,
(Camarinha-Matos et al.,
al., a1995-97),
competitiveness drivers
“Balanced
1995-97), when
when for considering
flexibility,
considering “Lean
towards
“Lean Automation”
cost-efficient
section,
Automation” and
we discussand
and “Balanced
human-inclusive
“Balanced Automation”
Automation” approaches
“Autonomation
the complementarity approaches or
of
their
quality
their
quality
solutionmanufacturing
improvement,
manufacturing
improvement,
(Camarinha-Matos competitiveness
and productivity,
competitiveness
and productivity,
et al., 1995-97), drivers
but taking
drivers
but taking
when for
for flexibility,
into account
flexibility,
into account towards
Jidoka
towards
Jidoka cost-efficient
Systems”
cost-efficient
Systems” for
for and
and human-inclusive
manufacturing
human-inclusive
manufacturing SMEs.
SMEs. “Autonomation
“Autonomation or
or
their manufacturing competitiveness drivers for considering
flexibility, “Lean towardsAutomation” cost-efficientand and“Balanced
human-inclusive Automation” approaches
“Autonomation or
quality
their
quality
their improvement,
well-known
improvement,
well-known
manufacturing and
economic
and
economic productivity,
limitations
productivity,
limitations
competitiveness but
and
but
and taking
best
taking
drivers bestfor into
use
into
use account
of their
account
of their
flexibility, Jidoka
Jidoka
towardsLean
Lean Systems”
Automation
Systems”
Automation
cost-efficient for
for manufacturing
– is about
manufacturing
–andis about
human-inclusiveSMEs.
applying
SMEs.
applying the
the right
right amount
amount
“Autonomation of
of
or
quality improvement, and productivity, but taking into account Jidoka Systems” for manufacturing SMEs.
human
their
their well-known
operators
well-known economic
(Romero
economic et al.,
limitations
limitations 2015), and
and best
when
best use
use of
of their
progressing
their automation
Lean to a
Automation given – is
task; about
stressingapplying
the the right
robustness, amount
reliabilityof
human
quality operators
improvement, (Romero
and et al.,
productivity, 2015),
their well-known economic limitations and best use of their but when
taking progressing
into account Jidoka Lean Automation – is about applying the right amount of
Lean
automation Automation
to
Systems” a given
for – is
task; about
stressing
manufacturing applying
the
SMEs. the right
robustness, amount
reliabilityof
human
towards operators
unmanned (Romero
manufacturing et al., 2015),
systems. when progressing automation
and simplicity to ofgiven
the
the automation solution (Chen et al., 2010).
human
towards
their operators
unmanned
well-known (Romero
manufacturing
economic et al.,
limitations 2015),
systems. and
human operators (Romero et al., 2015), when progressing automation when
best progressing
use of their automation
and Lean simplicity to aaaofgiven
to
Automation given –task;
task; stressing
stressing
automation
is about
task; stressing the
the robustness,
the
solution
applying robustness,
(Chen
the right
robustness, reliability
reliability
et amount
al., 2010).
reliabilityof
towards unmanned
towards operators
human unmanned(Romero manufacturing
manufacturing 2015), when progressing and
et al.,systems.
systems. and simplicity
automation simplicity to aof the
the automation
ofgiven automation
task; stressing solution
solution (Chen
(Chen et
the robustness, et al.,
al., 2010).
2010).
reliability
towards unmanned manufacturing systems. and simplicity of the automation solution (Chen et al., 2010).
Copyright © 2019
2019 IFAC 915
towards unmanned
Copyright
2405-8963 © 2019, IFAC
IFACmanufacturing
(International systems.
Federation of Automatic Control) and simplicity
915Hosting by Elsevier of Ltd.
the automation solution (Chen et al., 2010).
All rights reserved.
Copyright
Peer review© 2019 IFAC 915
Copyright
Copyright ©under
© 2019 responsibility
2019 IFAC
IFAC of International Federation of Automatic
915Control.
915
10.1016/j.ifacol.2019.11.309
Copyright © 2019 IFAC 915
2019 IFAC MIM
900
Berlin, Germany, August 28-30, 2019 David Romero et al. / IFAC PapersOnLine 52-13 (2019) 899–903
Furthermore, Lean Automation challenges automatic control
systems’ developers with the following solution requirements
according to Jackson et al. (2011): (a) choosing the right level
of automation as well as the right automation solution-type,
(b) developing automation solutions, which are flexible and
reconfigurable in order to adapt to new demands during their
lifecycle, (c) handling complex equipment without being an
expert through intuitive user interfaces, and (d) changing and
implementing changes in a given automation system solution
in an agile way.
Balanced Automation – is about addressing a manufacturing
environment, e.g. a SME shopfloor, with the right combination
of anthropocentric, technocentric and economic approaches,
with the adequate weights, and the achievement of a right
balance between automated, manual and hybrid automation
solutions to design or re-engineer a production system in order
to satisfy different local environment requirements and criteria
(Camarinha-Matos & Afsarmanesh, 1996). Hence, Balanced
Automation solutions represent a true challenge for automatic
control systems’ developers since the development of hybrid
balanced solutions to cope with a variety of automation levels
and manual approaches at the shopfloor is a much more
challenging than developing purely automatic solutions
(Camarinha-Matos & Afsarmanesh, 1997).
Autonomation – was a concept coined by Ohno (1988) in
order to originally describe a type of automation that enables
machines to work harmoniously with their human operators
and features intelligent capabilities by automatically stopping
a process, by man or machine, in the event of an abnormally,
a problem, such as equipment malfunction, quality issues, or
late work (Baudin, 2007). Moreover, Autonomation stresses
the application of usability engineering principles to human-
machine interfaces in order to reduce training costs, enable
the human operators to become multi-skilled, and prevent
mistakes when interacting with automation systems (Baudin,
2007).
3. JIDOKA SYSTEMS EVOLUTION
“Jidoka” stands for both a technique and a system in the lean
manufacturing world (Ohno, 1998). As a technique, ‘Jidoka’
describes a set of automation systems’ design principles
that aim to separate human activity from machine cycles in
order to allow a human operator to attend multiple-machines,
preferably in different types of working in sequence and
as a system, ‘Jidoka’ is a specific system (or sub-system) in
a machine that detects abnormalities and further controls
feedback by means of “Andon” alarms (Baudin, 2007).
First Generation Jidoka Systems, or ‘Jidoka 1.0 Systems’,
were characterised by mechanical gadgets, known as “Poka-
Yokes” in the lean manufacturing jargon, capable of detecting
an undesired or an abnormal state in a manufacturing process,
and stop it so as not to produce a defective product. Later on,
Second Generation Jidoka Systems, or ‘Jidoka 2.0 Systems’,
were upgraded and characterised by the addition of an “Andon”
visual and/or audio alarm features in order to effectively notify
human operators about a quality or a process problem in a
manufacturing process. With the advancement of operational
technologies, a Third Generation Jidoka Systems, or ‘Jidoka
3.0 Systems’, emerged. These systems are characterised by
new hardware- and software-enabled features capable of not
only detecting, but supporting human operators in the fault
916
diagnosis of the problem at hand by means of analog and
digital sensor signals processing and error code lists, also
known – ‘Jidoka rules’. Currently, with the emergence of
the Industry 4.0 technologies (viz. IoT, CPS, Edge), a Fourth
Generation Jidoka Systems, or ‘Jidoka 4.0 Systems’, has
started to arrive to the shopfloors characterised by diverse
software and hardware components such as sensors,
actuators, controllers and advanced analytic capabilities able
now to early-detect and diagnose a problem, and in some
cases correct it before it actually occurs.
4. DEVELOPING A POLYVALENT “SHOJINKA”
WORKFORCE AND INCREASING AUTOMATION
BY MEANS OF JIDOKA SYSTEMS
An “Autonomation” approach can be seen as a more affordable
approach for SMEs digital transformation, and can allow at
the same time an up-skilling and/or re-skilling phenomenon
at their workforce due to a ‘balanced combination’ of full
automation and autonomation at their manufacturing cells
and production lines, where: (a) ‘automation’ – can takeover
already standardized manufacturing processes with low-
probabilities of abnormality, and (b) ‘autonomation’ – can
assist operators and automatic control systems’ developers
in the standardization and gradual full automation of still
unstable processes with semi-automation solutions, allowing
humans to be assisted by smart gadgets (e.g. “Digital Poka-
Yokes”), and Jidoka Systems to be progressively perfected
in a human-machine mutual learning process. Such ‘mutual
learning’ (see Ansari et al., 2018a) will result in well-designed
automation systems, addressing the “Ironies of Automation”.
It will enable cooperation between ‘automation systems’ and
‘human operators’ in a balanced automation manufacturing
environment (e.g. a SME shopfloor) and facilitate the creation
of a competent workforce with ‘multi-skills’ for detecting,
investigating and eliminating wrong techniques, unaccepted
operation variations, raw materials defects, and machine and/
or human errors in manufacturing operations.
4.1 Autonomy and Learning in Human-Machine Systems
According to Vanderhaegen (2010), the control of autonomy
and the possibility of ‘mutual learning’ in human-machine
systems, such as Jidoka Systems, requires the application of
two main knowledge and automation management strategies.
The first strategy refers to and it is based on the management
of “static knowledge” – defined as ‘know-how’ that relates to
the knowledge already in the human-machine system (i.e. its
Jidoka rules). It controls the optimal balancing between the
decisional autonomy of human operators and the automated
(machine) system in order to make the global human-machine
system autonomous. The second strategy refers to and it is
based on the management of “dynamic knowledge” – defined
as ‘know-how-to-cooperate’. It makes cooperation activities
such as human-machine mutual learning possible, allowing to
control dynamically the autonomy of a given human-machine
system by the other sub-systems. Namely, the Autonomation
sub-system responsible to manage the autonomy of the machine
sub-system in case of automation degradation or new abnormal
situations, and in such cases, alerting and transferring control
to the human operator, including the available information at
the machine about the problem at hand (e.g. via incorporated
troubleshooting support tools). This in order to support the
2019 IFAC MIM
Berlin, Germany, August 28-30, 2019 David Romero et al. / IFAC PapersOnLine 52-13 (2019) 899–903
human operator in detecting, investigating and eliminating
the issue. And the Automation sub-system itself with the
‘autonomisation capabilities’ of auto-learning (e.g. machine
learning) about the problem at hand (self-diagnosis) and
solving it based on same and/or similar error occurrences
troubleshooting solutions.
4.2 Better Human-Machine Interfaces for Mutual Learning
Human-Centred Automation is defined as automation designed
to work cooperatively with human operators in pursuit of stated
objectives (Billings, 1996) – such as human-machine mutual
learning in the case of modern Jidoka Systems. Thus, Human-
Centred Automation emphasizes that automation functionality
should be designed to support human performance and human
understanding of the automation sub-system in human-machine
systems. In order to do so, Human-Automation Interaction, or
cooperation, is needed and is defined as the way human
operators control and receive information from an automation
(sub-)system, and how an automation (sub-)system receives
and processes inputs from the human operators (Sheridan &
Parasuraman, 2015). Moreover, Human-Machine Interfaces are
defined as interfaces that allow user inputs to be translated into
signals for machines, and machines in turn to provide required
results to the user, the human operator, ranging from knowledge
discovery to information visualizations in multiple forms (e.g.
digital dashboards, augmented reality, virtual reality) (Sheridan
& Parasuraman, 2015).
Within modern Jidoka Systems, Human-Machine Interfaces
should be designed and engineered as innovative ‘feedback
sub-systems’ capable of facilitating the mutual learning of
humans and machines. According to Ansari et al. (2018a), new
and improved Industrial Internet of Things (IIoT) sensors
(viz. delay, proximity, vibration, pressure, torque and angle,
humidity, temperature, voltage, caliper, current, liquid level,
flow, RFID, machine vision, etc.), and Artificial Models and
Computational Algorithms can facilitate different machine
learning approaches based on: (a) supervised algorithms –
which “assume that their training examples are classified
or labelled (i.e. learning relationships between a set of
descriptive features and a target feature are predefined)”,
(b) unsupervised algorithms – which “training examples are
unclassified (i.e. learning relationship are not predefined)”,
(c) semi-supervised algorithms – which “use unlabelled data
with a small amount of labelled data to improve learning
accuracy”, and (d) reinforcement algorithms – which “employ
different scenarios for discovering the greatest reward action
in a trial-and-error process by collecting feedback from
the environment” (see Fürnkranz et al., 2012), and machine
learning strategies based on (a) information-based learning
– “employing concepts from information theory to build
models (e.g. decision trees)”, (b) similarity-based learning –
building a model based on similarities between objects or
past and forthcoming occurrences (e.g. K nearest neighbour)”,
(c) probability-based learning – “building a model based on
measuring how likely it is that some event will occur (e.g.
Bayesian network)”, and (d) error-based learning – “building
model based on minimising the total error through a set of
training interfaces (e.g. multivariable linear regression) (see
Kelleher et al., 2015). While novel cyber-physical interactive
devices merging the cyber- and the physical- worlds, such as
Augmented Reality, Virtual Reality and Haptic technologies,
917
901
can facilitate the learning and training of the human operator
in human-machine mutual learning systems (e.g. Digital
Assisting Systems – see Hold et al., 2017). The great
advantage of using Augmented Reality for learning and/or
training is that human operators can interact with the real
world ‘physical’ objects and simultaneously access virtual
(real-time) information for guidance in their field-of-work and
field-of-view (see Webel et al. 2013). Furthermore, Virtual
Realty offers a three-dimensional and interactive environment,
which provides enhanced visualization, interactivity and free
exploration of complex 3D-objects and their environment (Li
et al., 2003). Therefore, enabling human operators to better
understand, e.g. maintenance and troubleshooting procedures
of a machine tool in safe environment (see Bao et al., 2018).
In addition, Haptic Technologies can assist human operators
with ‘haptic hints’ (vibration stimuli) for task comprehension
in both realities environments. Moreover, these technologies
and their devices can support ‘lean practices’ such as: Just-in-
Time (JIT) information provision, Total Quality Management
(TQM), and Total Productive Maintenance (TPM) (see Mora
et al, 2017; Romero et al., 2018; Romero et al., 2019).
5. EXEMPLARY CASE
Due to the Fourth Industrial Revolution, SMEs face the need
of an upgrading process towards developing and integrating
Machine Tools 4.0 (Xu, 2017), Human-Machine Interfaces 4.0
(Papcun et al., 2018), and human Operators 4.0 (Romero et al.,
2016a, 2016b). In order to facilitate this upgrading process in
an affordable way for SMEs, Jidoka Systems, understood as
a technique and a system as well as a sustainable automation
and learning approach, will guide the ‘retrofitting’ of machine
tools and manufacturing cells at SMEs’ shopfloors in order
to increase their self-awareness, self-maintenance, and self-
optimisation capabilities.
While upgrading machine tools and manufacturing systems
is not novel in itself, and is done on a regular basis across
industries, using Jidoka as a guiding principle can help to
eliminate unnecessary complexity and/or expenses while at
the same time ensuring the envisioned return of investment
on integrated ‘automation’ and ‘autonomation’ solutions. In
the following, we will briefly discuss an exemplary case of
upgrading (retrofitting) a CNC machine tool using the Jidoka
principle.
In case the of a CNC machine tool, we are interested in
identifying and predicting potential issues before they occur.
This is in line with a ‘predictive maintenance’ framework.
In this situation, we focus not only on the capability, but also
on the cost, complexity, and ‘ease-of-use’. One common issue
for CNC machine tools is the prediction of tool-wear (e.g. see
Sezer et al., 2018). Changing the tool too late, the wear can
cause quality issues for the products manufactured. Changing
it too early implies that we waste valuable manufacturing
resources. While for large batch-size production, experience-
or model-based tool-wear predictions are available, this is not
the case for a highly-flexible production (small batch-size) that
we commonly find on SMEs’ shopfloors. However, in those
cases, the tool-wear is a highly desirable information input
to ultimately reduce resulting scrap parts and other quality
problems.
2019 IFAC MIM
902
Berlin, Germany, August 28-30, 2019 David Romero et al. / IFAC PapersOnLine 52-13 (2019) 899–903
Using the Jidoka principle, we first utilize the information
that is available in the machine tool. In the case of modern
CNC machine tools, several sensor readings of e.g. tool-path,
dynamometer readings, etc. are available. When access to this
information is an issue, installing a single board computer
(e.g. Arduino, Beagle-bone, or Raspberry-pi) based ‘bridge’
to access and communicate the sensor readings from the PLC
to a cloud-based system is a first step. Following, we can
analyse the behaviour and develop a machine learning based
tool-wear prediction algorithm that is solely based on the
already included sensors (e.g. Lenz et al., 2018). If that is not
possible for reasons such as missing sensors in the machine
tool, we can additionally utilize low-cost additional sensors
(e.g. the aforementioned vibration sensor or acoustic sensors)
to augment the original readings. The single board computer
can be used to combine the two incoming readings. Once
we have a working tool-wear prediction model, we create
information on the current system state. If this state deviates
from the target, an action must be taken. An essential element
of ‘cyber-physical systems’ is their capability to take action
by themselves, so freeing the human operator from simple,
repetitive tasks. For example, tool-wear can be automatically
adjusted or the tool automatically replaced. Only when action
is of high importance, as indicated by different pre-established
trigger levels (see Zhang et al., 2018), the human operator must
intervene. In this case, the interaction between the information
system and the human operator is crucial. We need to ensure
that the tool-wear prediction is put in context of the production
plan (a.k.a. can the next part be safely manufactured with a
high probability?), the maintenance resources (a.k.a. do we
have capacity and replacements available when the change
needs to happen?), and first and for most include this
information in the workflow of the human operators. Here,
Augmented Reality glasses are a possible approach, however,
a simple text-based system (e.g. a SMS to a mobile phone)
directly pushing the notification to the human operators’
handheld devices is already a significant step forward.
6. DISCUSSION
Based on the literature review and field-research (cf. Gemba
walks) conducted for writing this paper, it was striking to found
out how Jidoka, as one of the two pillars of Toyota Production
System (TPS), has been limited studied and merely reduced to
the single idea of “stopping a process, when an abnormality
has been detected, so processing defects can be avoided”.
Jidoka is much more than “error catching”, it is an essential
principle, a method to create a ‘learning organisation’ able
to continuously improve the quality of its (manufacturing)
operations and develop a conscious and continuous learning
system in its workforce.
Such learning system, at organisational and individual level,
supports ten of the ten fundamental skills needed to work at
todays and future manufacturing environments, according to
the World Economic Forum report on “Future of Jobs – The 10
skills you need to thrive in the Fourth Industrial Revolution”
(WEF, 2016): (1) complex problem solving and (2) critical
thinking – since in a Jidoka process, once a problem has been
identified at its site (cf. Genchi Genbutsu), it will be deeply
analysed (e.g. using the Five Whys tool) and solved with a
countermeasure intended to permanently eliminate the root-
cause of the problem; (3) creativity and (4) cognitive flexibility
918
– since Poka-Yokes systems design, part of Jidoka Systems,
requires science, but also art, in order to create innovative
solutions to detect and avoid errors; (5) people management,
(6) coordinating with others and (7) negotiation – since a
Jidoka process calls for bringing together all problems and
their potential solutions to all those affected to gather their
ideas and get agreement on a solution (cf. Nemawashi);
(8) judgment and decision-making – since a Jidoka process
involves making a conscious decision between ‘automation’
and ‘autonomation’; (9) emotional intelligence – since Jidoka
respects the people and recognises human capability within
an automation system; and (10) service orientation – since
Jidoka Systems serve both internal and external customers,
since ‘autonomation’ gives human operators more time to
focus on high value-added activities and (external) customers
products with superior quality.
As a final point, human-centred automation systems, such
as Jidoka Systems, together with the advances of Industry 4.0
technologies, will result in better human-machine cooperation
systems characterized by cyber-physical-social interactions,
knowledge exchange, and reciprocal learning, which we can
refer to as “Jidoka 4.0 Systems” (Ansari et al., 2018b).
7. CONCLUSIONS
From an Automation perspective, and a Lean Automation view,
employing modern Jidoka Systems effectively can allow SMEs
to tackle the waste(s) of making defective products, and support
the needed automation flexibility to enable a competitive high-
mix, low-volume production, and from a Balanced Automation
view, Jidoka Systems can help SMEs managers to strategically
manage their limited financial investment for automation due
to economic and workforce constraints during their digital
transformation journey towards SMEs 4.0. Moreover, from
a Learning perspective, and an Autonomation view, modern
Jidoka Systems will enable a ‘continuous improvement’ of
SMEs manufacturing systems’ flexibility, production quality,
and productivity, and a ‘continuous learning’ of the workforce,
since Jidoka Systems aim to develop and enhance human
capabilities, rather than their immediately replacement for
full automation solutions. Thus, allowing SMEs to rise the
complexity of their manufacturing systems at the same time
they rise the qualifications of their workforce.
In this paper, we have advocated for a gradual introduction
of full automation operations of formerly manual functions
in order to allow the workforce to drive the change towards
semi-automated and/or fully-automated processes based on
their manufacturing processes knowledge. Through a gradual
development and/or adoption of Jidoka Systems, instead of
adopting directly full automation solutions, we believe SMEs
can found a sustainable approach to support learning in their
workforce, streamline their manufacturing processes and boost
their productivity in an affordable way.
REFERENCES
Ansari, F.; Erol, S. and Sihn, W. (2018a). “Rethinking Human-Machine
Learning in Industry 4.0: How Does the Paradigm Shift Treat
the Role of Human Learning?”, Procedia Manufacturing:
8th Conference on Learning Factories - Advanced Engineering
Education & Training for Manufacturing Innovation, Vol. 23,
pp. 117-122.
2019 IFAC MIM
Berlin, Germany, August 28-30, 2019 David Romero et al. / IFAC PapersOnLine 52-13 (2019) 899–903
Ansari, F.; Khobreh, M.; Seidenberg, U. and Sihn, W. (2018b). “A
Problem-Solving Ontology for Human-Centered Cyber Physical
Production Systems”, CIRP Journal of Manufacturing Science and
Technology, Vol. 22, pp. 91-106.
Bainbridge, L. (1983). “Ironies of Automation”, Automatica, Vol. 19,
No. 6. pp. 775-779.
Baudin, M. (2007). “Working With Machines: The Nuts and Bolts of
Lean Operations with Jidoka”. New York: Productivity Press.
Baxter, G.; Rooksby, J.; Wang, Y. and Khajeh-Hosseini, A. (2012).
“The Ironies of Automation… Still Going Strong at 30?”, 30th
European Conference on Cognitive Ergonomics, pp. 65-71.
Billings, C.E. (1996). “Aviation Automation: The Search for a Human-
Centered Approach”, CRC Press.
Bao, Z.; Wang, Y.; Yang, Z.; Zhu, C. and Jin, C. (2018). “Design on the
Virtual Maintenance Training System of Some-Type Equipment
Based on the Virtual Reality”, International Conference on Man-
Machine-Environment System Engineering, Lecture Notes in
Electrical Engineering, Vol. 527, pp. 479-487.
Camarinha-Matos, L.M. and Afsarmanesh, H. (1995). “Introduction:
Towards Balanced Automation”, Balanced Automation Systems:
Architectures and Methods, Springer, pp. xi-xii.
Camarinha-Matos, L.M. and Afsarmanesh, H. (1996). “Introduction:
Implementation Challenges for Balanced Automation”, Balanced
Automation Systems II: Implementation Challenges for
Anthropocentric Manufacturing, Springer, pp. xiii-xiv.
Camarinha-Matos, L.M.; Rabelo, R. and Osório, L. (1997). “Balanced
Automation”, in Management and Control of Manufacturing
Systems, S.G. Tzafestas (Ed.), Springer-Verlag, pp. 376-413.
Chen, H.; Lindeke, R.R. and Wyrick, D.A. (2010). “Lean Automated
Manufacturing: Avoiding the Pitfalls to Embrace the Opportunities”,
Assembly Automation, Vol. 30, Issue 2, pp. 117-123.
Eason, K. (2001). “Changing Perspectives on the Organizational
Consequences for Information Technology”, Behaviour &
Information Technology, Vol. 20, Issue 5, pp. 323-328.
Fürnkranz, J.; Gamberger, D. and Lavrač, N. (2012). “Foundations of
Rule Learning”, Springer Science & Business Media, pp. 4-8.
Hold, P.; Erol, S.; Reisinger, G. and Sihn, W. (2017). “Planning and
Evaluation of Digital Assistance Systems”, Procedia Manufacturing:
7th Conference of Learning Factories, Vol. 9, pp. 143–150.
Jackson, M.; Hedelind, M.; Hellstrӧm, E.; Granlund, A. and Friedler, N.
(2011). “Lean Automation: Requirements and Solutions for
Efficient Use of Robot Automation in the Swedish Manufacturing
Industry”, International Journal of Engineering Research and
Innovation, Vol. 3, Issue 2, pp. 36-43.
Kelleher, J.D.; Mac Namee, B. and D'Arcy, A. (2015). “Fundamentals
of Machine Learning for Predictive Data Analytics: Algorithms,
Worked Examples, and Case Studies”, MIT Press, pp. 1-3, 17, 117,
179, 247, 323.
Lenz, J., Wuest, T. and Westkaemper, E. (2018). “Holistic Approach to
Machine Tool Data Analytics”, Journal of Manufacturing Systems,
Vol. 48, pp. 180-191, DOI: 10.1016/j.jmsy.2018.03.003.
Li, J.R.; Khoo, L.P. and Tor, S.B. (2003). “Desktop Virtual Reality for
Maintenance Training: An Object Oriented Prototype System
(V-REALISM)”, Computers in Industry, Vol. 52, Issue 2, pp. 109-
125.
Mora, E.; Gaiardelli, P.; Resta, B. and Powell, D. (2017). “Exploiting
Lean Benefits Through Smart Manufacturing: A Comprehensive
Perspective”, The Path to Intelligent, Collaborative and Sustainable
Manufacturing, Lödding, H. et al. (Eds.), IFIP, APMS, AICT 513,
Part I, Springer, pp.127-134.
Ohno, T. (1988). “Toyota Production System – Beyond Large-Scale
Production”. Productivity Press.
Papcun, P.; Kajáti, E. and Koziorek, J. (2018). “Human-Machine
Interface in Concept of Industry 4.0”, World Symposium on
Digital Intelligence for Systems and Machines, pp. 289-296.
919
903
Romero, D.; Noran, O.; Stahre, J.; Bernus, P. and Fast-Berglund, Å.
(2015). “Towards a Human-Centred Reference Architecture for
Next Generation Balanced Automation Systems: Human-
Automation Symbiosis”, Innovative Production Management
towards Sustainable Growth, Service, Manufacturing and Resilient
Value Chain, S. Umeda et al. (Eds.), IFIP, AICT 460, Part II,
Springer, pp. 556-566.
Romero, D.; Bernus, P.; Noran. O.; Stahre, J. and Fast-Berglund, Å.
(2016a). “The Operator 4.0: Human Cyber-Physical Systems &
Adaptive Automation towards Human-Automation Symbiosis
Work Systems”, Production Management Initiatives for a
Sustainable World, Nääs, I. et al. (Eds.), IFIP, AICT 488, Springer,
pp. 677-686.
Romero, D.; Stahre, J.; Wuest, T.; Noran, O.; Bernus, P.; Fast-Berglund,
Å. and Gorecky, D. (2016b). “Towards an Operator 4.0 Typology:
A Human-Centric Perspective on the Fourth Industrial Revolution
Technologies”, International Conference on Computers & Industrial
Engineering, Tianjin, China, pp. 1-11.
Romero, D.; Gaiardelli, P.; Powell, D.; Wuest, T. and Thürer, M. (2018).
“Digital Lean Cyber-Physical Production Systems: The Emergence
of Digital Lean Manufacturing and the Significance of Digital
Waste”. Part I, IFIP AICT 535, pp. 11-20.
Romero, D.; Gaiardelli, P.; Powell, D.; Wuest, T. and Thürer, M. (2019).
“Total Quality Management and Quality Circles in the Digital Lean
Manufacturing World”. In APMS Conf. Proceedings: Towards
Smart Production Management Systems, Springer, TO APPEAR.
Sheridan, T.B. and Parasuraman, R. (2015). “Human-Automation
Interaction”, Reviews of Human Factors and Ergonomics, Vol. 1,
Issue 89, pp. 89-129.
Sezer, E.; Romero, D. Guedea, F.; Macchi, M. and Emmanouilidis, C.
(2018). “An Industry 4.0-enabled Low Cost Predictive Maintenance
Approach for SMEs: A Use Case Applied to a CNC Turning Centre”,
24th International ICE-Conference on Engineering, Technology
and Innovation, pp. 1-8, DOI: 10.1109/ICE.2018.8436307.
Strauch, B. (2017). “Ironies of Automation: Still Unresolved After All
These Years”, IEEE Transactions on Human-Machine Systems,
Vol. 48, Issue 5, pp. 419-433.
Vanderhaegen, F. (2010). “Autonomy Control of Human-Machine
Systems”, IFAC Proceedings Volumes: 11th IFAC/IFIP/IFORS/
IEA Symposium on Analysis, Design, and Evaluation of Human-
Machine Systems, Vol. 43, Issue 13, pp. 398-403.
Webel, S.; Bockholt, U.; Engelke, T.; Gavish, N.; Olbrich, M. and
Preusche, C. (2013). “An Augmented Reality Training Platform for
Assembly and Maintenance Skills”, Robotics and Autonomous
Systems, Vol. 61, Issue 4, pp. 398-403.
WEF – World Economic Forum (2016). “Future of Jobs – The 10 skills
you need to thrive in the Fourth Industrial Revolution”.
https://www.weforum.org/reports/the-future-of-jobs
Xu, X. (2017). “The Path to Intelligent, Collaborative and Sustainable
Manufacturing”, International Journal of Advanced Manufacturing
Systems, Vol. 92, 1983-1900.
Zhang, K.; Qu, T.; Zhou, D.; Thürer, M.; Liu, Y.; Nie, D.X.; Li, C.D.;
and Huang, G.Q. (2018). “IoT-enabled Dynamic Lean Control
Mechanism for Typical Production Systems”, Journal of Ambient
Intelligence and Humanized Computing (in print).