Jidoka

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 Toyota Production
System (TPS)

“All About the People”

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 Goal of TPS

• Cost reduction
• Improvement of
productivity

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 Technical Elements of
TPS

• Kanban
• Just-in-time
• Small lot delivery
• Jidoka or quality in the process
• Heijunka or leveling of demand
• Visual control
• 5S or clean, orderly worksites

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 Focus on Jidoka

Automation with “human”

intelligence

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 Jidoka’s Purpose

• Increase quality
• Lower costs
• Improve customer
relations
• Shorten delivery time

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 What does Jidoka do?

• Adds human judgment to

automated equipment
• Minimizes poor quality
• Makes the process more
dependable

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 Founder of Jidoka

Taiichi Ohno

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 Eliminate Waste

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 Production System

Two Structural
Features

• Just-in-time
• Jidoka

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 Developed Due to:

• Overproduction
• Wasted time at the machine
• Waste in the transportation
units
• Waste in processing
• Waste in inventory

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 Jidoka Gives the
Employee

• Responsibility
• Authority to stop
production

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Employee Responsibility

• Help solve problems

• To make decisions that affect
them
• Be accountable for their work
• Improve productivity

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 Daily Activities

• Working in dangerous operations

• Physical labor
• Repetitive labor
• Continually rotating jobs

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

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 Prevention Techniques

• Poka-yoke
• Andons

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 Poka-yoke

Used for
– visual control of quality
– to prevent defects from
happening

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 Andons

• Red - line stoppage

• Yellow - call for help
• Green - normal operation

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 When Andons Go Off

• Assembly line is stopped

• Management is summoned
– supervisors
– maintenance personnel
– engineers

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 Other Visual Controls

• Kanbans
• Standard operation
sheets
• Process control charts
• Tool boards

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 Problems Recorded

• Easels
• Worksheets

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 Daily Exercises

• Time is reserved to go over problems

• Work on solving the problems for
future quality

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 Example of Jidoka
Toyota power loom

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 Problem

• Shuttlecocks would stick

• Created defects in cloth being
produced
• Produced unacceptable quality
• Costs increased

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 Solution

• Developed a stopper
• Turned automation
into atonomation

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 End Result

• Reliable system
• Cheaper to operate
• Improved quality

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 Objectives of Jidoka

• Ensure top quality

• Prevent equipment
breakdowns
• Better use of manpower

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 Jidoka’s Ultimate Goal

Quality

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 Readings List

Automotive Manufacturing & Production, July 2001,

v113 i7 p64.
Doing Business in and with Japan. New York:
American Management
Association, Inc., 1969.
Economist, 10/17/92, Vol. 325 Issue 7781, Survey of
car industry, p5.
Hay, Edward J. The Just-In-Time Breakthrough. Rath
& Strong, Inc.: John Wiley & Sons, Inc., 1988.

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 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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