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Jidoka

Jidoka. “All About the People”. Toyota Production System (TPS). Goal of TPS. Cost reduction Improvement of productivity. Technical Elements of TPS. Kanban Just-in-time Small lot delivery Jidoka or quality in the process Heijunka or leveling of demand Visual control

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Jidoka

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  1. Jidoka

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

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

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

  5. Focus on Jidoka Automation with “human” intelligence

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

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

  8. Founder of Jidoka Taiichi Ohno

  9. Eliminate Waste

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

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

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

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

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

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

  16. Prevention Techniques • Poka-yoke • Andons

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

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

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

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

  21. Problems Recorded • Easels • Worksheets

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

  23. Example of Jidoka Toyota power loom

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

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

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

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

  28. Jidoka’s Ultimate Goal Quality

  29. Readings List Automotive Manufacturing & Production, July 2001, v113 i7 p64. Doing Business in and with Japan. New York: American Management Association, Inc., 1969. Economist, 10/17/92, Vol. 325 Issue 7781, Survey of car industry, p5. Hay, Edward J. The Just-In-Time Breakthrough. Rath & Strong, Inc.: John Wiley & Sons, Inc., 1988.

  30. Continued Reading List The Financial Times, December 13, 2001, p13. Imai, Masaaki. Kaizen. New York: McGraw-Hill, Kaizen Institute, 1986. Industrial Management & Data Systems, July-August 1997 v97 n7-8 o274(6). Management Review, June 1997, v86 i6 p36. Sepehri, Mehran. Just-In-Time, Not Just In Japan. American Production & Inventory Control Society, Inc., 1986. Togo, Yukiyasu & Wartman, William. Against All Odds. New York: St. Martin’s Press, 1993.

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