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发表于:2007-9-23 14:20
标题：A Snapshot of Jidoka or 自働化
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Jidoka or自働化 is regarded as one of the two pillars of the Toyota Production System (TPS). Compared with JIT, it’s also the less known pillar of TPS. There was some misunderstanding or confusion of Jidoka (Womak and Jones is believed to have only unveiled the JIT pillar of TPS when they first introduced “Lean Thinking” ) while at present great attention still needs to be paid to some of the key points of Jidoka.
l Jidoka is a “Quality Built-in Process”
² “Quality is built” vs “Quality is inspected”
Though the original meaning of Jidoka is automation, it’s actually a quality control process. The key is to build things right at first time, or what I call the “quality is built” approach. In other words, to design quality into the process by controlling the inputs, greatly contrasted with the dominating western approach that controls the outputs of the process and then reacts to any non-conformances, which is basically a “quality is inspected” approach.
² Automation vs Autonomation
Automation is believed to reduce the number of labor, and is often used to get rid of labor, which is in effect regarded as a burden instead of the most important resources as claimed by most companies, forgetting the fact that automation also increases technicality, which makes it more dependent upon more expensive labor (thus people are not separated from machines).
Compared with Automation, autonomation or “automation with a human touch” takes full use of human resources. As a result, average people often produce outstanding outcomes. This is the secret of what is so called “low cost automation”. The graphics shown below further depicts how Jidoka evolved (Jidoka in Japanese language and Jidoka in Toyota).
² Line stoppage Jidoka
If Jidoka is just a quality control process, the TPS might not be as powerful as it is. The core of Jidoka is the “line stoppage culture”, namely, workers are encouraged to stop the whole line when an abnormality is witnessed. This helps explain why lean manufacturing in other companies is less effective than what is doing in Toyota.
The “line stoppage” Jidoka is the cream of the concept of Jidoka. To be more specific, machines are designed as such that if a problem arises they are intelligent enough to detect the problem on their own and stop eliminating
Ø the possibility of automatically producing a great number of defective products
Ø the necessity of human’s supervision over the running of those machines thus separating people from machines that are able to automatically manufacture high quality products.
Later, the line stoppage Jidoka is also extended to refer to the practice of stopping a manual process when something goes wrong.
Besides, those machines are also so smartly designed that they automatically stops once the pre-defined right quantity is counted preventing overproduction, one of the famous seven wastes.
The Attached graphics further helps us have a better understanding of the term of Jidoka:
l Andon and Poka-Yoke are closely linked to Jidoka
On Toyota’s official website, Jidoka is depicted as “highlighting / visualization of problems”. This implies that andon or “a problem display system” facilitate the “defect detecting” process. As problems are visualized and they can hide nowhere, “zero defects” is thus guaranteed, creating an important pre-condition of implementing JIT.
A closer look at the graphic presentation of the concept of Jidoka shown above, It’s not difficult to find that Poka-Yoke or fool-proofing or mistake-proofing is used to remove the root cause of a problem highlighted by andon thus making it difficult or impossible to occur again.
In short, enhanced by andon and Poka-Yoke, Jidoka helps Toyota incorporate improvements into the standard workflow and makes “continuous improvements” or “Kaizen” part of Toyota’s DNA, and transforms Toyota into a learning organization where workers are effective problem solvers instead of being indifferent to problems until they are looming ahead.
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