JIDOKA

Manufacturing systems
analysis and improvement
Jidoka (Autonomation, according to Ohno)
Jidoka
Autonomation Automation with a human touch (Ohno)
Machines can work autonomously, not in the sense of their capacity
to work unattended, but in the sense of being able to stop in the
case of abnormal conditions

The main goal is to prevent the multiplication of defects

and their passage to subsequent processes

Conceptually, it is part of the idea of building quality into

the process
Jidoka
The production of defects is avoided through the use of:
Machines equipped with

Sensors for the detection of abnormal conditions

Automatic stopping devices

Safety devices

Mistake-proofing systems

Fixed-position stopping, or stopping the production line when a

problem is detected
The concept of the full-work system, ensuring that there is no
overproduction, and hence the mass production of defects
Jidoka
The Jidoka concept involves the application of several
techniques:
Poka-yoke mechanisms and systems
Visual control systems, specifically Andon
Stopping of the production line and application of 5 Whys to find
problem root causes

http://www.lean.org/lexicon/jidoka
POKA YOKE
Poka-Yoke
The Poka Yoke concept was developed by Shigueo
Shingo in order to improve inspection activities and
guarantee 100% quality in manufactured parts leading to
processes that would produce Zero Defects
It refers to physical and visual tools that are used to avoid
errors, thus reducing defect rates and improving the
efficiency of all equipment.
Should be used in conjunction with inspection at the
source in order for both techniques to be effective.
Defects
There are 2 attitudes for dealing with defects

Mistakes are inevitable

This attitude accepts that mistakes will always occur and
therefore it is useless to try to eradicate them

Errors can be eliminated

This attitude assumes that mistakes can be reduced or
eliminated and therefore encourages action to reach those goals
Defects
Product inspection is carried out to prevent the customer
receives defective products.

Inspection and Quality Control

In principle, any process generates defective products.
The goal of all quality control systems to reduce the number of
defective parts.

There are 2 types of defects:

Isolated (such as cracks or fractures in the product)
Sequential (repetitive)
Inspection and Quality Control
There are different types of inspection may be classified
as follows:
Total (100%) vs Partial (from a sample)
Quantitative (number) vs Qualitative (appearance)
Based on measures vs Based on functional tests
Sensory (senses) vs Physics (use of equipment)
Subjective (operator) vs Objective (another person)
Internal (in the process) vs. External (separate process)

In all cases the inspection must be able to detect defects,

which should lead to taking corrective action
Inspection and Statistical Quality Control
In principle, the only way to ensure quality is the
inspection of all manufactured products.
However this product requires too much time and is not reliable.

The alternative is to use Statistical Quality Control

techniques which evaluate a sample and, based on the
number of defects found, the decision to accept or reject a
lot is taken.
This method accept a percentage of defects, although the amount
of these defects is supposed to be low.
Nevertheless, for the consumer, one single defect is too much.
From Statistical Quality Control to Zero Defects
In companies usual practice:
Statistical control does not guarantee the quality of all products.
Feedback that can be used to take corrective action is slow or non-
existent.

Therefore, Shigeo Shingo proposed two methods to avoid

these problems and reach the Zero Defects goal:
100% inspection to eliminate the possibility of defects
Accelerating feedback through a self-check in which production
workers check the parts they produce, and through subsequent
revision systems.
Strategies for Zero Defects
Strategies to ensure the identification of defects and
reach Zero Defects
Not to manufacture parts or products that are not needed.
This limits the opportunity to produce defects
Allows faster defects identification and obtaining quick feedback

Introducing safeguards in the production process using poka-yoke,

automation and standardization of work.

Making sure that the product is used immediately.

Poka-Yoke
Defect classes
These defects are caused by human error
Defects caused by tooling
Cause: Tooling was not changed in time
Defects caused by machinery
Cause: Neglect of regular machine inspections
Defects caused by processing errors
Cause: Confusion of pieces or parts
Poka-Yoke
Error classes
Almost all defects are caused by human error
Error
1. Forgetfulness
2. Errors due to lack of knowledge
3. Identification errors
4. Errors due to lack of experience
5. Voluntary errors
6. Distraction caused errors
7. Errors due to slow processing
8. Errors due to lack of standards
9. Lack of maintenance
10. Intentional errors
Safeguard
Alerting operators or review at regular intervals
Training, early verification, process standardization
Training, attention and vigilance
Training, standardization of work
Basic education and experience
Attention, discipline, work standardization
Training, standardization of work
Standardization of work, work instructions
Total Productive Maintenance, standardization of work
Fundamental education, discipline
 Poka-Yoke
Causal relationships between human errors and defects

Distraction
Intentional

experience
Lack of
identification
No

Voluntary

Slowness
ness
Forgetful

maintenance
Lack of

Surprise
knowledge
Lack of
Human error

Causes of defects
Omitted process
Process errors
Errors while mounting parts in
machines Connection
strong
Omitted parts
Wrong parts
Connection
Processing wrong parts
Faulty operation
Adjustment error
Equipment not properly
mounted
Badly prepared tools and
templates
Source: Shimbun, N. K., (1991) Poka-Yoke: Improving product quality by avoiding the defects,
Ed. Technology and Production Management
Defect prevention with Poka Yoke
Most human errors occur through carelessness or
distraction.
Poka-yoke mechanisms help build quality into the process
and avoid defects even when careless mistakes are made
Useful examples of poka-yoke
Guiding blocks of different sizes
Error detection and alarms
Limit and correct placement switches
Counters
Checklists
Defect prevention with Poka Yoke
Defect prevention with Poka Yoke
Defect prevention with Poka Yoke
A defect can be in two states:
About to happen
Already occurred
The basic functions of poka-yoke are stoppage, control
and alarm
State Function Poka-Yoke
Stop For normal functions when It produces a defect
Before it
occurs Control Make even intentional errors impossible
(Prevention) Points out errors / anomalies when they are
Alarm about to happen
Defect
Stop For normal functions when It produces a defect
Occurred Defective parts can not move to the next
Control process
(Detection)
Alarm Says the occurrence of defects
Defect prevention with Poka Yoke
Videos
https://www.youtube.com/watch?v=RdhJ5RQA8cU
https://www.youtube.com/watch?v=TRbC9TjFdhU
http://www.dailymotion.com/video/x1sbg34_poka-yoke-
system_webcam
http://www.dailymotion.com/video/x2vi1iy
Prevention of defects with Poka Yoke
8 basic principles for improvement using Poka-Yoke and
Zero Defects
1. Build quality into processes
2. Eliminate all errors and defects by distraction
3. Interrupting the wrong practice and start doing the right one now!
4. Do not think of excuses, think of how to do it right
5. 60% chance of success is good enough, implement the idea!
6. Mistakes and defects can be reduced to zero if all work together
to remove them
7. Ten heads are better than one
8. Investigate the root cause using the 5 questions: What, How,
When, Where, Why
FIXED-POSITION STOP
SYSTEM, 5 WHYS AND
ANDON
Fixed-Position Stop System
Remember that in a typical mass production system:

Production levels below schedule could have serious, negative

effects on performance evaluations

Errors, if necessary, could be rectified in the area of re-work after

the production line and prior quality inspector headquarters at
dockside

As a result, a line stops only if it is absolutely necessary

This is contrary to the Jidoka principle oriented to avoiding

defect multiplication
Fixed-Position Stop System
Ohno placed a cord on each workstation and gave workers
instruction to pull it and stop the line if a problem the worker
could not solve himself appeared
However, workers were reluctant to pull the cord

In the fixed-position stop system, an operator discovering a

problem with parts, tools, materials supply, safety conditions,
etc., pulls a rope or pushes a button to signal the supervisor.
The supervisor assesses the situation and determines if the problem
can be fixed before the end of the current work cycle.
If the problem can be fixed, the supervisor resets the signal system so
the line doesnt stop.
If the problem cant be corrected within the remainder of the cycle
time, the line stops at the end of the work cycle.
Fixed-Position Stop System
Ohno placed a cord on each workstation and gave
workers instruction to pull it and stop the line if a problem
the worker could not solve himself appeared

http://www.lean.org/lexicon/fixed-position-stop-system
5 Whys (Root cause analysis)
Why did the machine stop?
There was an overload and the fuse burned

Why was there an overload?

The bearing was not well lubricated

Why was the bearing not sufficiently lubricated?

Lubricant pump was not pumping enough

Why was the pump not lubricating enough?

The pump shaft is worn and vibrating

Why was the pump shaft worn?

The filter was not in place and a piece of metal got into the pump
5 Why analysis
General Guidelines
Ask Why until the root cause is uncovered
May be more than 5 Whys or less than 5 Whys
If you are using words like because or due to in any box, you will
likely need to move to the next Why box
If you dont ask enough Whys, you may end up with a symptom
and not root cause.
Corrective action for a symptom is not effective in eliminating the
cause
Corrective action for a symptom is usually detective
Corrective action for a root cause can be preventive
Path should make sense when read in reverse using therefore
5 Why analysis
Define the problem
Problem statement clear and accurate
Problem defined as the customer sees it
Do not add causes into the problem statement

Examples:
GOOD: Customer received a part with a broken mounting pad
NOT: Customer received a part that was broken due to improper
machining

GOOD: Customer received a part that was leaking

NOT: Customer received a part that was leaking due to a missing
seal
5 Why analysis
Specific Problem
Why did the specific non-conformance occur?
How was the non-conformance created?

Root cause is typically related to design, operations, dimensional

issues, etc.
Tooling wear/breaking
Set-up incorrect
Processing parameters incorrect
Part design issue

Typically traceable to/or controllable by the people doing the work

5 Why analysis
Detection problem:
Why did the problem reach the customer?
Why did we not detect the problem?
How did the controls fail?

Root Cause typically related to the inspection system

Error-proofing not effective
No inspection/quality gate
Measurement system issues

Typically traceable to/or controllable by the people doing the work

5 Why analysis
Systemic
Why did our system allow it to occur?
What was the breakdown or weakness?
Why did the possibility exist for this to occur?

Root Cause typically related to management system issues or

quality system failures
Rework/repair not considered in process design
Lack of effective Preventive Maintenance system
Ineffective Advanced Product Quality Planning (FMEA, Control Plans)

Typically traceable to/controllable by Support People

Management
Purchasing
Engineering
Policies/Procedures
5 Why analysis
Corrective Actions

Corrective action for each root cause

Corrective actions must be feasible

Corrective actions address processes the supplier owns

Corrective actions include documentation updates and training as

appropriate
5 Why analysis
Some useful videos

Classical 5 Why example by the Juran Institute

Understanding better the 5 Whys process

We all are natural 5 Why enquirers

5 Whys
Some observations

A team approach is usually required to avoid personal biases and

solve problems objectively

Problem definition is the starting point and should be stated

conscientiously

Problem investigation should be comprehensive enough to avoid

oversimplification of the problem and its solution(s)

Actually, it does not have to be 5 times exactly, it has to be until the

root cause of a problem has been identified

Sometimes, there is no single root cause, but a number of issues

concurring to cause a problem
Andon
Ohno supplemented this practice by placing an electric
board called Andon, which is hung at a height which is
easily visible by anyone on the shop floor
Andon
The board indicates
If the line is running smoothly all the lights on the dashboard are in
green
If there is a delay and a worker requires support as the yellow light
comes on
If the line is stopped then red lights are lit and the closest workers
arrive to help
In all cases it is possible to see where in the production process is
occurring this situation
It is also used to set the pace at which production should be given
(takt time)
Andon
Colored lighting on top of machines to signal problems
(red) or normal operations (green) is another type of
andon
Poka-Yoke, asking 5 times why? and
Visual Control system (Andon)
At first, the line stopped very often, but as experience is
gained the number of stops began to decline
The amount of rework required also decreased
continuously
Currently, the performance of Toyota production lines are
practically 100%
The vehicle quality also improved and for a long time was
one of the products with less quality problem (until
recently)
5 Why analysis exercise
In teams of 3 persons

Has probable root cause been determined?

Do corrective actions address root cause?

If any above answers are no, what recommendations

would you make?
Is this a good or bad specific problem
analysis?
Missing o-ring
on part number
K10001J
WHY?
Parts missed the
o-ring installation
process
WHY?
Parts had to be Why did they
reworked have to rework?

WHY?

Operator did not return

parts to the proper process
step after rework
WHY?
No standard
rework
procedures exist
This is still a systemic failure
& needs to be addressed,
but its not the root cause.
Is this a good or bad detection analysis?
Missing threads
on fastener part
number LB123
WHY?
Did not detect What caused
threads were the sensor to
missing get damaged?
WHY?
Sensor to detect
thread presence
was not working
WHY?

Sensor was
damaged
WHY?
No system to
assure sensors
are
This is still a systemic failure working properly
& needs to be addressed,
but its not the root cause
of the lack of detection.
Other Root Cause Analysis tools
Ishikawa (bonefish diagram)

4W2H
What?
Where?
Why?
When?
How?
How often?

Fault tree analysis

Fault Tree Analysis (FTA)

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