Lean Frontiers: Are they differences in getting middle management on board from getting executive management support?
Are there differences in getting middle management from executive management on board for 1) developing the lean enterprise and 2) direct engagement on their part? What are the differences, if any?
Posted on May 9, 2015
Archives by Tag 'Jidoka'
Pascal Dennis

Pascal Dennis: You can’t flow or pull without Jidoka

By Pascal Dennis, - Last updated: Tuesday, August 24, 2010
Let me build on my colleagues insights: 1.     Jidoka is a socio-technical system.  Both the social and technical challenges are tough -- but the former more so. 2.     Technical challenge:  How to translate customer requirements into meaningful upstream measures?  How to make the Good/No Good condition visible (see Art Smalley's post)?  The following are part of the answer: a.    Deep understanding of the customer -- and the ability to translate that understanding into the meaningful quality specs i.     In the consumer goods industry this might entail providing clear simple answers to questions like: 1.    What does "soft" mean? What does "dry" mean? ii.     In ...

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Jeff Liker

Jeff Liker: The key to Jidoka: small span of control and a disciplined method of problem solving

By Jeff Liker, - Last updated: Saturday, August 21, 2010
"Jidoka" is not a single thing you implement.  It is one of the two main pillars of TPS.  Just-in-time is a complex set of tools, principles, and disciplines and Jidoka is certainly nothing less.  The original concept came from Sakichi Toyoda's loom that stopped itself when there was a quality problem, which also separated the operator from the machine, allowing operators to run multiple machines and do more value added work.  In modern Toyota plants it is often translated into the andon system of line stopping and quick response to problems one by one.  I think of it is building ...

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Jim Huntzinger

Jim Huntzinger: Jidoka: the TPS house collapses without it

By Jim Huntzinger, - Last updated: Thursday, August 12, 2010
Art Smalley and the others give great explanations about Jidoka so I won’t add too much in light of their responses, other than comment that either pillar (JIT and Jidoka) cannot exist without the other without the roof of the TPS House model collapsing.  As Art states – they are equally important to the system. From my experience here are examples and how Jidoka manifested itself…. (Note:  Let me qualify this by stating that I don’t mean this to be any definitive definition, solution, or end-all of Jidoka – just examples I was involved with as I implemented and learned over the ...

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Michael Balle

Michael Ballé: Pick to light and learning to teach Jidoka

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Tuesday, August 10, 2010
It's not 100% pure jidoka as Art would have it because the machine itself never detected the defect - the operator still did, but I recently saw an application of "pick-to-light" in a semi-automatic assembly process: this is an automated line where operators fit parts into the machines which then assembles the product on palets, to end up with a final product. In this process, the plant had greatly progessed by simply noting defectives on the production analysis board, reacting rapidly and building up pareto charts to help them focus on the main problem. These actions allowed them to reduce considerably ...

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Art Smalley

Art Smalley: Jidoka – Part 2

By Art Smalley, - Last updated: Monday, August 9, 2010
As I mentioned I'll share a recent story about Jidoka from a client visit and discuss what we learned in the process of implementation.  Usually when people talk about Jidoka the first examples that are discussed involve an operator on an assembly line pulling a chord which stops the line. Then a supervisor comes running and fixes whatever problem just occurred. I don't really consider this full blown 100% true Jidoka however by my standards... Jidoka is when a machine (not just a human pulling a chord) is enabled with some type of device which senses an abnormality which in turn ...

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Art Smalley

Art Smalley: Jidoka – Part 1

By Art Smalley, - Last updated: Saturday, August 7, 2010
I think there are some real interesting components to this topic to discuss so I will probably break my response up into several parts for simplicity. For some personal perspective on this topic after returning back to the United States from Japan in the mid 1990's I was somewhat surprised to learn of all the emerging interest in the Toyota Production System. Books were being published on the topic and Harvard Business Review articles followed as well. Even perhaps more strange to me personally however was the fixation I noticed that the western world had on the Just-in-Time pillar of ...

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Michael Balle

Michael Ballé: Jidoka is the key to on-the-job learning

By Michael Balle, co-author of The Gold Mine and The Lean Manager - Last updated: Thursday, August 5, 2010
I remember visiting Toyota’s French plant and standing in front of andon board: the call lights kept flashing on and off. An operator would call the team leader, who would sort the problem out within the imparted time before the fixed-point system would stop the line. “Management reactivity,” I said. “Nope,” they answered, “operator training.” “This isn’t used to get management to react faster to problems?” I insisted? “Operator training they repeated.” And so on. It took me a while to understand I was projecting our usual management models on Toyota’s practice. In my worldview, management’s role was to be there ...

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The Lean Edge

The Lean Edge: What about Jidoka?

By The Lean Edge, - Last updated: Wednesday, August 4, 2010
"For about ten years now the Lean movement has been a whole lot of JIT and a “whole little” Jidoka. Both concepts are fundamental to TPS, and can be implemented in many different ways. Please share your stories of implementing Jidoka (any process is fine), including how it was done, why it was done, and the effects it had locally or at the organization level."
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