Jidoka & Autonomation

Lean Manufacturing Series

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Outline
• What is Jidoka?
• Why Jidoka?
• What does Jidoka do?
• History
• Prevention Techniques
• Jidoka Steps
▫ Detect
▫ Stop
▫ Fix
▫ Investigate

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What is Jidoka?
• Jidoka is providing machines and operators the ability
to detect when an abnormal condition has occurred
and immediately stop work. This enables operations to
build-in quality at each process and to separate men
and machines for more efficient work.
• Jidoka is one of the two pillars of the Toyota Production
System along with just-in-time.
• Jidoka is sometimes called autonomation, meaning
“automation with human intelligence”.

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Why Jidoka?
• Increase quality
• Lower costs
• Improve customer service
• Reduce lead time

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History of Jidoka
• In the olden days, back-strap looms, ground looms, and
high-warp looms were used to manually weave cloth.
• In 1896, Sakichi Toyoda invented Japan's first self-
powered loom called the "Toyoda Power Loom."
Subsequently, he incorporated numerous revolutionary
inventions into his looms, including the weft-breakage
automatic stopping device, which automatically
stopped the loom when a thread breakage was
detected, the warp supply device, and the automatic
shuttle changer.
• In 1924, Sakichi invented the world's first
automatic loom, called the "Type-G Toyoda
Automatic Loom (with non-stop shuttle-
change motion)" which could change shuttles
without stopping operation.
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Prevention Techniques
• Poka Yoke
▫ Visual control of quality
▫ Prevents defects from happening
▫ Example: A floppy disk can only be inserted into the drive in one
orientation

• Andons
▫ Commonly lights to signal production line status
 Red: line stopped
 Yellow: call for help
 Green: all normal
▫ Andon signals require immediate attention

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Jidoka Steps
1. The four steps in Jidoka are:

2. Detect the abnormality.

3. Stop.

4. Fix or correct the immediate condition.

5. Investigate the root cause and install a

countermeasure.

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Detect and Stop
• All of the mechanisms of lean manufacturing follow the
same pattern.
▫ They are designed to operate with the bare minimum (just enough,
just in time) in order to detect abnormal conditions or system
changes that might otherwise go unnoticed.
• Detecting an abnormal condition does no good, though,
unless there is follow-up.
▫ Visual controls are just decoration unless they trigger action.
• Bringing all production to a grinding halt until the problem is
resolved can be difficult.
▫ Depends on the nature of the problem. But stop is frequently
simply a mental shift. It means "stop doing what you were doing
because you need to do something different." It is an
acknowledgement that some kind of intervention is required. That
might mean shutting down a process or machine, or it might mean
signaling for assistance.

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