Jidōka

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The Japanese term Jidōka ( Japanese 自 働 化 , German equivalent: Autonomation for autonomous automation ) describes an "intelligent automation" or an "automation with a human touch". With this type of automation, some monitoring functions are integrated into machines instead of just being assigned to production functions. At Toyota, for example, this means that as soon as anomalies are detected, the machines stop automatically. Then the responsible worker stops the production line in order to determine what the problem was. Jidōka is part of the quality control process. In Jidōka the following steps are carried out:

  1. Anomaly is detected
  2. Machine stop
  3. Troubleshooting
  4. Find the root cause of the problem and implement countermeasures.

Autonomation aims to avoid production errors, prevent overproduction and develop a basic understanding of problems that arise in order to prevent them as far as possible.

history

In addition to the just-in-time principle, the Jidōka principle is the second mainstay in the Toyota production system . The basic idea is based on the invention of an automatically reacting loom by the Japanese founder of the Toyota Motor Company Toyoda Sakichi (1867–1930). If one of the warp and weft threads broke, this loom stopped by means of a built-in machine part. No more defective products were made.

aims

The aim is to have one hundred percent control of the manufactured materials during the ongoing production process and not just afterwards. Stopping the process in the event of errors enables an intensive search for the cause of the problems that have occurred and sometimes results in significant short-term productivity losses, but pays off in the long term through high reliability. Jidōka is a cost-efficient intermediate step on the way to the ideal of complete automation, in which machines are supposed to independently eliminate detected errors.

procedure

For this purpose, the machine's components and functions ( e.g. sensors ) are implemented that enable it to independently recognize deviations from normal operation and to correct them in given areas. In the event of deviations outside the control options, the machine can stop its processing and issue appropriate warnings to the employee. This allows the employee to concentrate on the preliminary work and such incidents. The production of defective products is avoided, which contributes to an increase in quality . Following the example of Toyota, work zones are now provided in the assembly line of many automobile manufacturers ("bating zone") in which a fault can be rectified immediately. This avoids subsequent reworking and the turbulence of the production sequence.

Web links

Individual evidence

  1. ↑ Jidoka - Manufacturing high-quality products. Toyota, accessed April 29, 2013 .
  2. ↑ The Essence of Jidoka , Mark Rosenthal, SME Lean Directions Newsletter, 2002
  3. ^ Toyota Motor Corporation: The Toyota Production System - Leaner manufacturing for a greener planet. TMC, Public Affairs Division, Tokyo 1998.
  4. ↑ Autonomation. In: Andreas Syska: Production Management ; the A - Z of important methods and concepts for today's production. Gabler, 2006, ISBN 3-8349-0235-7 , pp. 27-28. (springerlink.com)
  5. ↑ Ulrich Thonemann , Marc Albers (employee), Michael Becker-Peth (employee), Kai Hoberg (employee), Marcel Sieke (employee): Operations Management: Concepts, Methods and Applications. 2., updated Edition. Pearson, Munich 2010, ISBN 978-3-8273-7316-8 , p. 333.
  6. ^ W. Herlyn: PPS in automobile construction. 2012, p. 226 ff.

literature