Today, let's discuss Toyota's Jidoka, or Autonomation in Japanese.
[Intro Video]
Hi, this is Mike Negami, Lean Sigma Black Belt.
Just-In-Time is more well-known, but Autonomation is the two-pillar foundation in Toyota Production
System along with Just-In-Time.
I would like you to understand why Autonomation is so important today.
It's a good idea to think about the origin of Autonomation.
Before making automobiles about 100 years ago, Toyota was making automatic looms that
knitted yarn and made cloth automatically.
With 'Automation', machines made the manufacturing process more efficient and faster than before.
However, there was a big problem.
When a string was cut or some abnormality occurred, machines used to keep working and
tended to produce a lot of defects.
Then, Toyota invented the first machine in history with a device that detected those
abnormalities and stopped itself automatically.
This is a picture of that machine.
This is the original point of 'Autonomation'.
Toyota's official website says this: "Autonomation is applied to a machine with
a built-in device for making judgments.
On the other hand, Automation is simply applied to a machine that moves on its own.
Autonomation refers to 'Automation with a human touch', which gives machines the
ability of human operators who usually manage and supervise machines."
In other words, Automation is a mechanism that makes machines work automatically, while
Autonomation is a mechanism with a human touch that makes machines stop automatically when
a problem occurs.
When a problem occurs, the machine will stop itself.
It's not only convenient, but it's also possible for one operator to operate multiple
machines, so productivity dramatically increases.
However, even though many recent machines have such a function, the Toyota Production
System went further.
Presently, they've expanded the concept of Autonomation to include using a tool called
'Andon'.
Toyota's factories are equipped with electronic signage like the photo.
They call this 'Andon'.
In addition to stopping all lines when an abnormality occurs in a machine, you can understand
where and what happened according to the signage.
Also, each worker's location has an Andon button and they can notify the Andon system
if an abnormality occurred.
The substance of Autonomation is from the following.
First, a machine detects an abnormality and informs people with the signage board.
The operation line would not stop right away.
When the abnormality is out of the range of standard operating procedures, the line will
stop.
Since the operation line has stopped, they can't ignore it.
The line managers and supervisors come to the incident location, and analyze its root
cause and remove the problem.
They consider measures to prevent recurrence, and incorporate those and revise the standard
operating procedure.
Since the line stopped, defective parts wouldn't go on to the following process and that reduces
the number of defective products.
By repeating this cycle, you can improve your people's awareness "to create quality
in my process".
Preventive measures are steadily standardized, and the quality of processes and products
will increase steadily.
Eventually your workers will develop steadily.
It's a wonderful concept and system, isn't it?
Unfortunately, however, we cannot implement this Autonomation in all companies, even in
manufacturing operations.
If a high-defect-rate operation used this system, their line would stop too often and
be counterproductive.
First, they have to decrease their defect rate by standardizing their operations.
What can we, in service operations, do with this Autonomation?
We can learn the main concept of Autonomation: don't ignore abnormality and solve any problems
even by stopping your process, and establish a system to make your people always think
of and conduct prevention measures.
Then you can improve your operations continuously.
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