Toyota Motor originated from the Toyoda loom factory, where Sakichi Toyoda invented looms. Probably the most famous one is the Toyoda Model G Automatic Loom. This loom touches on many points that are part of the Toyota Production System and lean manufacturing. During my last visit to Japan in September, I made some videos detailing many of the features of the Toyoda Automatic Loom from 1924. Be advised: Lots of images and videos ahead!
In my previous posts I explained how Hoshin Kanri works. This post looks at how Toyota embeds Hoshin Kanri as part of their overall management structure. Toyota started this in 1979 when director Masao Nemoto started the Kanri Noryoku Program (管理能力プログラム), usually shortened to KanPro.
In my last two posts I talked a lot about what jidoka is, and the underlying philosophy. Many articles do so. But there are almost no actual examples out there of jidoka. But without examples it is difficult to really understand a concept. A great historic example of this is the Toyoda Model G automatic loom from 1925. This is well known, but here I would like to show you how it connects to jidoka. I will also give you a more modern example of a product that you may even own.
In my last post I explained what jidoka is (at least in my view). The key part is to stop the line for any irregularity, and resolve the problem. Also try to make sure this irregularity does not happen again. However, this definition is far from universally accepted, and there are many different opinions. Here I will try to show the philosophical idea behind Jidoka as one of the two pillars of the Toyota Production System (the other is JIT).
Jidoka is a term commonly used in lean manufacturing, and widely considered one of the pillars of the Toyota Production System, the other being Just in Time (JIT). However, while the word jidoka is often used to impress others, the ideas behind it are much less frequently found outside of Toyota. Maybe this is because so many people interpret jidoka differently. In this first post of a three post series on jidoka, we look at what jidoka actually is.
This post is the third in this series on how Toyota plans standard work. The first one was the production capacity sheet to define what capacity you have available. The second one was a standard work combination table to define when the operator is doing what. Finally, the third of the “famous three slips”, presented in this post, is a standard work layout sheet to help the layout and arrangement of the machines.
Toyota has a nifty way to plan the work of an operator using their standard work charts. In my last post I explained the production capacity sheet to define what capacity you have available. In this post we will talk about the second of the “famous three slips”, the standard work combination table to define when the operator is doing what. A subsequent post will show a standard work layout sheet.
Toyota is excellent with their standard work. They use a series of worksheets to simplify the creation of these standards. These are sometimes also know as the “famous 3 slips”. The first one is a production capacity sheet to define what capacity you have available. The second one is a standard work combination table to define when the operator is doing what. The third one is a standard work layout sheet to help with the layout and arrangement of the machines. While there are many different ways of doing this, I like the Toyota approach. Since this is a larger topic, I’ve broken it into multiple blog posts. Lets start with the Production Capacity sheet.