Deanna R. on LinkedIn: "Rule number 5 of the Toyota Production System: do not send anything… (2024)

I made a recent post on ANDON which did a few things. All the Toyota experts who have never worked for Toyota gave their Toyota opinions 🙃A few of my regular trolls berated me and rubbished any logic I tried to discuss with them. Oh well, life is short.A few other experts chimed in and argued the veracity of production vs defects. My research and replies rendered that moot.Then a few Boeing fans attacked me for attacking the great company they are. Interesting. 🪦 <-- metaphor.Metaphors are important. The ANDON system is a metaphor for a continuous improvement and a quality based culture that empowers its workers. Yes, it is also a tool, and strictly speaking it is a display and not a cord.I quote from Toyota's own book about themselves.In 1950, an andon (literally lantern) board was used for the first time. The board displayed various code numbers and letters to inform floor employees of how line operations were proceeding and when and where problems occurred. Also, cords were suspended above the production line that could be pulled to stop the line if complications arose. The combination of these and other innovations was called Jidoka. Jidoka gradually resulted in the building in quality into each process. (Toyota: A History of the First 50 Years, 1988, p. 144) Written by Toyota and not Nigel's opinion.ANDON is not a tool to stop the line. It is a tool to keep the line moving. BUT, it is a tool to detect problems & prevent defects being sent to the next or subsequent cell/station.Rule number 5 of the Toyota Production System: do not send anything defective to the subsequent process —Ohno Beyond Large Scale Production, 1988, p.41ANDON empowers the people closest to the work to take decisions about the work. Pulling the cord does not immediately stop the line, rather it alerts visually and audibly to an issue or "discrepancy from standard". It draws the attention of the line manager/supervisor who will check with the worker what the situation is. If it can be rectified before the work leaves the cell/station the line continues moving and the cord is pulled again to cancel the alert. That's why we have Green/Yellow/Red lights (lanterns). The whole gist (meaning) behind my post on ANDON and Boeing was to illustrate the type of culture necessary to fix their key problems of quality. It is a massive shift in behavior. As John Shook once said: What my NUMMI experience taught me that was so powerful was that theway to change culture is not to first change how people think, but instead tostart by changing how people behave — what they do. —John Shook - How to Change a Culture: Lessons from NUMMI"; Sloan Management Review, January 2010.Toyota is a culture of empowerment and continuous improvement through on the job development of their people. No one is admonished for stopping the line. It is encourage! That's the shift needed at Boeing. #lean #leansixsigma #complexity #management #leadership #toyotaway

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Wiithout doubt "behaviours" are a key ingredient for sucessful Continuous improvement and consequently a sucessful operation..!Once sucessful implemented ,I've found across many sectors,they drive the improvement and the selection of the improvement tools ,from which ever source(Toyota, Honda,Nissan Boeing,and other sectors)is not the critical factor,but....The correct application combined with the behaviour changes is....!

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The 5 Why technique is a problem-solving method that helps identify an issue's root cause by asking "Why?" five times. The technique was created by Sakichi Toyoda, the founder of Toyota Industries, in the 1930s. It is based on the idea that asking "Why?" repeatedly can reveal the underlying causes of a problem, rather than just the symptoms. The 5 Why technique is simple but effective and can be used to solve simple or moderate problems in various fields and contexts.#problemsolvingskills #asklikeachild

❗️Stop JUST reading books explaining Toyota's success and read the ones that show their struggle❗️👈 The pile of books on the LEFT talk about what Toyota do well👉 The ones on the RIGHT document Toyota's struggles especially in 1972 and 2001...on their way to their current level of excellenceToyota are the first to ask us not to copy-and-paste TPS, but to develop our own way based on our business, culture, ambitions, needs and situation. I've spent years in and out of Toyota factories and working with the broader group - so I have a natural affection for TPS.It serves us well that Toyota are so open to share failures and challenge themselves, Nate Furata's recent book is very honest (all links below). We can best respect this 'opening of the kimono' by studying their errors and making different ones ourselves."Japan in the Passing Lane" was written in 1972 by a Japanese journalist (Satoshi Kamata) who worked undercover at a Toyota plant. The culture was "difficult" back then. "Toyota's Assembly Line" is by an undercover professor (Ryoji Ihara) who went to work on the line in 2001 ish. They're both interesting reads. I read them as a counterbalance to the ra-ra hagiographies about Toyota. Highly recommend for balance and the journey❓Can you recommend any others like this?https://lnkd.in/eMeUJXrihttps://lnkd.in/eDm3F_sShttps://lnkd.in/em7YdciQ#lean#TPS

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Poka-yoke devices, also known as mistake-proofing devices or error-proofing devices, are tools or mechanisms designed to prevent or detect errors or mistakes in a process. The term "poka-yoke" comes from the Japanese words "poka" (meaning "inadvertent mistake") and "yokeru" (meaning "to avoid" or "to prevent"). The concept was developed by Shigeo Shingo, a Japanese industrial engineer and one of the key contributors to the Toyota Production System.#pokayoke #tps #kaizen #improvement

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Leanis a type of workflow methodology designed to minimize waste and maximize customer value, we have to learn more quickly what works and discard what doesn’t. we MUST be driven by a desire to please our CUSTOMERS.In the 1950s when Toyota had challenges after WWII, they were asked to match the productivity of Ford motor company, the leaders did Gemba(actual place) Toyota identified seven types of material, time, and energy waste at the Japanese plant and created a new production system that minimized them, as a result they came up TPS(Toyota Production System) that revolutionized the company’s business operations to turn the company into one of the global giant of today.TPS was drawn into a house with two pillars and a foundation, a structure that is as strong as all parts work together. The twin Pillars are JIT and Jidoka resting on a foundation of stable, leveled processes at the center of this house we find Problem solvers, flexible, capable and motivated people devoted to continuous improvement.from the book: The Toyota Way by Jef K. liker

POKA-YOKE Poka-Yoke, the Term adopted by Dr. Shigeo Shingo as part of the Toyota Production System in 1960.The initial term was 'baka-yoke', which means 'fool-proofing'. This term 'baka-yoke' dishonorable and offensive connotation.Hence, the term was changed to poka-yoke, which means 'Error-Proofing'. 'Poka' means 'Error' & 'Yoke' means 'Avoid'.It's objective is to achieve Zero Defects.Poka-yoke is a TQM technique, the aim of poka-yoke is to eliminate/ mitigate defects in a product by preventing or correcting errors as early as possible.#Example:- Automated shut-offs on electric coffee pots.- Spell checking in MS Office applications. - Question prompt "Do you want to delete?" Afterpressing the "Delete" button on your computer.#Principles of Mistake-proofing/Poka-Yoke:1. Elimination:("don't do it anymore") Eliminate the possibility of error by redesigning the product or process so that the task or part is no longer necessary.2. Prevention:("make sure it can never be done wrong") Design and engineer the product or process so that it is impossible to make a mistake at all.3. Replacement: ("use something better")Substitute a more reliable process to improve consistency.4. Facilitation:("make tasks easier to perform") Employ techniques and to combine steps to make work easier to perform.5. Detection:("notice what is going wrong and stop it") Identify an error before further processing occurs so that the user can quickly correct the problem.6. Mitigation:("don't let the situation get too bad") Seek to minimize the effects of errors.- Elimination, Prevention, Replacement and Facilitation are to avoid the occurrence of mistakes.- Detection and Mitigation are to minimize the effects of mistakes once they occur. #shafichemist #pokayoke

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👉𝐔𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠 𝐌𝐮𝐫𝐚: 𝐓𝐡𝐞 𝐊𝐞𝐲 𝐭𝐨 𝐄𝐥𝐢𝐦𝐢𝐧𝐚𝐭𝐢𝐧𝐠 𝐖𝐚𝐬𝐭𝐞 𝐚𝐧𝐝 𝐌𝐚𝐱𝐢𝐦𝐢𝐳𝐢𝐧𝐠 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐢𝐧 𝐭𝐡𝐞 𝐓𝐨𝐲𝐨𝐭𝐚 𝐏𝐫𝐨𝐝𝐮𝐜𝐭𝐢𝐨𝐧 𝐒𝐲𝐬𝐭𝐞𝐦 👈Mura (斑) represents a critical yet often underappreciated concept within the Toyota Production System (#TPS), standing as one of the three fundamental types of waste alongside Muda and Muri. This Japanese term, translating to unevenness or irregularity, underscores a pivotal challenge in manufacturing and business processes: the inefficiency stemming from inconsistency and lack of uniformity. Within the TPS, a framework renowned for its revolutionary approach to manufacturing efficiency, Mura is particularly significant. It signifies not just the physical wastage commonly associated with production but more so the inefficiency and productivity loss due to uneven workloads and erratic process flows.In combating Mura, Toyota Motor Corporation has championed the Just-In-Time (#JIT) system, a methodology that strives for the minimization of inventory, thereby reducing the burden of storage and the risk of overproduction. The essence of JIT lies in its pull system—each stage of production draws from the previous one only what is needed, when it is needed, and in the exact quantity required. This system operates on a first-in, first-out (FIFO) basis, ensuring that materials flow smoothly from one process to the next without unnecessary delay or accumulation.The Just-In-Time approach also plays a crucial role in quality control. By facilitating immediate detection and correction of defects, it ensures that problems do not propagate through the production line, further preventing the accumulation of waste. This focus on constant, incremental improvement is at the heart of eliminating Mura, contributing not only to the reduction of waste but also to the enhancement of overall productivity and quality.#mura #productivity #challenges #wastefulness #solution #eliminatewaste #leanmanagement #leanmanufacturing #industry4.0 #kaizen

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Mistake-Proofing: Unlocking Poka Yoke's Potential Beyond Manufacturing Stumbled upon this while reviewing my lean toolbox.Poka Yoke is derived from the Japanese words "yokeru" - meaning avoid and "poka" that means "mistakes". It s all about designing processes and systems in a way that prevents errors from occurring in the first place. It is widely known for its impact on improving the a-famed Toyota production system in the late 60's.Implementing Poka Yoke doesn't have to be complicated. Start by identifying potential errors in your processes, then design and implement mechanisms to prevent those errors from happening. This could be anything from color-coding components to using the right responses to direct a customer to input the correct fields on a form.Am currently exploring how this tool will be of use in improving the quality of software products my unit builds and usability. Will be sure to share how impactful it has been on upcoming posts. #PokaYoke #Productivity #Efficiency #Innovation # 🚀

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In manufacturing, a common sentiment is that the line (or generally the process) must run. There is some truth to that, but—counterintuitively—for a system to run well you need to know when to stop it too. This is my second post in a series giving you an overview on when it may be better to stop the line rather than keeping it running (and making everything worse). Keep on reading!#allaboutlean #operationalexcellence #leanmanufacturing #leansixsigma