Its goal is cost reduction, and the sub-goals are quantity control, quality assurance, and respect for humanity. These goals are dependent on one another, not independent. That means that productivity improvement must not come at the expense of the goals or vice versa.
“…although cost-reduction is the system’s most important goal, it must achieve three other sub-goals in order to achieve its primary objective. They include:
1. Quantity control, which enables the system to adapt to daily and monthly fluctuations in demand in terms of quantities and variety;
2. Quality assurance, which assures that each process will supply only good units to subsequent processes;
3. Respect-for-humanity, which must be cultivated while the system utilizes the human resources to obtain its cost objectives.
“What other potential solutions or countermeasures did you consider?”
“Why do you think that is the best idea to try?”
“Is there a way we could do a small, risk-free test to see if the idea would work?”
Jidoka techniques such as stop and react at every defect are individual training techniques – every time an operator pulls the andon, the team leader first checks the understanding and performance of standards, and if the problem can’t be solved right away, the problem solving activity that follows is, again, about individual development.
Just-in-time techniques are all about improving cooperation between team members and processes. Starting from working every work station at takt time and one-piece-flow which involved very detailed baton-passing areas, to the larger issue that in order to produce just-in-time all functions must work in conjunction in order to keep the takt.
Visual management techniques (such as standardized work)with the explicit aim to visualize the difference between normal and abnormal conditions and thus support initiatives in terms of spotting problems, calling out, or imagining improvements.
- Università degli Studi di Trieste
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