{"id":838,"date":"2013-10-18T19:11:03","date_gmt":"2013-10-18T18:11:03","guid":{"rendered":"http:\/\/www.amberhill.biz\/blog\/?p=838"},"modified":"2013-10-18T19:11:03","modified_gmt":"2013-10-18T18:11:03","slug":"lean-empowerment","status":"publish","type":"post","link":"https:\/\/www.amberhill.biz\/blog\/?p=838","title":{"rendered":"#Lean empowerment……"},"content":{"rendered":"
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\"TPS\"<\/a><\/p>\n

At the heart of the Toyota Production System (sometimes referrred to as #Lean Production System) is the principle of\u00a0‘Jidoka’.<\/p>\n

\u00a0According to Toyota “Jidoka means that a machine safely stops when the normal processing is completed. It also means that, should a quality \/ equipment problem arise, the machine detects the problem on its own and stops, preventing defective products from being produced. As a result, only products satisfying quality standards will be passed on to the following processes on the production line.”<\/p>\n

But there is more to #Lean than this. The key component is the empowerment of the Operator to stop the process immediately a defect or potentialy defective process is discovered without referring the issue upward. The Operator can stop the production process without fear of retribution and is empowered to do so. This is a great responsibility and one which is not granted lightly, the Operator must be fully trained and the Organisation steeped in the culture of #Lean & #Kaizen (continuous improvement)<\/p>\n

Granting\u00a0 this autonomy is absolutely key to the success of the TPS philosophy & unleashes immense forces of creativity & quality improvement.\u00a0<\/p>\n

chris@projectsguru.co.uk<\/a><\/p>\n

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