Jidoka (jidoka)- embedding quality in the production process. A technique used to reduce defects, scrap, waste, and remake repairable scrap. It is used as a means of improving quality, reducing the cost of raw materials and the time and resources spent on correcting defects. The technique includes several tools:

1. Poka-yoke- error protection / protection against unintentional use, a method due to which an operation can be done in only one, correct way and a defect simply cannot form.

2. Autonomation- the introduction of human intelligence into machines capable of independently detecting the first defect, after which they immediately stop and signal that a problem has arisen.

3. Root cause analysis- search for the cause of the defect.

4. Controlling the source of errors- transfer of control from the finished product to the process.

5. Organizational and operational standardization- an accessible description of the correct performance of critical and quality-important operations.

Let's make a reservation right away - the number of defects is equal to "Zero", this is a fairy tale that never became a reality. Several attempts to create a system that completely excludes marriage in all its manifestations and at all stages of the process have failed, in some cases along with companies implementing such systems. The real goal is as follows - zero rejects at the consumer, no recurring defects and a minimum level of rejects in the system. As a result, there is no such service as OTK (technical control department).

Logically, the implementation of the Jidoka methodology can be divided into two areas:

The first is the absence of defects in the consumer - the detection of a defect before shipment.

Second, the actual process of building quality.

From the point of view of simplicity and speed of implementation, the first method is better, simpler, and foreign companies start with it. The advantages are clear, to prevent marriage from reaching the consumer, it is to earn a reputation, increase the circle of customers, and, consequently, profit, after which you can direct resources to internal problems associated with quality. However, in our Russian reality, the absence of marriage from the consumer does not give these advantages, the advantages for the supplier are often only a lower price, and the first direction does not allow this goal to be achieved. At the moment, there are two "unwritten laws":

1. The supplier is an “enemy” and is trying to “cash in” on the consumer.

2. You need to buy at the lowest price.

In such a situation, it is not profitable to bear the costs of quality assurance “at the consumer”, it is not effective, control, it is always costs and cost growth, and if the price is the main criterion for success, the first direction is the road to the other side. There is one nuance that still does not make this direction completely useless, the earlier a defect is detected, the less costs the company bears. There is such a rule “x10”, the cost of marriage after each operation with products can conditionally be multiplied by 10. If at the first stage of processing it is 1 ruble for revision or loss, then at the output of the batch it is 100,000 rubles. And of course, the biggest loss is the discovery of defects in the consumer, and if the absence of defects found by the consumer does not give tangible advantages, then the disadvantages can be quite real.

The second direction gives much more advantages for the enterprise, this is cost reduction and the ability to reduce the cost of product control and reduce the consumption of raw materials. There are many more advantages, but this direction is more time-consuming and requires resources. It is necessary to accurately determine the defect, identify its causes, develop measures to eliminate the causes, implement them and control the result of the impact.

Jidoka is a completely new attitude towards marriage, defects and mistakes, a different philosophy if you will. The difference with the standard approach is very large (see Table 1).

Table 1

Standard Quality Philosophy:	Jidoka Quality Philosophy:
Marriage should be less than "planned"	Marriage is a problem, and problems don't plan
Low quality - human error, equipment failure	Quality problems are a consequence of problems in the system;
Production is responsible for quality	All structures are responsible for quality
Quality is the result of checks	Quality is part of the system
Quality assurance is the responsibility of the quality control department	Quality assurance is everyone's responsibility
The same flaws repeat	Repetition of the same defects is not allowed
Quality improvement - cost increase	Quality improvement - cost reduction
Errors are detected by controllers	Errors are identified by workers, production is suspended
The right process produces the right results

Consider all possible options for improving quality:

1. The most common option, which in our conditions is also the most inefficient "Autonomization" (see Figure 1). It is the most common because most of the equipment, especially imported ones, already have systems for measuring and stopping in case of errors. In addition, our leaders are very greedy for such solutions, new equipment or an automatic control system, it's like a new toy for a child, it may not be really needed, but it's really wanted. Therefore, such solutions are popular. However, even using such a system, our leaders do not use its advantages. Foreign enterprises, using "Autonomization" on the equipment, avoid the need to control the operation of the equipment by the operator, but we, due to distrust or simply out of habit, leave the operator in place. The system controls the process, and the operator controls the system, that is, he simply sits at the machine.

It is the most inefficient because, firstly, it does not give any results other than determining the defect, we talked about this a little higher in the text, besides, if this system works, then all its signals and stops do not lead to the final elimination of the identified defect. We simply identify the defect, fix the failure and move on. This is the main reason for its inefficiency, such systems are most common in mass production.

Now imagine what an operator experiences, whose wage system is usually piecework, with such constant stops, this system prevents him from releasing his “pieces, tons, meters” and earning. Naturally, he wants to bypass this system, or even better, completely break it. At many enterprises, both employees and managers came up with simply countless non-standard, "brilliant" solutions from the series - "How to deceive an automatic quality control system." A sort of "Kaizen in Russian." Even the representatives of the equipment suppliers could not always find out why the system was failing and missing outright rejects.

In general, the topic of remuneration and motivation runs through the entire direction of improving the quality of the "red line". Let's step back a little from considering the options for embedding quality and look at motivation. The basic law of Jidoka is the rule of "Three NOTs":

DO NOT ACCEPT;

DO NOT MANUFACTURE;

AND DO NOT SEND DEFECTS!!!

How to do it, "DO NOT ACCEPT DEFECTS". Excellent, a defective workpiece arrived, you sent it back, well done!!! Sit without work and get 2/3 of the salary. Why is it for an employee, when you can take and do your job, get a full salary, and when a marriage is discovered, it will still be written off to those who released it initially.

“DO NOT MAKE DEFECTS”, why not, if it is not revealed today and it is not a fact that they will determine who released it, and the money is earned today. And if the marriage is revealed at the end of the process, this is in a month, then you can also get a bonus.

“DO NOT TRANSFER DEFECTS”, it’s not logical at all, he didn’t transfer it, which means he didn’t earn money, he deprived himself of both salary and bonuses.

The system of remuneration and bonuses is a way to ask an employee to do something. What we ask is what we receive. We pay for standard hours, we get worked standard hours. We pay for pieces, tons and meters, we get them. We pay for work, we get work. And why, with piecework wages, are we surprised when we get only “quantity” and not “quality”?

2. The most effective option is Poka-yoke or error protection. It is effective because it does not require any control or executive discipline. Done once and forgot about this type of marriage. It is clear to workers, does not require additional efforts from them and does not interfere with earning.

However, there is a small “BUT”, this method is not always applicable. Very often a technical solution is not possible.

3. For such cases, there is a third option for improving the quality. Operational and organizational standardization. All quality-critical operations are described (see Figure 4) and the correct actions are clearly indicated to the worker. In general, all operations performed to produce products can be divided into 4 categories according to their impact on quality (see table 2).

Percentage of total transactions	Description of work
15%	critical- must be described very clearly and consistently, deviations are not allowed.
30%	Very important- must be described, but deviations are allowed, but at the same time we get good results.
30%	unimportant- the correct execution is defined but not described, the work is carried out with a very large tolerance for deviations, but this does not affect the result.
25%	not important- the work needs to be done simply, for the quality it does not matter how.

But as always there is one “BUT”, this method is very dependent on the performing discipline. Not always, the actions described in the standard simplify and facilitate work, they do not always correlate with the desire of the employee to earn more, and certainly and always, the actions that are necessary to achieve quality do not coincide with those that the employee is used to performing and considers the best. way to perform the operation.

In general, the goal of Jidoka is to identify a defect at an early stage, determine its cause and eliminate it, or if this is not possible, control it as the source of the problem, provide short feedback. Methods of influence are determined depending on the problem, we discussed them above. By the way, the second and third options for improving the quality are one of the ways to control the source of the problem.

Our standard attitude to quality is limited to the first point, we are aware of our defects. Most enterprises have already collected entire cabinets of documentation and reports on marriage. The same defects are repeated day after day, month after month, year after year. Neither the composition nor the number of cases of marriage changes. This information is not used for its intended purpose.

The quality department considers it their job to find and count defects, not to eliminate them. It is necessary to take the second step, to determine the reasons for the marriage, and then it will be seen what can be done to improve the quality. Remember we said that Jidoka is a new philosophy. Forget about philosophy!!! for any Jidoka venture, it's "MONEY" whether it's saved or earned, it doesn't matter.

Even Deming in the 50s of the last century, said to Japanese managers, focus on quality and you will get everything else, I can’t vouch for the accuracy of the wording, but the meaning is exactly that. Stop counting and planning marriage, it's useless. To demonstrate this futility, Deming played a game called "Red Beads" with the leaders. It is described in books and the Internet, you can read it yourself or even play it. We will not describe it in detail, the bottom line is that the box contained a certain number of beads of two colors - white and red, white - high-quality products, red - defective. This box is an enterprise system. The number of red beads is the percentage of defects that the system allows. Try to pour all the beads from one box to another (Deming did not do this, but it's clearer).

How much marriage you will receive, as much as it was in the previous box. This amount does not depend on how many times you pour the beads, nor on how you do it, nor on the interest of the performer and his motivation or stimulation. Only on the number of red beads in the original box. What needs to be done to reduce marriage? Reduce the number of red beads in the box, that is, the possibilities for the occurrence of marriage in the enterprise system. Jidoka, this is exactly the tool that is designed to solve this problem, you just need to apply it.

1 For modern industrial production, an increasingly important task is the manufacture of quality products that meet the ever-increasing requirements for it. The relevance of this task is confirmed by the practice of the best Japanese companies, showing by their own example that it is much more efficient and cheaper to ensure quality at the workplace the first time and prevent the transfer of defective products further along the production cycle than to check the quality of finished products and correct defects upon completion. cycle.

Toyota has achieved significant success in providing high quality products and in introducing a fundamentally new system for embedding quality into car manufacturing processes. The system is based on the idea of ​​obtaining 100% product quality at any time throughout the entire production process and without the need for further quality control. The main goal of the quality building system, called "jidoka", is to make hidden production problems visible and immediately draw attention to each problem, because hidden problems are quite difficult to solve. "Jidoka" is implemented in the immediate stop of the production process when problematic situations arise in order to build quality into the process and consists of the following principles:

• the principle of automatic shutdown of equipment in the event of any deviations from the normal course of the technological process;
• the principle of manual shutdown of the process using the Andon signaling system.

According to the first principle, "jidoka" is also called "autonomization", that is, endowing equipment with human intelligence, which is expressed in equipping production lines with special devices that detect any problems and deviations, as a result of which the machines stop automatically.

To manually stop the entire technological production line or its separate section, the Andon signaling system is used.
(translated from Japanese means "a signal calling for help") in the form of special stop panels or cords located at working positions. At the same time, all production personnel are responsible for the quality of manufactured products, and any employee, without contacting his managerial staff, can stop the line in a timely manner with the help of “andon” if he notices a deviation from the standard course of the technological process or operation, and then start the equipment without delay, as soon as the problem situation is diagnosed and eliminated by them. Andon is designed in such an optimal way that the personnel responsible for troubleshooting can quickly and accurately determine the workplace where they occur. At the moment of stopping the equipment, signal flags or sound-light indication notify the entire working team that immediate assistance is required at a certain place or section of the production cycle to eliminate the problem. In certain cases, "andon" signals the risk of problem situations, due to which a complete shutdown of the production line is possible within a short period of time. For example, on virtually all Toyota assembly lines, personnel have 5-30 seconds before the equipment stops to quickly resolve a problem or discover that a problem can be solved without stopping the line.

Another element of the quality building system is that each workplace is equipped with methods and devices for preventing errors, called “poka-yoke”, which exclude the possibility for the operating personnel to make any inaccurate action or any mistake. These devices are various photocells, clamps, limiters and other simple mechanisms that prevent deviation from standard procedures and, as a result, the appearance of defective products.

Thus, in comparison with traditional methods of ensuring product quality based on statistical analysis, in our opinion, it is the shutdown of production in order to solve operational problems, combined with the integration of quality into the production processes of modern industrial enterprises, can achieve a high level of quality of finished products without the need for subsequent control and promote a manufacturing culture focused on delivering quality products right the first time.

BIBLIOGRAPHY

1. Liker J. "Tao of Toyota: 14 principles of management of the world's leading company" / Per. from English. - M.: Alpina Business Books, 2005. - 402 p.
2. Liker J., Mayer D. “The Toyota Tao Practice: A Guide to Implementing Toyota Management Principles” / Per. from English. - M.: Alpina Business Books, 2008. - 584 p.

Bibliographic link

Matyukhin P.V., Markov V.O., Rabunets P.V. BUILDING QUALITY IN THE PRODUCTION PROCESS // Successes of modern natural science. - 2009. - No. 11. - P. 70-71;
URL: http://natural-sciences.ru/ru/article/view?id=13180 (date of access: 02.02.2020). We bring to your attention the journals published by the publishing house "Academy of Natural History"

Built-in quality is one of the methods of lean manufacturing. Its essence lies in quality control during the production process and the timely separation of good and defective products so as not to receive, produce or transfer defects to its next stage. The article discusses the experience of applying this method at a large high-tech enterprise - JSC "Mari Machine-Building Plant" (MMZ).

Today, the situation in the Russian and world markets is developing in such a way that it is impossible to securely gain a foothold in them without providing high quality guarantees. Manufacturing enterprises get out of this situation in various ways.
Many Russian companies, in order to produce high-quality products, increase the number of employees in the technical control department. This approach, called verification, aims to determine whether a batch of goods meets the requirements, or to identify separately good and defective goods by comparing products with certain criteria based on the results of product verification by various methods. In other words, the object of verification is already finished products, and the goal is to eliminate defects.
When checking the production process, the lack of a quality margin (accuracy) due to the fact that the total technological dispersion is greater than the tolerance field indicates the inevitability of marriage. This may cause any destabilizing effect to cause defects in the product. This approach is considered on the example of the production of one of the types of MMZ products - microassemblies of the 5UV4 type, the main characteristics of which are presented in Table. 1.

Table 1

Technical characteristics of the 5UV4 microassembly at a temperature of 25 ± 10 °С

The purpose of microassemblies 5UV4 is a balanced amplifier. They are designed to amplify weak electrical signals in order to increase their noise immunity and reliable impact on load elements. The determining indicator of the quality of these microcircuits is the voltage gain µ, which is calculated as the ratio of the change in the output voltage to the change in the input voltage.

During February - March 2018, MMZ produced 1080 5UV4 microassemblies, divided into 36 batches of 30 microassemblies. For each of the batches, the average value of the voltage gain µ was calculated (Table 2). The distribution of values ​​µ is shown in the histogram (Fig. 1), in which the width of the normal distribution curve is greater than the width of the tolerance range, which indicates the absence of a quality margin (accuracy) in this process.

table 2

Average voltage gainµ for February - March 2018

Series number
Series number
Series number
Series number

In a series of previous posts, quality control has been presented to readers' attention and criticism in a new light. I hope you find my recommendations useful, and also the bridge between quality control and built-in quality will be very useful.

I suspect that the term "built-in quality" may be unfamiliar or vague for many readers. To avoid misunderstandings, let's define and try to relate the new term to some of the principles you may have encountered before.

Built-in quality is all activities aimed at preventing the release of low-quality products.

The underlined part of the definition - all actions - is deliberately simplified. Quite often, in the definition of built-in quality, this part is replaced by a “measurement system”. It turns out that built-in quality is a system of measures aimed at preventing the release of low-quality products. Of course, it is very good when all actions create a certain system, but even scattered attempts are already great progress, which can be called built-in quality.

It is also sometimes clarified that the list of actions or a system of measures includes organizational, technical, logistical and others ... This clarification (or hint) is very important, since quality can and should be built in in all possible ways. However, if you do not take any organizational measures, but limit yourself to only a technical level (poka yoke, for example), then this is already a big progress, which can be called built-in quality. The devil is not so terrible, as they say ...

3 PRINCIPLES OF BUILT-IN QUALITY

In addition to quality control, which can also be built into the process, and error protection - poka yoke - which was briefly mentioned above, there are three most important principles of built-in quality:

1. Separate good and defective items.

In a pharmacy, you cannot store all drugs in one pile, in a chemical laboratory you cannot store all chemicals in a pile, and in production you cannot store defective and suitable products or semi-finished products together. As soon as a deviation is found on the part, it should be immediately separated. Sometimes it is enough to put in another cart. It is good if the trolley (or where the “suspicious part” is deposited there) is visually marked in red or with a “place for marriage” label. It is even better when the equipment itself separates good and bad products, physically preventing their mixing.

2. Establish a thread. Do not move marriage along the stream.

It happens that the value stream resembles the flow of a mountain river, in which there is always clean and fresh water. If instead of a flow in your production there is a “swamp”, in which the movement of material resembles whirlwinds, then do not be surprised that there will be a lot of dirt in the “water”.

By establishing a flow, you can significantly reduce the risk of damaging a product, replacing one product with another, skipping a production operation, and so on. In addition, turbulent motion does not at all contribute to the observance of the first principle: the separation of quality and defective products. But what contributes is not to move marriage and quality products in the same direction.

3. Do not take, do not produce or transfer marriage.

You have seen the slogan “I do not accept a defect. I do not produce a defect. I am not passing the defect to the next process”? This is one of the most important principles of built-in quality, which is reflected in the production culture of employees.

If you think about it, in order to adhere to this principle, you should be able to:

• to separate a defective component from a quality one (knowledge of quality standards);
• to carry out its operation without errors (principle of error protection);
• evaluate the quality of your own product (quality control built into the production operation).

The built-in quality principles outlined above are most commonly found in manufacturing organizations. However, there are many other ways to build quality into the manufacturing process. Which of them have you met? Share your observations.

This principle is complex of various events(for, providing feedback, conducting analysis, etc.) to move the location of the defect as close as possible to the place of its occurrence.

First you need to understand the differences between such concepts as location of defect(where it was found) and location of the defect(where an error occurred in the process, as a result of which the defect was laid). The farther along the technological chain these places are and the farther the defect has gone from the place of origin, the more expensive it is (the greater the total costs). It is clear that, discovered by the employee himself, will cost several times cheaper than a defect that has passed several operations further downstream and is discovered later. The defect found is the most expensive. In this case, its cost consists not only of the cost of tools, materials, labor, electricity, etc., but also the loss of potential or existing customers (Customers). The increase in the cost of a defect can be clearly represented in the form of a figure (see below).

Of course, the best option is a defect stopped at the design stage of design and technological documentation, but in practice you have to work with what you have. The traditional solution for detecting a defect is to introduce additional control at various stages of product manufacturing. As you know, a loss by definition, despite the fact that sometimes it is necessary as a countermeasure to prevent the spread of a disaster. But often after the decision, control remains “just in case”. Although this is a topic for a separate discussion. How does this work in your organization?

When it comes to control, there are basically three types:

• Acceptance by the inspector, as a rule, is carried out between different processes (product manufacturing stages, operations, etc.). The rejected product is not passed on to the next process.
• Verification at the next stage, i.e. checking inside the next process when the product has entered the next process.
• Self-control, i.e. implementation of verification in the process itself, when the defective product does not leave it.

The principle of quality embedding involves ensuring the possibility of the earliest detection of a defect, if there is no possibility to eliminate it altogether. Closer to this idea is a third option: self-control. In the traditional sense, self-control is an additional payment to employees for a certain number of tested products made by them. But there are several ideological contradictions here that prevent the implementation of built-in quality in traditional thinking.

• First, it is necessary to pay attention to the interest of the employees themselves. What are they motivated for? To test more products, to find more defects, to find fewer defects, or to keep the overall defect rate on certain indicators constantly decreasing? How are you doing with this? We have already spoken about the need for certain indicators, one way or another characterizing the quality. They differ significantly depending on the specifics of the processes under consideration, so we will not dwell on them. Think about how to explain to people the need to independently control and take responsibility for the quality of their work. the main quality indicators and draw a parallel between their dynamics and the dynamics of changes in the wages of employees. Re-analyze what employees get paid for.
• Secondly, it is necessary to provide workers with clear criteria that characterize good products and defects. In practice, there are often situations of manifestation of instability in the yield of suitable products, when the number of rejected units varies significantly depending on the employee conducting the control. The so-called subjective factor. This happens precisely because of the lack of clear parameters that distinguish good products from defective ones. Have you encountered this? How is it in your organization? This problem is solved by a clear designation of parameters. First of all, the Customer's requirements for a particular product should be clearly defined. The most common solutions are the placement of visualizations or mock-ups of the product, showing the boundaries between good and defective product, and training workers according to these requirements.
• Thirdly, implementation is usually based on clear workflows and implemented along with the method. The main task is to apply the best sequence of work in a particular operation, which guarantees the quality of their performance. Certain parameters denoting the boundaries between good and defective products in this case are prescribed in the standards for the performance of operations by employees.
• Fourth, you need to make sure that any inconsistency is easy to see. No defect should go unnoticed. These can be various, visualization of defects, a certain place for intermediate storage of defects, etc. It is necessary to provide fast feedback from the place where the defect was found to the place of its occurrence. In such cases, the most common are, signaling the discovery of a defect. Quick feedback is necessary for a timely response, elimination of the causes that caused the appearance of the defect and prevention of their further occurrence. Of course, there should be an appropriate reaction to the feedback: finding out and eliminating the causes, correcting defects, etc.
• Fifth, the mandatory application of the principles