Tag Archives: Jidoka

Jidoka or fault tolerance is a concept to take care of unexpected events where they occur. By organizing the work so that problems can be solved where they occur, can be increased tempo of operations. A fault tolerant system must have the resilience and recovery capacity for virtually all types of events that occur. Many events are nonrecurring.

Pulse Meetings Are Short, Effective and Fun

Pulse meetings are short, daily standing meetings where a team plans their work with the help of a Pulse board. Pulse meetings are more interesting and more effective than standard meetings.

Pulsmöten med visuell styrning och jidoka

Pulse Meetings for Planning and Managing

Pulse meetings are a way to plan, organize and manage an organization. Instead of following traditional management philosophies, by holding Pulse meetings it’s possible to utilize the variety and uncertainty that exist in an organization. Pulse meetings are based on the lean principles of visual planning and fault tolerance (from the concept of jidoka). A Pulse board is required to hold a Pulse meeting.

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Visual Management Of Multiple Development Units

Visual management is a decentralized way of working in which team and project participants plan and manage their own work. Participation is necessary but can take place in different ways.

Visualization is a powerful tool that when used correctly can coordinate the work of both a team as well as the whole operation. Visualization requires some rules for cooperation between groups to work: updating the project status should be easy, highlighting problems must be simple to do and there can’t be any delays that would cause information to become old and unreliable. Also, it’s important to be able to see when the last update was made and this information must be available to everyone involved.

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Sociotechnology and Lean Have a Lot in Common

Visuell styrning sänker osäkerheten.

Lean is a method of working that relies on decentralized and self-organized teams. Sociotechnology and lean are closely related.

A lot of criticism has been levied at lean for causing stress and contributing to a negative working environment. Some Swedish researchers link lean with a reborn form of Taylorism. One reason for this criticism is that a lot of what is marketed under the label lean in reality comes from Taylorism and bureaucratic traditions. The result of this is documented in the book Lean i Arbetslivet (translation: Lean At Work).

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What is Lean?

What is lean? I would like to answer that question with an explanation based on the description given by the inventor of lean, Taiichi Ohno.

Pull and push

Hopp and Spearman define pull in their work Factory Physics based on Little’s law. It’s a good definition that states that pull sets limits on any current workload while push doesn’t. However, there’s more to lean than pull.

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