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Process that helps an equipment operator avoid mistakes
Poka-yoke (ポカヨケ, [poka joke]) is
a Japanese term that means "mistake-proofing" or "error💲 prevention". It is also
sometimes referred to as a forcing function or a behavior-shaping constraint.
A
poka-yoke is any mechanism in💲 a process that helps an equipment operator avoid (yokeru)
mistakes (poka) and defects by preventing, correcting, or drawing attention to💲 human
errors as they occur.[1] The concept was formalized, and the term adopted, by Shigeo
Shingo as part of the💲 Toyota Production System.[2][3]
Etymology [ edit ]
Poka-yoke was
originally baka-yoke, but as this means "fool-proofing" (or "idiot-proofing") the name
was changed💲 to the milder poka-yoke.[4] Poka-yoke is derived from poka o yokeru
(ポカを避ける), a term in shogi that means avoiding an💲 unthinkably bad move.
Usage and
examples [ edit ]
More broadly, the term can refer to any behavior-shaping constraint
designed into a💲 process to prevent incorrect operation by the user.
A simple poka-yoke
example is demonstrated when a driver of the car equipped💲 with a manual gearbox must
press on the clutch pedal (a process step, therefore a poka-yoke) prior to starting an
💲 automobile.[5] The interlock serves to prevent unintended movement of the car. Another
example of poka-yoke would be the car equipped💲 with an automatic transmission, which
has a switch that requires the car to be in "Park" or "Neutral" before the💲 car can be
started (some automatic transmissions require the brake pedal to be depressed as well).
These serve as behavior-shaping💲 constraints as the action of "car in Park (or Neutral)"
or "foot depressing the clutch/brake pedal" must be performed before💲 the car is allowed
to start. The requirement of a depressed brake pedal to shift most of the cars with💲 an
automatic transmission from "Park" to any other gear is yet another example of a
poka-yoke application. Over time, the💲 driver's behavior is conformed with the
requirements by repetition and habit.
When automobiles first started shipping with
on-board GPS systems, it💲 was not uncommon to use a forcing function which prevented the
user from interacting with the GPS (such as entering💲 in a destination) while the car
was in motion. This ensures that the driver's attention is not distracted by the💲 GPS.
However, many drivers found this feature irksome, and the forcing function has largely
been abandoned. This reinforces the idea💲 that forcing functions are not always the best
approach to shaping behavior.
The microwave oven provides another example of a forcing
💲 function.[6] In all modern microwave ovens, it is impossible to start the microwave
while the door is still open. Likewise,💲 the microwave will shut off automatically if
the door is opened by the user. By forcing the user to close💲 the microwave door while
it is in use, it becomes impossible for the user to err by leaving the door💲 open.
Forcing functions are very effective in safety critical situations such as this, but
can cause confusion in more complex💲 systems that do not inform the user of the error
that has been made.
These forcing functions are being used in💲 the service industry as
well. Call centers concerned with credit card fraud and friendly fraud are using
agent-assisted automation to💲 prevent the agent from seeing or hearing the credit card
information so that it cannot be stolen. The customer punches💲 the information into
their phone keypad, the tones are masked to the agent and are not visible in the
customer💲 relationship management software.[7]
History [ edit ]
The term poka-yoke was
applied by Shigeo Shingo in the 1960s to industrial processes designed💲 to prevent human
errors.[1] Shingo redesigned a process in which factory workers, while assembling a
small switch, would often forget💲 to insert the required spring under one of the switch
buttons. In the redesigned process, the worker would perform the💲 task in two steps,
first preparing the two required springs and placing them in a placeholder, then
inserting the springs💲 from the placeholder into the switch. When a spring remained in
the placeholder, the workers knew that they had forgotten💲 to insert it and could
correct the mistake effortlessly.[8]
Shingo distinguished between the concepts of
inevitable human mistakes and defects in💲 the production. Defects occur when the
mistakes are allowed to reach the customer. The aim of poka-yoke is to design💲 the
process so that mistakes can be detected and corrected immediately, eliminating defects
at the source.
Implementation in manufacturing [ edit💲 ]
Poka-yoke can be implemented at
any step of a manufacturing process where something can go wrong or an error can💲 be
made.[9] For example, a fixture that holds pieces for processing might be modified to
only allow pieces to be💲 held in the correct orientation,[10] or a digital counter might
track the number of spot welds on each piece to💲 ensure that the worker executes the
correct number of welds.[10]
Shingo recognized three types of poka-yoke for detecting
and preventing errors💲 in a mass production system:[2][9]
The contact method identifies
product defects by testing the product's shape, size, color, or other physical
💲 attributes. The fixed-value (or constant number) method alerts the operator if a
certain number of movements are not made. The💲 motion-step (or sequence) method
determines whether the prescribed steps of the process have been followed.
Either the
operator is alerted when💲 a mistake is about to be made, or the poka-yoke device
actually prevents the mistake from being made. In Shingo's💲 lexicon, the former
implementation would be called a warning poka-yoke, while the latter would be referred
to as a control💲 poka-yoke.[2]
Shingo argued that errors are inevitable in any
manufacturing process, but that if appropriate poka-yokes are implemented, then
mistakes can💲 be caught quickly and prevented from resulting in defects. By eliminating
defects at the source, the cost of mistakes within💲 a company is reduced.[citation
needed]
Benefits of poka-yoke implementation [ edit ]
A typical feature of poka-yoke
solutions is that they don't💲 let an error in a process happen. Other advantages
include:[11]
Less time spent on training workers;
Elimination of many operations
related to💲 quality control;
Unburdening of operators from repetitive
operations;
Promotion of the work improvement-oriented approach and actions;
A reduced
number of rejects;
Immediate action when💲 a problem occurs;
100% built-in quality
control;
Preventing bad products from reaching customers;
Detecting mistakes as they
occur;
Eliminating defects before they occur.
See also💲 [ edit ]
References [ edit ]
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