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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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