Which combination is listed as an enabler to separating man from machine?

Which combination is listed as an enabler to separating man from machine?

• A. 5S, VSM
• B. Autonomous Maintenace, Kaizen
• C. Visual factory, Kaizen
• D. Standardized work, Jidoka

Answer: (D)

Separating man from machine hinges on having a process that is precise, repeatable, and capable of stopping when something goes wrong. Standardized work provides that precision: it defines the exact steps, sequence, timing, and expected motion so the operator can perform the task consistently every cycle. Jidoka adds the safeguards—machines automatically stop when an abnormal condition is detected—so defects are caught immediately and don’t require the operator to constantly intervene to fix or adjust the process. Put together, they create a flow where the machine handles the routine, predictable work and the human steps in only to address issues or improvements, freeing the operator from fiddling with drift or instability. The other pairings contribute to Lean in other ways but don’t directly establish this separation. For example, 5S and value stream mapping focus on organization and visibility; Autonomous Maintenance involves operators in upkeep, increasing interaction with the equipment; a visual factory with Kaizen supports learning and rapid improvements. None of these combination pairs center the specific dynamic of running a stable process with automatic stoppage for defects, which is what enables separating the worker from the machine.

Separating man from machine hinges on having a process that is precise, repeatable, and capable of stopping when something goes wrong. Standardized work provides that precision: it defines the exact steps, sequence, timing, and expected motion so the operator can perform the task consistently every cycle. Jidoka adds the safeguards—machines automatically stop when an abnormal condition is detected—so defects are caught immediately and don’t require the operator to constantly intervene to fix or adjust the process. Put together, they create a flow where the machine handles the routine, predictable work and the human steps in only to address issues or improvements, freeing the operator from fiddling with drift or instability.

The other pairings contribute to Lean in other ways but don’t directly establish this separation. For example, 5S and value stream mapping focus on organization and visibility; Autonomous Maintenance involves operators in upkeep, increasing interaction with the equipment; a visual factory with Kaizen supports learning and rapid improvements. None of these combination pairs center the specific dynamic of running a stable process with automatic stoppage for defects, which is what enables separating the worker from the machine.