Article: Applying the Jidoka concept to white-collar departments: an examination of the JKK initiative at Toyota Motors Journal: International Journal of Automotive Technology and Management (IJATM) 2026 Vol.26 No.5 pp.1 - 22 Abstract: This research paper explores the implementation and theoretical underpinnings of Ji Koutei Kanketsu (JKK), an adaptation of Toyota's renowned jidoka (i.e., autonomation or 'build-in quality') philosophy that was done to apply this approach to Toyota's white-collar departments in Japan. Through a comprehensive examination of the prerequisites, implementation, and effects of JKK, this study aims to elucidate its significance and impact. The research methodology combines interviews and fieldwork conducted at Toyota and its Japanese component suppliers, supplemented by internal documents and published works. The paper underscores the importance of building an organisational culture prominently featuring managerial commitment, visualisation, and open discussion as a prerequisite for successful JKK implementation, which consists of decomposing each individual process into work elements. The study reveals that JKK has numerous potential advantageous effects such as enhanced quality, efficiency, communication, and employee motivation. Furthermore, the study notes the active engagement of Toyota's business partners in JKK activities, suggesting potential avenues for future exploration. Inderscience Publishers - linking academia, business and industry through research

Title: Applying the Jidoka concept to white-collar departments: an examination of the JKK initiative at Toyota Motors

Authors: Seiji Manabe; Daniel Heller; Mihail Marinov

Addresses: Institute for Multidisciplinary Sciences, Yokohama National University, Yokohama, Kanagawa 240-0067, Japan ' Faculty of Global Management, Chuo University, Japan; Yokohama National University, Institute for Multidisciplinary Sciences, Yokohama, Kanagawa 240-0067, Japan ' Faculty of Business Administration, Josai University, Sakado, Saitama, Japan

Abstract: This research paper explores the implementation and theoretical underpinnings of Ji Koutei Kanketsu (JKK), an adaptation of Toyota's renowned jidoka (i.e., autonomation or 'build-in quality') philosophy that was done to apply this approach to Toyota's white-collar departments in Japan. Through a comprehensive examination of the prerequisites, implementation, and effects of JKK, this study aims to elucidate its significance and impact. The research methodology combines interviews and fieldwork conducted at Toyota and its Japanese component suppliers, supplemented by internal documents and published works. The paper underscores the importance of building an organisational culture prominently featuring managerial commitment, visualisation, and open discussion as a prerequisite for successful JKK implementation, which consists of decomposing each individual process into work elements. The study reveals that JKK has numerous potential advantageous effects such as enhanced quality, efficiency, communication, and employee motivation. Furthermore, the study notes the active engagement of Toyota's business partners in JKK activities, suggesting potential avenues for future exploration.

Keywords: Toyota production system; TPS; Jidoka; autonomation or build-in quality; just in time; JIT; PDCA cycle; process decomposition; employee motivation; visualisation; inter-organisational learning; quality assurance.

DOI: 10.1504/IJATM.2026.152007

International Journal of Automotive Technology and Management, 2026 Vol.26 No.5, pp.1 - 22

Received: 09 Jul 2025
Accepted: 25 Nov 2025
Published online: 02 Mar 2026 *

Title: Applying the Jidoka concept to white-collar departments: an examination of the JKK initiative at Toyota Motors

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