Glossary

JAA – Joint Aviation Authorities

Joint Aviation Authorities (JAA) was a regulatory body representing civil aviation authorities from several European countries. Its goal was to promote safety and standardize regulations across member countries. JAA has since been replaced by the European Aviation Safety Agency (EASA).

Website: www.easa.europa.eu

JAIA – Japan Automobile Importers Association

Japan Automobile Importers Association (JAIA) is an industry group representing companies that import foreign-made automobiles into Japan. JAIA works to promote the interests of automobile importers and ensures the smooth regulation of imported vehicles.

Website: www.jaia-jp.org

JAMA – Japan Automobile Manufacturers Association

Japan Automobile Manufacturers Association (JAMA) is a major industry body representing the interests of Japanese automobile manufacturers. JAMA promotes the growth and development of the automotive industry in Japan through research, innovation, and regulatory compliance.

Website: www.jama.org

JAPIA-  Japan Autoparts Industries Association

Japan Autoparts Industries Association (JAPIA) is an organization representing companies that manufacture and supply auto parts in Japan. The association promotes innovation, quality standards, and international collaboration within the automotive parts industry.

Website: www.japia.or.jp

JAR – Joint Aviation Requirements

Joint Aviation Requirements (JAR) were a set of harmonized aviation safety and operational standards developed by the Joint Aviation Authorities (JAA). These requirements helped ensure uniform safety standards across Europe before the establishment of EASA.

Website: www.easa.europa.eu

JARI – Japan Automobile Research Institute

Japan Automobile Research Institute (JARI) is an independent research body in Japan that conducts scientific and technical research on automobile technology, safety, and environmental impact. JARI plays a key role in shaping automotive innovation and regulatory policies.

Website: www.jari.or.jp

JASIC – Japan Automobile Standards Council

Japan Automobile Standards Council (JASIC) is a regulatory body that sets and promotes automotive standards in Japan, ensuring vehicle safety, environmental sustainability, and international compatibility with global automotive standards.

Website: www.jasic.org

JASPA – Japan Automobile Service Promotion Association

Japan Automobile Service Promotion Association (JASPA) is an organization that supports the automotive service industry in Japan. JASPA focuses on promoting quality service, repair standards, and safety practices within the automotive sector.

Website: www.jaspa.or.jp

JATMA – Japan Automobile Type Manufacturers Association

Japan Automobile Type Manufacturers Association (JATMA) is an organization that represents manufacturers of automobile components and types in Japan. It works to ensure compliance with safety standards and promote the development of high-quality automotive products.

Website: www.jatma.or.jp

JEDI – Joint Enforcement Database Initiative

Joint Enforcement Database Initiative (JEDI) refers to a collaborative effort by regulatory bodies and automotive industry stakeholders to share information and enforce compliance with safety and environmental regulations. It enhances data sharing and regulatory oversight within the industry.

JI – Joint Implementation (Kyoto Protocol)

Joint Implementation (JI) is a mechanism under the Kyoto Protocol that allows industrialized countries to meet part of their greenhouse gas reduction obligations by investing in emission reduction projects in other countries. In the automotive industry, JI can influence carbon offsetting strategies.

JIC – Joint Industrial Council

Joint Industrial Council (JIC) refers to a collaborative body that brings together representatives from employers and employees in the automotive and other industries to discuss and resolve workplace issues, ensuring fair working conditions and labor practices.

Jidoka

Jidoka is a key concept in Lean Manufacturing and the Toyota Production System (TPS).
It is often translated as automation with a human touch or built-in quality at the source.

In simple terms, Jidoka means that:

• Machines and people automatically stop work when a problem occurs.

• Quality problems are detected immediately — not later.

• Production doesn’t continue until the problem is fixed at the root cause.

Key Principles of Jidoka:

• Stop at the first sign of trouble: Don’t pass defects along the production line.

• Separate human work from machine work: Let machines work autonomously, but have humans intervene only when needed.

• Empower workers: Any worker can stop the production line if they notice a problem.

• Build quality into processes: Prevent defects, rather than fixing them afterward.

• Enable visual management: Problems should be obvious and visible (e.g., Andon lights).

How Jidoka Works in Practice:

• If a machine detects a problem (wrong part, misalignment, safety hazard), it automatically stops and signals for help.

• A worker can pull an Andon cord to stop the production line if they find an issue.

• Once stopped, the team quickly identifies the root cause, fixes it, and prevents it from happening again.

This prevents:

• Defective products from reaching the customer

• Wasted time fixing downstream problems

• Bigger, costlier issues later

Jidoka vs. Traditional Automation:

JIRA

JIRA is a project management and issue-tracking software developed by Atlassian, widely used by teams for agile project management, bug tracking, and continuous improvement processes in various industries, including automotive and software development.

Jishuken

Jishuken in Lean Management means autonomous study group or self-initiated improvement workshop. It’s a method where a team, often led by managers or senior leaders, takes ownership of analyzing and improving processes — not because they were told to, but because they choose to.

Jishuken is more intense and deep than a typical Kaizen event. It emphasizes:

• Hands-on learning by doing.

• Critical thinking about how work is performed.

• Problem-solving at the root cause level.

• Mentoring and skill development for leaders and teams.

Key Features of Jishuken:

• Self-initiated: The team itself identifies areas for improvement and organizes the study.

• Leadership-driven: Often led by mid-level or senior managers who learn by deeply engaging with the real work.

• Focus on deep learning: It’s not just about fixing problems — it’s about learning how to think, see waste, and design better systems.

• Cross-functional teams: Involves people from different areas to get broad perspectives.

• Results-oriented: While learning is a priority, Jishuken teams are also expected to deliver measurable improvements.

Typical Steps in a Jishuken Activity:

1. Select a focus area: Pick a process that needs improvement (often a high-impact one).
2. Go to the Gemba: Observe the actual work firsthand.
3. Analyze deeply: Use Lean tools like Value Stream Mapping, 5 Whys, Standard Work Analysis.
4. Propose improvements: Based on real-world observations and root cause findings.
5. Test and implement changes: Small pilots first, then scale up.
6. Share findings and standardize: Document lessons learned and apply them across the organization.

Why Jishuken Is Important:

• Develops problem-solving leaders: Managers learn not just to delegate improvement, but to lead it.

• Strengthens Lean culture: Improvement becomes everyone’s responsibility, not just the Lean department’s job.

• Creates sustainable improvements: Because the people who run the process are fully involved.

JIT – Just-In-Time

JIT (Just-In-Time) is a fundamental concept in Lean Manufacturing and the Toyota Production System. It means producing only what is needed, when it is needed, and in the amount needed — no more, no less.

The goal of JIT is to eliminate waste (especially overproduction, inventory, and waiting) by making sure that materials, parts, and products flow smoothly through the production process, arriving exactly when required — not earlier and not later.

Key Principles of JIT:

• Produce only what the customer needs: No extra inventory sitting around.

• Reduce lead time: Shorten the time between receiving an order and delivering the product.

• Synchronize production steps: Each step delivers exactly what the next step needs, just in time.

• Create a smooth flow: No bottlenecks, no piles of unfinished work.

• Pull system, not push: Work is pulled by actual demand rather than pushed by a schedule.

How JIT Works in Practice:

• Raw materials arrive at the factory just before they are needed for production.

• Components are delivered to the assembly line exactly when they are required.

• Finished goods are produced only when there is a real customer order, not based on forecasts alone.

Tools that support JIT include:

• Kanban systems: Visual signals to trigger production or delivery.

• Heijunka: Production leveling to balance work smoothly.

• SMED (Single-Minute Exchange of Die): Quick changeover techniques to stay flexible.

• Takt Time: Setting the pace of production to match customer demand.

Benefits of JIT:

• Lower inventory costs: Less money tied up in materials and storage.

• Reduced waste: Less overproduction, defects, and waiting time.

• Greater responsiveness: Can adapt faster to customer changes.

• Higher quality: Problems are spotted earlier when there’s no excess buffer.

Challenges of JIT:

• High dependency on suppliers: If deliveries are late, production can stop.

• Little room for error: Systems must be very reliable and flexible.

• Sensitive to disruptions: Natural disasters, transport delays, or supplier issues can impact operations quickly.