Case Study: Implementation of Poka Yoke in Textile Industry

Subject: Lean Management
Faculty: Mr. Saurabh Chaturvedi

(Asst, Professor)
CASE STUDY
Implementation of Poka Yoke

in textile industry
Submitted by:
Jinny Sebestian
Jyoti Rawal
Nishtha Verma
ACKNOWLEDGEMENT
In preparation of our assignment, We had to take the help and guidance of some
respected persons, who deserve our deepest gratitude. As the completion of this
assignment gave us much pleasure, We would like to show our gratitude Mr. Saurabh
Chaturvedi , Lean Management Faculty, of Nift Kangra, for giving us good guideline for
assignment throughout numerous consultations. We would also like to expand our
gratitude to all those who have directly and indirectly guided us in making this assignment.
We also thank Nift Kangra for giving us such an opportunity to explore more with constant
learning. Our thanks and appreciations also go to our classmates in developing the
assignment and people who have willingly helped us out with their abilities.
CASE STUDY:Analysis on Minimization of Product Error
(Poka-Yoke) and Excess Work in Progress (TPM & OEE) in Texti
Industry
Introduction:
To increase productivity and more efficient manufacturing process, it is necessary to

focus on lean manufacturing tools to reduce cost, wastage and add value to a
product. This paper proposes the lean tool like Poka-Yoke, DPMO, cause and effect
diagram &OEE to reduce the overall product error and work-in-progress.
The study was carried out in Classic Polo Limited., Tirupur.
The major problem is to reduce product error, as the buyer may reject an entire
product if the defect exceeds more than what is mentioned in the AQL chart.
Another aspect they wish to improve upon is on time delivery. If there is time delay,
the products need to be sent through air instead of shipping which leads to loss.
Objective of the Study:
Apply Poka-Yoke to reduce product error, and elimination of work in progress in

production line using OEE.
To know about workload balancing to improve output.
To observe and analyze the various issue faced by textile industry.
To analyze the quality of the product (AQL).
Research Methodology:
The data was collected from officials and employees through interaction, interviews,
questionnaires, and observation. Secondary data was collected from journals and
literatures.
Analysis and Report:
1. Monthly Production data:
Confirmed piece - 1,30,000

Rework piece - 6500 (4%-5%)
Rejected Piece - 2600 (1%-2%)
2. Process in sewing department:
Table1: Process in Sewing Department
3. P-Chart:
The acceptance quality limit shows that most companies will buy the product if the
AQL is 1.55. It is a measurement of the accuracy of our procedure. Comparison
between the methods can be carried out using this tool.
4. Measure of DPMO
The term DPMO or defects per million opportunities is one of the most important six
sigma tool.It is a measurement of the accuracy of our procedure. Comparison
between the methods can be carried out using this tool.
It is more detailed and efficient when we are finding a constructive method. In this
the percentage of defect, capability study existing DPMO of selected product was
calculated.
Number of checked pieces =130000
Number of confirming pieces=123500
Number of non-confirming pieces=6500
DPMO= (Number of non-confirming items/ Number of

checked items) *1000000
DPMO =50,000
Proportion of defectives = (DPMO/1000000)
Proportion of defectives= 0.05
Proportion of confirming unit= 1- 0.05 = 0.95
Percentage of confirming unit= 95%
Percentage of defect = 5%
Percentage of rework in last month is 5%
Reworking on an already manufactured garment requires 3 times more time than
making on a first time perfect garment. According to calculations the the garment
value for one operator per minute is Rs. 4836.
Table2: Costs of Rework
5. Poka-yoke implementation
Poka--Yoke is basically error proofing using suitable methods. It focuses on the
defects and works on either preventing them or detecting them immediately.
Prevention based senses the abnormal behaviour beforehand, and signals or
halts the process. It can be classified into control method and warning method.
Detection based can be classified into fixed value method, contact method and
motion step method.
All the processes including have been automated to remove human errors.
Operators are employed to further check defects like thread breakage and oil
leakage in the weaving process. Inline inspection is held and the quality audits are
done 3--4 times a day. Stitch quality monitoring system is installed to automatically
detect breakage and reduce human error.
Andon light is used to detect thread breakage in embroidery machines. The operator
can now keep a check on multiple machines at once. This can signal the supervisor
about any abnormality. The andon light turns red when defect is detected.
Metal detector machine
Cause and effect diagram was made to figure out the root causes:
5. Solution for the cause
Corrective maintenance and regular change in the needles, observing the operations
for better material handling.
Table3: Solution of the errors
Total Productive Maintenance:
TPM is an approach to maintain the equipments for better production and prevent
breakdowns and defects. It also ensures safety of the workers.
Before the implementation of TPM the amount of defective products increase
and the machines breakdown causing time delay. Overall result was product
error and poor customer satisfaction.
After the implementation of TPM, workers were provided with proper training and
guided to carry out daily maintenance so as to improve productivity.
Overall Equipment Effectiveness:

OEE uses three parameters Availability, Performance and Quality product rate to
measure the effectiveness and efficiency of a process. It measures the percentage
of planned production time that is productive.
Availability:
Availability takes into account all the planned and unplanned stops that hinder the
planned production time.
Availability = Run Time / Planned Production Time
Run Time = Planned Production Time − Stop Time
Performance:
Performance considers slow cycles and small stops, anything that causes the
manufacturing process to run at less than the maximum possible speed when it is
running.
Performance = Net Run Time /Run Time
Net Run Time= Ideal cycle time* Total count
Quality:
Quality takes into account defects, including parts that need rework.
Quality = Good Count / Total Count
OEE Analysis:
Table4: Overall Equipment Effectiveness Analysis of a Production Line
OEE Calculation
Shift time: 9 hours – 540 minutes

Scheduled break time: 60 minutes
Non scheduled break time: 20 mins
The overall OEE of the sele+cted production line is
75.2%.
Table5: Overall OEE percentage
Suggestions:
OEE can be increased before scheduled maintenance of machine before it breaks

down.
Tension of bobbing cage and needle thread should be adjusted before every
operation.
Wrap and Weft errors are due to the machine which leaves any thread during
weaving. There must be a use of automated stop units, which stops as it leaves any
thread.
As company has to prepare the order earlier due to urgency of the shipment, shade
variation occurs. To avoid shade variation put a scale on the dryer let know the
variation occur. When acceptable level of dryness is achieved during dyeing the
process can be stopped.
Color sensor are helpful in early detection of contamination which alarms the
operator when error occurred.
Automated machine should be installed for high quality AQL demand. Heating of
Fabric from specific distance can be effective by using laser light.
Maximum piece rate wages can be obtained to reduce voluntary time lag.
Conclusion:
The most difficult thing in manufacturing is producing a right quality product for all the
right time and work toward manufacturing a best quality product for good customer
satisfaction.
It is important to work on improving product quality to:
Satisfy customers
Control production cost
Save energy
From the study it is analyzed that the overall equipment effectiveness level of the
taken production line is 75.2%.
From the cause and effect diagram it is found that improving product quality requires
deliberate and ongoing attention, and commitment of every individual within the
manufacturing
Poka-yoke, TPM & OEE tools were applied to:
Increase efficiency
Reduce product error and working-progress to
achieve a high-quality product

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Subject: Lean Management

Faculty: Mr. Saurabh Chaturvedi

Implementation of Poka Yoke

To increase productivity and more efficient manufacturing process, it is necessary to

Objective of the Study:

Apply Poka-Yoke to reduce product error, and elimination of work in progress in

1. Monthly Production data:

Confirmed piece - 1,30,000

2. Process in sewing department:

Table1: Process in Sewing Department

DPMO= (Number of non-confirming items/ Number of

Table3: Solution of the errors

Total Productive Maintenance:

Overall Equipment Effectiveness:

Table4: Overall Equipment Effectiveness Analysis of a Production Line

Shift time: 9 hours – 540 minutes

OEE can be increased before scheduled maintenance of machine before it breaks

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