Identify Existing Poka-Yoke & Idea for Other Poka-Yoke for Part and Model Missing

Chapter 1: Introduction
1.1 Background

In today’s competitive world any organization has to manufacture high quality, defect
free products at optimum cost. The new culture of total quality management, total productive
management in the manufacturing as well as service sector gave birth to new ways to improve
quality of products. By using various tools of TQM like KAIZEN, Six Sigma, JIT, JIDCO,
POKA-YOKE, FMS etc. organization is intended to develop quality culture. During actual
manufacturing of any product there are too many simple and monotonous steps which are
carried out by operators. These monotonous work operations result in to mental fatigue and lack
of interest in work which ultimately causes silly mistakes of operators and we know that human
is prone to errors even though he doesn’t want it. To avoid these simple mistakes, poka-yoke
concept plays important role. By implementing some simple solutions, mistakes can be avoided.
The long-term success of poka-yoke gives output of saving time and releases the work pressure
on mind of worker [1].

1.2 Poka-Yoke:

Poka-yoke is a Japanese term that means "mistake-proofing" or "inadvertent error

prevention". A Poka-Yoke is a mechanism use in lean manufacturing process which helps to
eliminate mistakes by operator. Its purpose is to producing product defects free by preventing,
correcting, or seeking attention of worker to human errors when occur. The concept was
formalised, and the term adopted, by Shigeo Shingo as part of the Toyota Production System
[1]. It was originally described as Baka-Yoke, but as this means "fool-proofing" the name was
changed to the milder Poka-yoke. Preventing errors obviously improves quality, but it also
plays a major role in improving productivity. With no rework, and easier production, cycle
times and lead times both become much shorter. And, of course, faster production with fewer
defects means lower costs.

Poka-yoke can be used there is possibility of committing error. It is a technique which

can be applied to any type of process be it in manufacturing or the service industry [2].
Errors are many types: -

• Processing error
Process operation missed or not performed per the standard operating procedure.

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• Setup error
Using the wrong tooling or setting machine adjustments incorrectly.
• Missing part
Not all parts included in the assembly, welding, or other processes.
• Improper part/item
Wrong part used in the process.
• Operations error
Carrying out an operation incorrectly; having the incorrect version of the specification.

1.3 Poka-Yoke techniques

Ideally, poka-yoke ensures that proper conditions exist before actually executing a process
step, preventing defects from occurring in the first place. Where this is not possible, poka-yoke
performs a detective function, eliminating defects in the process as early as possible. This can
be achieved by following the 6 principles or methods of mistake proofing [3]: -

1.3.1 Elimination
Elimination seeks to eliminate an error-prone process step by redesigning the
product or process so that the task or part is no longer necessary. This may require
redesigning a new process or product simplification or part consolidation that avoids a part
defect or assembly error in the first place

1.3.2 Prevention
Prevention modifies the product or process so that it is impossible to make a
mistake or that a mistake becomes a defect. This includes Limit switches to assure that a part
is correctly placed or fixtured before process is performed; part features that only allow
assembly the correct way, unique connectors to avoid misconnecting wire harnesses or
cables, part symmetry that avoids incorrect insertion.

1.3.3 Facilitation
Facilitation is the most used principle and employs techniques and combining steps
to make a process step easier to perform or less error-prone. This includes visual controls
including colour coding, marking or labelling parts to facilitate correct assembly; checklists
that list all tasks that need to be performed; exaggerated asymmetry to facilitate correct
orientation of parts.

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1.3.4 Detection
Detection involves identifying a mistake before further processing occurs so that the
operator can quickly correct the defect. This includes sensors in the production process to
identify when parts are incorrectly assembled; scales to measure and control the weight of a
package; built-in self-test capabilities in products.

1.3.5 Mitigation
Mitigation seeks to minimize the effects or the mistake. This includes mechanisms
that reduce the impact of an error and defect; products designed with low-cost, simple rework
procedures when an error is discovered.

1.3.6 Replacement
Replacement substitutes a more reliable process to improve repeatability. This
includes use of robotics or automation that prevents a manual assembly error.

1.4 Objective:

• To study the improvement in productivity while practicing the poka-yoke system.

• To study the impact of poka-yoke implementation in reducing the rejection rate.
• To analyse and suggest the scope of implementation of poka-yoke system in various
process.
• To Save time and cost due rejection and rework by applying poka-yoke techniques.

• To Elimination of many operations related to quality control.

1.5 Methodology

I] Study of existing poka-yoke.

• Study of poka-yoke techniques and its method.
• Understanding the Product, its components & Assembly Process.
• Understanding existing poka-yoke.

II] Data Collection

• Study of the current methodology adopted for fabricating chassis of three wheelers.
• Data collection regarding types of operations included in machining and machines
involved in it.
• Collecting problems faced in manufacturing process.
• To collect the issues which are faced on field (road)

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III] Analysis of Data & Finding of root cause

• Problems Identification & Selection of problem
• To find whether there is material defect, operator defect or fixture issue
• Finding the best possible solution for each problem

IV] Analyse and implementation of poka-yoke system in various processes

• Developing permanent & feasible solution
• Addition of mechanical components or electronic sensors as solution
• Review of implemented solution & result

1.6 OUTLINE OF PROJECT

Chapter second describes the details about literature review taken from the papers published
in journals, books to be referred for specific information and work related to fabrication of
vehicle
Chapter third describes about the reduction in stop limit plate missing by using poka-yoke
technique in which sensors are used to detect part and if parts are not stop the robotic welding
process immediately. This significantly reduces the scrap, rework and field compliant.

Chapter fourth describes about field problem of humming noise produces due to interchange
of parts and it is solved by developing mechanical Poka-yoke which helped to eliminate this
problem.
Chapter fifth describes about the poka-yoke technique used for part missing of wire routing
plates. In this a modified fixture with proximity sensors are used to avoid part missing.

Chapter sixth describes about the reduction of set up time of leg fitting machine using
SMED tool and how it helped to increase productivity of assembly line.

1.7 Concluding Remarks

This part contains the introduction about Poka-yoke , need of study of factors affecting
productivity of manufacturing industry, different analysis and problem-solving tools to increase
productivity, Different Poka-yoke technique along with outline of the project and objectives,
methodology of the project.

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Chapter 2: Literature Review

2.1 Introduction

A literature review is a text of a scholarly paper, which includes the current knowledge
including substantive findings, as well as theoretical and methodological contributions to a
particular topic. A literature review discusses published information in a particular subject area,
and sometimes information in a particular subject area within a certain time period. A literature
review can be just a simple summary of the sources, but it usually has an organizational pattern
and combines both summary and synthesis.

2.2 Present Theories and Practice

Shingo Shigeo [1] presented a mechanism use in lean manufacturing process which helps to
eliminate mistakes by operator. Its purpose is to producing product defects free by preventing,
correcting, or seeking attention of worker to human errors when occur. The concept was
formalized, and the term adopted, by Shigeo Shingo as part of the Toyota Production System.
Also, number of poka-yoke techniques that can be used in industry are suggested by Shingo.

B. Naveen, Dr T. Ramesh Babu [2] In “Productivity Improvement of a Manual Assembly

Line” presented the different poka-yoke techniques such as change in design, change in fixture
design, sensors that prevent processing under certain conditions, vision system, checklist,
creative solutions to avoid or detect errors for close to zero investment which results in
increased productivity with minimum waste (waste due to rework, scrap).

M. Dudek-Burlikowska, D. Szewieczek [3] explains the management processes, their

evaluation, monitoring and improving are most assisted by the eight fundamental principles of
quality management and quality: methods, tools and techniques. The aim of Poka-Yoke is to
eliminate or minimize human errors in manufacturing processes and management as a result of
mental and physical human imperfections. The main idea of this method is preventing causes,
which may result in errors and use relatively cheap control systems for determining compliance
of the product with the model.

Kamodkar Umesh T, Aran Shubham V et. al. [4] In “productivity enhancement through
fixture development and micro motion study” the author has concluded that enhancement in the
productivity proves to be the most essential criteria in these competitive business strategies.

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Hence every organization has the prime focus on optimizing their resources with improvement
in the productivity. In each of the optimizing term the main aim is to improve the production
rate with minimum inputs and enable organizations to achieve their goals. Micro motion study
of the workplace or operation results into better know how of the concern problem and solve it.

Pranavi Yerasi [5] addressed the productivity improvement of a manual assembly line by
making use of operations analysis in the framework of Lean production. The methodology
consists of selecting a product to be studied followed by current process study. Once the existing
process is documented, all the assembly tasks involved must be timed using time study
techniques. Operations analysis enables the reduction of non-productive tasks and results in a
set of standardized work elements along with the set of standard procedures for performing the
operations. Reducing changeover time unlocks more productive (value-added) time for running
production. Another benefit is that by reducing changeover time you can reduce production
batch sizes, work-in-process (WIP), and inventory.

2.3 Summary

Poka-yoke is a technique for avoiding simple human error in the workplace. Also
known as mistake-proofing, goof-proofing, and fail-safe work methods, poka-yoke is simply a
system designed to prevent inadvertent errors made by workers performing a process. The idea
is to take over repetitive tasks that rely on memory or vigilance and guard against any lapses in
focus. Poka-yoke can be seen as one of the three common components of Zero-Defect Quality
Control performed by many manufacturing companies.

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Chapter 3: Poka-Yoke for Part Missing

3.1 Problem:
One of the major defects that can be occur during fabrication of thee wheeler in welding
shop a missing of steering stopper plate which affects the turning radius of vehicle can cause
major accident on field.

3.2 Problem Description:

In Bodyshop at fabrication stage no. 3, Steering stopper plate, horn mounting bracket
and jack plate are welded to the dome by robotic welding. The mounting of all of parts on
fixture is done by worker. A worker is likely to commit a mistake and places dome without
stopper plate in fixture. The current fixture does not allow mistake proofing so due to this there
is missing of steering stopper plate and jack plate. To find the root cause of problem fishbone
diagram is used.

3.3 Objectives
1. To prevent production of defective chassis of three-wheeler.
2. To Elimination of many operations related to quality control.
3. Save time and cost due rejection and rework.
4. To eliminate field complaints.

3.4 Data Collection and observation

1. From observation and root cause analysis tool such as Ishikawa Diagrams the problem of
reduction in turning radius occurs due to missing/shifting of steering stopper stiffening
plate.
2. In a single shift around 230-250 three vehicles are fabricated in welding shop due to which
fatigue problem of workers causes part missing.
3. From the OEE document and daily observations, it was observed that average 2-3 parts
missing cases occurs daily (including both shift).
4. It was observed that current fixture (Fig.1) does not allow mistake proofing so due to this
there is missing of steering stopper plate
5. A monthly rejection rate is given below

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Part Data Missing in numbers

60

50
Number of defective parts

40

30

20

10

0
Octobar November December January February
Months

Shift I Shift II

Figure 3.1 Monthly rejection of domes due stop limit plate missing.

Figure 3.2 Fixture without poka-yoke

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Figure 3.3 Scrap dome due to missing of stop limit plate

3.5 Ishikawa Analysis

3.5.1 Ishikawa diagram

Ishikawa diagrams also recognized by various names like fishbone diagrams, herringbone
diagrams, cause-and-effect diagrams etc. are causal diagrams created by Kaoru Ishikawa that
show the causes of a specific event. A fishbone diagram is a tool that can help you perform a
cause and effect analysis for a problem you are trying to solve. This type of analysis enables
you to discover the root cause of a problem. Fishbone diagrams are an excellent way to explore
and visually depict the causes of a problem. They enable the root causes of a problem to be
determined.

Figure 3.4 Fishbone Chart - Deeper Causes

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3.5.2 Application of ishikawa fishbone diagram to steering stopper missing.

Figure 3.5 Reduction in turning radius cause and effect

3.6 Solution
3.6.1 Poka yoke Technique used

A prevention and detection technique are used, in which fixture is modified as

prevention and for detection, proximity sensors are used for ensuring part is present or not.

3.6.2 Selection of Sensor:

a) Inductive Proximity Sensors: -

Inductive proximity sensors operate under the electrical
principle of inductance. Inductance is the phenomenon where a fluctuating current, which has
a magnetic component, induces an electromotive force (emf) in a target object. To amplify
device’s inductance effect, a sensor manufacturer twists wire into a tight coil and runs a current
through it [11].
An inductive proximity sensor has four components; The coil, oscillator, detection
circuit and output circuit. The oscillator generates a fluctuating magnetic field the shape of a

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doughnut around the winding of the coil that locates in the device’s sensing face. When a metal
object moves into the inductive proximity sensor’s field of detection, Eddy circuits build up in
the metallic object, magnetically push back, and finally reduce the Inductive sensor’s own
oscillation field. The sensor’s detection circuit monitors the oscillator’s strength and triggers an
output from the output circuitry when the oscillator becomes reduced to a sufficient level.

b) Capacitive Proximity Sensors:

Capacitive proximity sensors can detect both metallic and non-
metallic targets. In capacitive sensors, the two conduction plates (at different potentials) are
housed in the sensing head and positioned to operate like an open capacitor. Air acts as an
insulator; at rest there is little capacitance between the two plates. Like inductive sensors, these
plates are linked to an oscillator, a Schmitt trigger, and an output amplifier. As a target enters
the sensing zone the capacitance of the two plates increases, causing oscillator amplitude
change, in turn changing the Schmitt trigger state, and creating an output signal [11]. The
difference between the inductive and capacitive sensors: inductive sensors oscillate until the
target is present and capacitive sensors oscillate when the target is present. It has sensing range
from 3 – 60 mm.

3.6.3 Position I: With an Inductive Proximity Sensor

Figure 3.6 Inductive proximity sensor position-I

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Figure 3.7 CAD model of Inductive proximity sensor position-I

The issue with sensors also came into effect while observing the results. The
Inductive proximity (normally open) sensors were not working properly during the inspection.
Moreover, the sensors were placed at the sides and the current passed during spot welding used
to short-circuit the sensors which required replacement of the sensors which resulted in cost
addition. The new lever operated mechanism is introduced in which sensors are placed at one
side of lever.

3.6.4 Position II: With an Inductive Proximity Sensor with lever mechanism.

Figure 3.8 Improved position of capacitive proximity sensor position-II

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Figure 3.9 CAD model of improved fixture with lever mechanism

Figure 3.10 Improved fixture after poka-yoke implementation

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In lever operated mechanism, when stop limit plate is placed on fixture the lever
actuated and other side of lever comes against sensing area of sensor with distance of 5mm.
The sensor sends the signal to the plc and completes the electric circuit for fixture clamping
which are pneumatically operated. Due to this new mechanism, the life of the sensors is
increased hence resulting in cost rejection and less maintenance. The lever used is made of
copper zirconium nickel material same as of fixture as it is in weld zone during robotic welding.

When stop limit plate was not placed in fixture by worker, a sensor does not send any
signal and circuit remains open and pneumatic actuated clamps does not operate as well as
sensor’s indicating light remains off. Hence operator understand that stop limit plats are not on
its place.

3.6.5 Ladder Logic Diagram:

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Network 1: In network 1, we used latching circuit for cycle ON. output. It can be started by
pressing cycle START and STOP by pressing STOP. When cycle will be START then system
checks all the sensors are working properly or not.
Network 2: When operator places the stop limit plate in fixture, both sensors (S1 and S2)
activated and then indication lamp (IL1) switches ON
Network 3: After indication lamp switches ON, the operator actuates the clamps by using push
switch(C1), then Authentication lamp (AL1) indicates all clamps are actuated.
Network 4&5: When operator forget to place a part in fixture sensor signal then authorization
switch does not operate and stop the cycle. After operator checks the all parts are fixed at right
position, an authorization switch (A1) starts the stepper motor (Mo) which rotates the fixture
by 180 deg. After rotation of 180deg, a proximity sensor checks the fixture has been on right
position and it is detected by sensor 3, and then robotic welding starts.

Part Missing Data in numbers

25
Number of defective parts

20

15

10

0
March April May
Months

Shift I Shift II

Figure 3.11 Rejection rate of domes after implementation of poka-yoke

3.7 Result:

1. After the implementation of Poka-Yoke there is significantly reduction in rejection rate.

2. The rejection rate reduced from average 40-45 frames / month to 5-8 frames / month
3. By placing sensors at position-I (Fig.5.) the part missing problem arrived due to short
circuit in sensor as a result, reduction is more in month of march.

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Chapter 4: Poka-Yoke for Part Interchange

4.1. Problem:
One of the major problems that can be occur during fabrication of thee wheeler in
welding shop an interchange of LHS and RHS short members of rear frame which cause
humming noise on field.

4.2 Problem Description:

At stage no. 19, a welding of rear frames of three wheelers are done manually by
workers. LHS and RHS short members have similar outer dimension due to which worker is
likely to commit a mistake and misplace them. The current fixture does not allow mistake
proofing so due to this there is interchange of LH and RH short members.

4.3 Objectives
1. To prevent production of defective chassis of three-wheeler.
2. To Elimination of many operations related to quality control.
3. Save time and cost due rejection and rework.
4. To eliminate field complaints.

4.4 Data Collection

1. In a single shift around 230-250 three vehicles are fabricated in welding shop due to
which fatigue problem of workers made mistakes.
2. Also, LHS and RHS short members have similar outer dimension due to which worker
is likely to commit a mistake and misplaces them.
3. From the OEE document and daily observations, it was observed that 1-2 parts are
interchanged daily (including both shift).
4. It was observed that current fixture (Fig.4.5.2) does not allow mistake proofing to avoid
any interchanging of part.
5. A monthly rejection due to interchange LH and RH short member was an average 15-
18 frames.
6. A monthly rejection rate (Fig.4.4.1) is given below,

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Parts Interchange Data

30

25
Number of defective parts

20

15

10

0
Octobar November December January February
Months

Shift I Shift II

Figure 4.1 Monthly rejection due part interchange.

4.5 Why – Why Analysis:

The five whys analysis is also known as the why-why chart and root cause analysis. As
these names imply, the purpose is to find the true root cause of a problem (Andersen and
Petersen, 1996). The technique can very well be used in connection with a cause-and-effect
chart to analyse each identified cause to ensure that it really is the root cause of the problem
and not only a symptom of another and more deeply rooted cause the five whys analysis is also
known as the why-why chart and root cause analysis. As these names imply, the purpose is to
find the true root cause of a problem (Andersen and Petersen, 1996). The technique can very
well be used in connection with a cause-and-effect chart to analyse each identified cause to
ensure that it really is the root cause of the problem and not only a symptom of another and
more deeply rooted cause [5].

To find out the root cause of problem (humming noise) that was produced during the
testing of vehicle, a why-why analysis technique is used. During analysis it is found that the
main reason of the rear short beams gets interchanged during welding of rear frame hence
causes to interchange suspension assembly in assembly line. As shock absorber interchanged,
left side shock absorber frequently strikes to beam during testing and hence causing humming
noise.

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• Why Humming noise is produced during vehicle testing?

• Due to the shock abosber in suspension assembly are assembled on wrong side
WHY #1 and get interchanged.

• Why shock absorber get interchanged?

• Due to RH and LH side rear short beams inerchangeed during fabrication of
WHY #2 rear frame of vehicle.

• Why RH and LH short beam interchanged?

WHY #3 • Due to operator's mistake .

• Why opearator made mistakes?

• As both parts are similar in dimension and fixture does not provide any
WHY #4 costraint for misplace of parts.

• why constaints are not provided?

WHY #5 • Poka yoke is missing

Figure 4.2 Noise problem cause and effect analysis

Difference

Figure 4.3 Top view of Rear beams

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4.6 Solution

To avoid the interchange of LH and RH rear short beams, an giude pin was installed.
Guide pins are often used as a means of ensuring the accuracy with which machined parts are
stacked on top of one another. They may also be used as a means of correctly aligning one
component of a two-part system with the other. The pin may actually come in the form of a
bolt with a tapered end or even in the shape of a bullet with the corresponding piece containing
metal or plasticized grommets at every contact point. The grommets would allow the guide pins
to penetrate the secondary component in order to ensure the accurate configuration of the two
parts being put together.
If RHS rear short beam is mounted on fixture, it strikes against interfence pin (guide
pin) and does not fit properly. This make it possible to identfy mounting error during welding
of rear frame.

Poka yoke Technique used:

A prevention technique used, in which guide pin work as physical barrier and prevent
wrong fitment of component.

Figure 4.4 Improved fixture design with guide pin

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Rejections in Number
5
Number of defective parts

0
March April May
Months

Shift I Shift II

Figure 4.5 Rejection rate after implementation of poka-yoke

4.7 Result

1. After the implementation of Poka-Yoke there is significantly reduction in rejection

rate.
2. The rejection rate reduced from average 22-24 frames / month to 1-2 frames / month

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CHAPTER 5: Poka-Yoke for part missing

5.1 Problem:
One of the problems that was occurring during assembly of thee wheeler in assembly
line, the missing of wire routing plate which are responsible of holding wire harness on its
position.

5.2 Problem Description:

During the fabrication of rear frame of Cargo and LDX vehicle, a small wire routing
plates was welded to the rear long beams by workers manually. At this stage around 5-6
different parts with 4-5 wire routing plate are welded to beams. As a greater number of parts
are welded at this stage, worker likely to forget this plate to weld. Due to this during assembly
of wire harness and this wire makes barrier to assemble other components

5.3 Objectives
1. To prevent production of defective chassis of three-wheeler.
2. To
3. To Elimination of many operations related to quality control.
4. Save time and cost due rejection and rework.

5.4 Data Collection

7. In a single shift around 230-250 three vehicles are fabricated in welding shop due to
which fatigue problem of workers can cause mistakes.
8. From the OEE document and daily observations, it was observed that 1-2 parts are
missed (including both shift).
9. At this stage around 5-6 different parts with 4-5 wire routing plate are welded to beams
10. By workers feedback we understand the as a greater number of parts are welded at
single stage, it was difficult to workers to continuously to 250 vehicles
11. It was observed that current fixture (Fig.4.5.2) does not allow mistake proofing to avoid
any.
12. A monthly defects number (Fig.4.4.1) is given below,

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Part Missing Data

40

35
Number of defective parts

30

25

20

15

10

0
January February March
Months

Shift I Shift II

Figure 5.1 Part missing data month wise

Figure 5.2 Current fixture for wire routing plats

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5.5 Solution:

From observation, it has been found that during the fabrication of Cargo and LDx
vehicles a greater number of parts are welded and for wire routing plate no any mistake proofing
is available at this fabrication stage. Hence it is difficult to worker to identify that any of part
is perfectly placed in fixture. So, to avoid this part missing, a detection poka-yoke technique is
used. A small modification is made in the fixture to accommodate the inductive type proximity
sensor and also small magnet is used to hold wire routing plates tightly in fixture. When these
plates are placed in the fixture sensors get activated and authorization lamp switches ON. As
4-5 plates are welded to beams, 4-5 sensors are required which are connected in series with
lamp. As one of the sensors is deactivated, the authorization lamp will not switch on and
operator gets to know that some of plate is not on its place.

5.6 Poka-Yoke technique:

A detection Poka-yoke Technique is used, inductive type proximity sensors are used
which detects metallic wire routing plates are present at its proper position during welding.

Wire routing
plate

Sensor

Fixture

Figure 5.3 Improved Fixture with Sensor

5.7 Result:
As implementation of fixture and sensor is under process to analyse the effect of
poka-yoke require some time.

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Chapter 6: Set Up Time Reduction

Every manufacturing process has periods of time where equipment is unavailable due
to tooling changes, material changes, part changes, program changes, or any other changes to
production that must be performed while equipment is stopped. Collectively, these events are
referred to as “setup”, or alternately as “changeovers “make ready” or “planned down time”
[6]. Changeover time is measured from the last good part of the current part run to the first
good part of the next part run.

Reducing changeover time unlocks more productive (value-added) time for running
production. Another benefit is that by reducing changeover time you can reduce production
batch sizes, work-in-process (WIP), and inventory. From the perspective of Overall Equipment
Effectiveness (OEE) and Total Equipment Effectiveness (TEEP), changeover time is captured
as an Availability Loss. From the perspective of the Six Big Losses, changeover time is
captured as a Planned Stop.

6.1 Problem
Front fork suspension assembly of various three wheelers are produced on same
assembly line so as model change set up changes according, sometime frequency of set up
change is more as the demand of product is less in quality. Time required for changing machine
fixtures during model change is more and it reduces actual productive time so it doesn't meet
the daily production target.

6.2 Objectives
1. To reduce set up time of machines
2. Reducing human fatigue during fixtures change.

6.3 Data Collection and Observations

1. From the OEE document and daily observations, it was observed that average 15 set ups
changes during a day which reduces actual productive time.

2. Loss of productive time during set up change was significant at leg fitting station; it was
about eight to nine minutes per set up change.

3. Operator need to change four boss width blocks each fitted with four Allen bolt per block.
This is done manually and required more time.

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4. Also due to frequently model changes, threading of machine Where this Allen bolts fits wear
out periodically and need maintenance which leads to loss in production.

6.4 Calculations
1. Average time required to remove and fix new model boss width block = 8 to 9 minutes’
2. Average number of set ups per day= 15

3. Total changeover time =9×15=135 minutes.

4. Cycle time of Assembly=0.41 minutes (25 seconds)

Note: (All above values are indicative in nature.)

6.5 SMED

SMED (Single Minute Exchange of Dies) is a system for dramatically reducing the setup
time. The essence of the SMED system is to convert as many changeover setups as possible
“external” and to simplify and streamline the remaining steps. The name Single Minute
Exchange of Dies comes from the goal of reducing changeover time to the “single” digits (i.e.
less than 10 minute) In SMED, changeovers are made up of steps that are termed “elements”
[7]. There are two types of elements:

1. Internal Elements (elements that must be completed while equipment is stopped)

2. External Elements (elements that can be completed while the equipment is running)

A successful SMED program will have the following benefits

1. Lower manufacturing cost (faster changeover means less equipment down time)
2. More flexible scheduling
3. Smoother start-ups

There are four simple steps to implement SMED which are as follows.
• Identify Pilot Area
In this step target area for SMED program is selected, the selection should be such that it
should have significant room for improvement.

• Identify Elements
In this step the team works together to identify all the elements of the changeover. Elements
each of which includes

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a) Description (What work is performed)

b) Cost in time (How long the element takes to complete)
• Separate External Elements

In this step elements of the changeover process that can be performed with little or no change
while equipment is running are identified and moved “external” to changeover.

▪ Streamline Remaining Elements

In this step, the remaining elements are reviewed with an eye towards streamlining and
simplifying so they can be completed in less time. For e.g. using quick release mechanism or
other types of functional clamps to simplify process and reduce the time.

6.6 SMED Application to Problem

To generate a solution for above problem an SMED approached and its steps are used.
Following is the application of SMED step to above problem.

6.6.1 Identifying the Pilot Area

Stage wise study is done during a changeover of model, in which changes are observed
and time is recorded for each station. From study it is found that Leg fitting station set up
time is significant i.e. 9 min as compared to others

6.6.2 Identifying Elements

Set up process is recorded at leg fitting station and each process is divided in internal and
external elements. It is found that Boss Width Block requires greater time amongst the
other element. Changing boss width block contains taking out the blocks from fixture
rack, removing the previous model blocks by removing allen bolts with the help of allen
key. At leg fitting station there are total 4 blocks which must be replace with next model
boss width block.

6.6.3 Separate the External Elements

In current process taking out fixture from fixture rack is an internal element which can
be converted to external element by giving training to operator

6.6.4 Streamlining other Elements

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The boss width blocks are secured on the main fixture with the help of four allen bolts,
so for each block the operator needs to unscrew the allen bolt and replace next models
block by screwing with allen bolts. This activity is performed on four boss width blocks.
To simplify this process a quick release method must be employed to reduce the time.
This is done by employing Dowell pins instead of allen bolts. This Dowell pins are press
fitted in main fixture and through holes in boss width block it is guided and then clamped
by rocker arm clamp.

6.7 Solution

Root cause was identified that tightening of Allen bolts consume much time, so instead
of using bolt to hold the boss width block on machine, dowel pins and rocker arms are designed
and can be press fit in fixtures plate and, now boss width block can be fitted directly just by
putting it on machine plate guided by dowel pins and then fitting it tightly with rocker arm, due
to this there is no need to tighten the bolt to hold the boss width block to machine. This system
is easy for operation, robust and no much maintenance needed

Figure 6.1 Boss width block

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Figure 6.2 CAD model of improved fixture

Figure 6.3 Boss width block assembly

6.8 Results
1. Average time required to remove and fix new model boss width block for quick setting
system = 2 minutes.
2. Average number of set ups per day= 15
3. Total changeover time =2×15=30 minutes.
4. Cycle time of Assembly=0.41 minutes (25 seconds)
5. Time saved due to new design =135-30=105 minutes
6. Equivalent production added = saved time /cycle time =105/0.41=252 products per day.
Note: (All above values are indicative in nature.)

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Chapter 6: Results and Discussion

1. A missing of steering stopper plate which causes reduction in turning radius of vehicles
was significantly reduced by using poka-yoke technique. A prevention poka-yoke
technique is used and reduction in part missing rate is from average 40-45 frames / month
to 5-8 frames / month. Still sometimes part missing caused due to high wear rate of fixture
and can be nullified by changing copper fixture on proper cycle time.

2. A problem of humming noise producing during field testing of vehicle which is caused due
to interchange of rear short beams identified using why-why analysis. Simple design of
mechanical poka-yoke made implementation cost cheaper & it is easy to maintain and
manufacture which reduced rejection rate from average 22-24 frames / month to 2-3 frames
/ month.

3. A missing of wire routing plates causes difficulty to mount wire harness on vehicle which
can be significantly reduced after implementing new fixture and sensor as a mistake
proofing. As implementation of fixture and sensor is under process to analyse the effect
of poka-yoke require some time.

4. New design of boss width block setting, reduced the set-up time by 70% min per setup,
considering the no of set up per day total of 15X min per day is saved. And hence
production is increased by significant numbers as availability increased, increasing daily
OEE.

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Chapter 7: Conclusion and Future Scope

7.1 Conclusion

Management processes, their evaluation, monitoring and improving are most assisted
by the eight fundamental principles of quality management and quality: methods, tools and
techniques. The aim of project is to eliminate or minimize human errors in manufacturing
processes and management as a result of mental and physical human imperfections by using
poka-yoke technique. The main idea of this method is preventing causes, which may result in
errors and use relatively cheap control systems for determining compliance of the product with
the model. By this project, the impact of Poka-Yoke in the company’s quality maintenance was
clearly understood. Poka-Yoke in their manufacturing have 100% effectiveness in reducing the
rejection rates. The rejection rate due part missing, interchange of part is significantly reduced
by applied poka-yoke technique. The study of Poka-Yoke has helped in understanding the
ways of eliminating mistakes from the root itself and before it happens. Also, small change in
fixture can help to increase productivity using SMED. Therefore, it can be inferred that,
compared to other strategies, these methods have many advantages,
• Ensuring the production of parts without defects and with near-zero level wastes,
• Eliminating defective parts inspection costs
• Not relying on operators’ mistakes and human agents (who are naturally and inherently
prone to making)
• Simplicity and practicality of implementation of this technique, and the fact that it could
be understood by everyone in the factory

7.2 Future Scope

1. Poka-Yoke Techniques has been proven to be a program that works. It can be adapted
to work in industrial plants. The suitability of poka-yoke Techniques in this area can
also be the part of future research.
2. At fabrication shop, a number of different dome structures are welded with different
components according to vehicle model, which can be fully automized using proper
poka-yoke technique and fixture setup.

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References
1. Shingo, S “A study of the Toyota production system from an industrial point of view‟
Productivity Press, Cambridge, MA (1989)
2. Shingo Shigeo (1986). Zero Quality Control: Source Inspection and the Poka-yoke
System. Productivity Press, Cambridge, Mass
3. Lee Ing Yi, Sha‟ri Mohd Yusof, - „Product quality improvement through poka yoke
technique‟-Journal Mekanikal, June 2007, No.23, 74-82
4. B. Naveen, Dr. T. Ramesh Babu,” Productivity Improvement in Manufacturing Industry
Using Industrial Engineering Tools.” IOSR Journal of Mechanical and Civil Engineering
(IOSR-JMCE) p-ISSN: 2320-334X PP 11-18.
5. M. Dudek-Burlikowska, D. Szewieczek “The Poka-Yoke method as an improving quality
tool of operations in the process”
6. Kamodkar Umesh T, Aran Shubham V, Sabale Satish U, Shelake Sandip B., Prof. Algt
Vikram V., Prof. Karwande Amit H. “productivity enhancement through fixture
development and micro motion study”: IJSRSET volume 4, issue 4, March- April 2018.
7. Amal S Das, P V Gopinadhan, “Productivity Improvement Using Industrial
Engineering ”2016 IJEDR | Volume 4, Issue 3 | ISSN: 2321-9939.
8. Ashish Kalra,Sachin Marwah,” Productivity Improvement in Assembly Line of
Automobile Industry by Reducing Cycle time of Operations” International Journal of
Engineering Research & Technology (IJERT) ISSN: 2278-0181 Vol. 5 Issue 05, May-
2016.
9. Programming Manual - Logix 5000 Controllers Common Procedures Manual
10. Programming Manual - Nx100 Inform Manual

Websites
11. https://www.machinedesign.com/sensors/proximity-sensors-compared-inductive
capacitive-photoelectric-and-ultrasonic/
12. https://www.rockwellautomation.com/rockwellsoftware/products/studio5000-logix-
designer.page

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