2.

Application of Poka-Yoke (Mistake Proofing):

Poka-Yoke is a Japanese term for “mistake-proofing.” Roots Industries uses simple but
effective mechanisms to avoid human errors in manufacturing and assembly processes.

a) During the horn assembly process, I observed fixtures with shape constraints that
prevent incorrect parts from being assembled.

b) Electrical testing setups are designed in a way that the operator cannot proceed
without the correct input connections.

c) Sensors and limit switches are embedded in machines to detect improper part
placement or orientation, automatically halting operations if an error is detected.

These systems ensure quality assurance and reduce rework, making processes more robust
and reliable.

3. Use of Kanban for Material Flow:

Kanban cards and boards are actively used to control inventory and streamline workflow.

a) In the stores and sub-assembly sections, I observed color-coded bins and visual
Kanban cards to indicate when materials need to be replenished.

b) The production lines are fed materials based on pull systems, meaning items are only
produced or moved when required, minimizing excess stock or shortages.

This system improves material traceability, reduces waiting time, and aligns with Just-In-
Time (JIT) principles.

4. Lean Manufacturing Techniques:

Roots Industries has adopted various Lean Manufacturing principles to reduce waste
(Muda) and improve value delivery to the customer.

a) Value Stream Mapping (VSM): The company has mapped its major manufacturing
processes to identify bottlenecks and non-value-adding steps.
b) Cellular Manufacturing: Workstations are arranged in U-shaped layouts, reducing
movement of parts and workers while enabling smooth, one-piece flow.
c) SMED (Single Minute Exchange of Die): Quick changeover methods are used on
stamping and moulding machines to minimize downtime during product changeovers.

d) Kaizen Boards: Teams are encouraged to continuously suggest process

improvements, which are documented on Kaizen boards at the shopfloor level.

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5. Quality Circles and Employee Involvement:

One of the most inspiring things I noticed was the level of employee involvement in process
improvements.

• Roots encourages Quality Circles, where small groups of employees meet regularly
to identify problems and suggest improvements.

• Suggestions are evaluated monthly, and employees whose ideas are implemented are
recognized, creating a motivational and participative environment.

This bottom-up approach to innovation ensures that process improvements are practical and
accepted by the workforce.

6. Digital Monitoring and Data Analytics:

Roots is gradually adopting Industry 4.0 practices by integrating digital monitoring tools.

• Real-time dashboards display production rates, energy usage, machine status, and
downtime analysis.

• Data collected from machines is used to identify inefficiencies, predict maintenance

needs, and reduce breakdowns through predictive maintenance systems.

This not only improves equipment availability but also enhances decision-making and long-
term planning.

Identification of Improvement Ideas in Roots Industries:

During my visit to Roots Industries, I carefully observed their production systems, workflow,
materials handling, and workforce engagement. While the company has already implemented
various process optimization techniques like 5S, Lean Manufacturing, Kanban, and Poka-
Yoke, there are still areas where incremental improvements can lead to greater efficiency,
safety, and sustainability. Below are some student-identified ideas for improvement, based
on ground-level observations and learnings from industrial engineering principles:

1. Digital Maintenance Scheduling

While preventive maintenance is in place, much of the scheduling is still semi-manual. By

implementing a digital CMMS (Computerized Maintenance Management System), the
company could automate reminders, track breakdown histories, and reduce unexpected
downtimes.
Benefit: Improved equipment uptime and reduced maintenance cost.

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2. Operator Skill Matrix and Cross-Training:

The company could maintain a visual skill matrix board for every production cell, which
displays the skills each operator has. Cross-training employees to handle multiple tasks can
make the workflow more flexible during absenteeism or peak production hours.
Benefit: Reduces bottlenecks and increases workforce adaptability.

3. Semi-Automated Material Handling:

A significant portion of time is consumed in manual transfer of components between

departments. Introducing low-cost Automated Guided Vehicles (AGVs) or even trolley-
based pull systems can streamline this.
Benefit: Reduces labour fatigue, improves time efficiency, and enhances flow.

4. Energy Waste Identification Campaign:

Even though Roots is strong in energy management, organizing internal campaigns where
employees identify sources of energy loss (e.g., leaks, idle machines, excess lighting) can
foster better ownership.
Benefit: Promotes employee awareness and supports sustainability goals.

5. Real-Time Andon System for Downtime Alerts:

Installing a simple Andon system (lights and alarms) that instantly signals production line
issues to supervisors can lead to faster response and less downtime. This can be integrated
with existing SCADA systems.
Benefit: Enhances communication and minimizes production stoppages.

6. Workstation Ergonomics Audit:

Some operators were observed bending frequently or stretching to reach tools. A formal
ergonomic audit of all workstations could be performed to optimize height, layout, and tool
access.
Benefit: Improves safety, reduces fatigue, and boosts productivity.

Suggested Process Improvement Ideas:

Based on my observations and understanding, here are a few student-driven ideas that could
further improve Roots’ processes:

a) Introduce Augmented Reality (AR) Training: For new hires, AR-based simulations
can speed up training on machine operations and safety.

b) Install Automated Guided Vehicles (AGVs): For internal material movement

between stores and assembly areas to reduce manual labour and time.

c) Implement RFID for Inventory Tracking: This would enhance material traceability
and reduce manual errors in stock management.

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 d) Integrate Employee Feedback Apps: A digital platform for workers to log
improvement suggestions, reducing paperwork and speeding up review processes.

e) Digital Maintenance System:

Automate maintenance schedules using software to reduce unexpected
machine breakdowns.
f) Skill Matrix Chart:
Use visual skill boards to track and improve worker training and
multitasking.
g) Semi-Automated Material Handling:
Introduce trolleys or small AGVs to reduce manual effort and save time.
h) Energy Leak Checks:
Conduct monthly energy audits to fix air leaks, idle machines, or excess
lighting

Conclusion:
During my visit to Roots Industries, I was able to clearly understand how real-world
industries apply concepts like 5S, Poka-Yoke, Kanban, and Lean Manufacturing. It was
fascinating to see how organized, efficient, and systematic their processes are. I particularly
liked how every employee is involved in quality and improvement through simple yet
effective techniques. The company’s focus on discipline, safety, and continuous improvement
has helped me realize the importance of maintaining process standards. This visit gave me
practical exposure to what we usually read in theory and motivated me to learn more about
industrial engineering and management. Overall, it was a very informative and eye-opening
experience for me as a student.

DESCRIPTION MARKS MARKS OBTAINED

PRESENTATION 3

NOVELTY 2

CONTENT ARRANGEMENT 3

VIVA VOCE 2

TOTAL 10

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 EXERCISE 5: REPORT ON AN INDUSTRIAL VISIT

COMPANY NAME: SPARK TECH PVT LTD

LOCATION: IDAYARPALAYAM, COIMBATORE
TEAM MEMBERS:
 SHANMUGAM.A
 SUDHARSHAN R
 RANJITH.N
 RAGUL S

AIM OF VISIT:
The aim of our visit to Spark TECH car workshop was to gain a comprehensive understanding
of the real-world functioning of an automotive repair facility, focusing particularly on the roles,
responsibilities, and challenges faced by technicians. This visit was intended to bridge the gap
between academic learning and practical application by providing exposure to the actual
workflow of a car workshop. We aimed to learn how a small-scale workshop operates, how it
has evolved since its inception, and how it copes with technical challenges such as limited tools
and rapidly advancing vehicle technologies. Additionally, we sought to observe the types of
customer complaints most commonly received, understand the diagnostic and repair
procedures followed, and identify innovative solutions adopted by the team, such as in-house
tool fabrication. Through direct interaction with technicians, we aimed to gain insights into
their problem-solving approaches, testing protocols, customer handling techniques, and overall
work environment. This visit was also intended to help us appreciate the importance of skill,
adaptability, and resourcefulness in the automobile service industry.

OBJECTIVE:

• Understand the practical workflow of an automotive service centres:

To closely observe how vehicles are received, diagnosed, repaired, and delivered in a
real-time environment. This includes studying the step-by-step process technicians
follow—from initial inspection to final quality checks.
• Identify the common challenges and constraints faced by technicians in real-time
service scenarios:

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