Reduction of Occupational Accidents with The Six-Sigma Method And Application in The Textile Industry

Yıl 2025, Cilt: 9 Sayı: 2, 136 - 148, 29.12.2025

Mehmet İnce , Mehmet Altuğ

https://doi.org/10.46460/ijiea.1661044

Öz

In this study, the number and types of occupational accidents in the Indigo section of a denim fabric production factory where Six Sigma DMAIC method is applied are analysed. In the Indigo department, 136 occupational accidents occurred between 2018 and 2023. It is seen that 650 lost working days were experienced as a result of occupational accidents. The part of this data between 2018-2020 represents the part of the six sigma study that has not been implemented, and the part between 2021-2023 represents the part where the six σ study has been implemented. The number of accidents decreased from 84 to 52 and the number of lost working days decreased from 379 to 271 days. Thus, it is seen that there is an improvement of 38.09% in the number of occupational accidents and 28.5% in the number of lost working days. OAFR decreased from 12.1 to 11.7 and improved by 3.3%. OASR has decreased from 124 to 98 and an improvement of 27.1% has been realised. The sigma level of the process increased from 4.71σ to 4.87σ. Lost working hours, the amount of errors per million opportunities, decreased from 655 to 371. This is an improvement of more than 18,5 per cent in lost working hours.
Keywords: Six Sigma, DMAIC, Textile, Occupational Accident, Occupational Health, Occupational Safety

Anahtar Kelimeler

Six Sigma , DMAIC , Textile , Occupational Accident , Occupational Health , Occupational Safety

Altı Sigma Yöntemi ile İş Kazalarının Azaltılması ve Tekstil Sektöründe Bir Uygulama

Öz

Bu çalışmada, Altı Sigma TÖAİK (Tanımlama, Ölçme, Analiz, İyileştirme, Kontrol) yönteminin uygulandığı bir denim kumaş üretim fabrikasının İndigo bölümündeki iş kazalarının sayısı ve türleri analiz edilmiştir. İndigo bölümünde 2018-2023 yılları arasında 136 iş kazası meydana gelmiştir. İş kazaları sonucunda 650 kayıp iş günü yaşandığı görülmektedir. Bu verilerin 2108-2020 yılları arasındaki kısmı six sigma çalışmasının uygulanmadığı kısmı, 2021-2023 yılları arasındaki kısmı ise six sigma çalışmasının uygulandığı kısmı temsil etmektedir. Kaza sayısı 84'ten 52'ye, kayıp iş günü sayısı ise 379 günden 271 güne düşmüştür. Böylece iş kazası sayısında %38,09, kayıp iş günü sayısında ise %28,5'lik bir iyileşme olduğu görülmektedir. İş kazası sıklık hızı (İKSH) 12.1'den 11.7'ye düşmüş ve %3.3 oranında iyileşmiştir. İş kazası ağırlık hızı (İKAH) 124'ten 98'e düşmüş ve %27,1'lik bir iyileşme gerçekleşmiştir. Sürecin sigma seviyesi 4.71σ'den 4.87σ'ye yükselmiştir. Bir milyon fırsat başına düşen hata miktarı olan kayıp çalışma saati 379'dan 271'e düşmüştür. Bu, kayıp çalışma saatlerinde yüzde 18,5'ten fazla bir iyileşme anlamına gelmektedir.

Anahtar Kelimeler

Altı Sigma , TÖAİK , Tekstil , İş Kazası , İş Sağlığı , İş Güvenliği

Kaynakça

• Lari, M. A. (2023). longitudinal study on the impact of occupational health and safety practices on employee productivity. Safety Science, 170, 106374.
• Kale, S. R., Kota, S.,. Jasti, N. V. K., Soni, G., & Prakash, S.(2022). An occupational health and safety management system framework for lean process industries: an interpretive structural modelling approach. International Journal of Lean Six Sigma, 13(6), 1367–1394.
• Mousavi, S. S., Khani Jazani, R., Cudney, E. A, & Trucco, P. (2020). Quantifying the relationship between lean maturity and occupational health and safety: Antecedents and leading indicators. International Journal of Lean Six Sigma, 11(1), 150–170.
• Lee, J., Jung, J., Yoon, S. J., & Byeon, S. H. (2020). Implementation of ISO45001 Considering Strengthened Demands for OHSMS in South Korea: Based on Comparing Surveys Conducted in 2004 and 2018. Safety and Health at Work, 11(4), 418–424.
• Altuğ M. (2023). Application of six sigma through deep learning in the production of fasteners. International Journal of Lean Six Sigma, 14(7), 1376–1402.
• Altuğ, M., & Nalbant, M. (2011). Altı Sigma Projelerinin Rekabete Yönelik Kazanımları İmalat Sanayiindeki Uygulamaların Analizi. Sigma: Mühendislik ve Fen Bilimleri Dergisi, 29(3), 301–315.
• Ashok Sarkar, S., Ranjan Mukhopadhyay, A., & Ghosh, S. K. (2013). Root cause analysis, Lean Six Sigma and test of hypothesis. The TQM Journal, 25(2), 170–185.
• Haridy, S., Maged, A., Kaytbay, S., & Araby, S. (20217). Effect of sample size on the performance of Shewhart control charts. The International Journal of Advanced Manufacturing Technology, 90(4), 1177–1185.
• Uluskan, M. (2016). A comprehensive insight into the Six Sigma DMAIC toolbox. International Journal of Lean Six Sigma, 7(4), 406–429.
• Jirasukprasert, P., Garza-reyes, J. A., Soriano-meier, H., & Rocha-lona, L. (2012). A Case Study of Defects Reduction in a Rubber Gloves Manufacturing Process by Applying Six Sigma Principles and DMAIC Problem Solving Methodology. 2012 International Conference on Industrial Engineering and Operations Management, (pp. 472–481).
• Banuelas, R., Antony, J., & Brace, M. (2005). An Application of Six Sigma to Reduce Waste. Quality and Reliability Engineering International, 21(6), 553–570.
• Aksoy, B., & Orbak, A. Y. (2009). Reducing the quantity of reworked parts in a robotic arc welding process. Quality and Reliability Engineering International, 25(4), 495–512.
• Chakravorty, S. S. (2009). Six Sigma programs: An implementation model. International Journal of Production Economics, 119(1), 1–16.
• Yang, T., & Hsieh, C.H. (2009). Six-Sigma project selection using national quality award criteria and Delphi fuzzy multiple criteria decision-making method. Expert Systems with Applications, 36(4), 7594–7603.
• Jou, Y. T., Chen, C. H., Hwang, C. H., Lin., & Huang, S. J. (2010). A study on the improvements of new product development procedure performance–an application of design for Six Sigma in a semi-conductor equipment manufacturer. International Journal of Production Research, 48(19), 5573–5591.
• Gijo, E. V., Scaria, J., & Antony, J. (2011). Application of six sigma methodology to reduce defects of a grinding process. Quality and Reliability Engineering International, 27(8), 1221–1234.
• Bilgen, B.,& Şen, M.(2012). Project selection through fuzzy analytic hierarchy process and a case study on Six Sigma implementation in an automotive industry. Production Planning & Control, 23(1), 2–25.
• Antony, J., Gijo, E. V., & Childe, S. J. (2012). Case study in Six Sigma methodology: manufacturing quality improvement and guidance for managers. Production Planning & Control, 23(8), 624–640.
• Tanik, M., & Sen, A. (2012). A six sigma case study in a large-scale automotive supplier company in Turkey. Total Quality Management & Business Excellence, 23(4), 343–358.
• Falcon, R. G., Alonso, D. V., Fernández, L. M. G., & Perez-Lombard, L. (2012). Improving energy efficiency in a naphtha reforming plant using Six Sigma methodology. Fuel Processing Technology, 103, 110–116.
• Gijo, E. V., Antony, J., Kumar, M., McAdam, R. & Hernandez, J. (2014). An application of Six Sigma methodology for improving the first pass yield of a grinding process. Journal of Manufacturing Technology Management, 25(1), 125–135.
• Sarkar, A., Mukhopadhyay, A. R., & Ghosh, S. K. (2014). Measurement system analysis for implementing design for Six Sigma. International Journal of Productivity and Quality Management, 14(3), 373.
• Zhang, M., Wang, W., Goh, T. N., & He, Z. (2014). Comprehensive Six Sigma application: a case study. Production Planning & Control, 26(3), 1–16.
• Arun Vijay, S., (2014). Reducing and optimizing the cycle time of patients discharge process in a hospital using six sigma dmaic approach. International Journal for Quality Research, 8(2), 169–182.
• Gutierrez-Gutierrez, L., Leeuw, S., & Dubbers, R. (2016). Logistics services and Lean Six Sigma implementation: a case study. International Journal of Lean Six Sigma, 7(3), 324–342.
• Swarnakar, V., Tiwari, A. K., & Singh, A. R. (2020). Evaluating critical failure factors for implementing sustainable lean six sigma framework in manufacturing organization. International Journal of Lean Six Sigma, 11(6), 1069–1104.
• Mueller, P. S., & Cross, J. A. (2020). Factors impacting individual Six Sigma adoption. International Journal of Lean Six Sigma, 11(1), 57–83.