Académique Documents
Professionnel Documents
Culture Documents
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A Project in
________________________________
In Partial Fulfillment
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By:
October 2017
Table of Contents
LIST OF FIGURES .....................................................................................................3
ACKNOWLEDGMENT .................................................................................................5
DEDICATION ............................................................................................................6
APPENDICES........................................................................................................... 33
BIBLIOGRAPHY ....................................................................................................... 37
2
LIST OF FIGURES
3
LIST OF TABLES
4
ACKNOWLEDGMENT
The completion of this undertaking could not have been possible without the participation
and assistance of so many people whose names may not all be enumerated but their
contributions are sincerely appreciated and gratefully acknowledged. In line with this, the
researcher would like to express her deep appreciation and indebtedness particularly of
the following:
Mr. Yuuji Inaba, Production Engineering Division Manager, for allowing and
trusting me to do the project;
Equipment Staff, for never making me feel an outcast and for giving me a
challenging yet fun training experience;
Engr. Yeore Clyde Retada, for extending his help throughout the entire course;
To my family, for their undying support and encouragement, for their financial
backing throughout the quest of this study;
To Our Almighty God, for keeping my faith strong and belief that everything is
possible through Christ;
And lastly, my sincerest appreciation to all those who, in one way or another, made
this study possible.
THE RESEARCHER
5
DEDICATION
- Jennie
6
I. THE COMPANY
Location: 5th Street, 3rd Avenue, Mactan Export Processing Zone, Lapu-Lapu City, Cebu
2.1 History
Toyoflex Cebu Corporration was established on April 1996 whose main building is
located at 5th Street, Mactan Export Processing Zone, Lapu-Lapu City, Cebu, Philippines.
On April 1999, the Cebu factory obtained ISO 9002. The company is under Toyoflex
Corporation, which was formerly known as Toyo Mini Rope industrial Co., Ltd., which later
Corporation could no longer cope up to the demands of its sister companies in Japan,
which is its direct customers. A decision has to be made to satisfy these customers,
consequently a second factory was constructed on July 2001 still situated at Mactan
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Export Processing Zone. Similarly, with the increasing demand and continuous
development of new products introduced to the market, a third factory was opened on
December 2007. And just recently, on the year 2015, another factory was constructed in
MEPZ 1 to cater the demands of the plastic molding industry and another one at CLIP to
cater medical related products. To date, there are five factories operating in Cebu under
the umbrella of Asahi Intecc after all the shares were sold to the said company on
September 17, 2013, thereby becoming a 100 percent subsidiary of Asahi Intecc.
Kazuo Chiba
President/CEO
Arnold Malingin
Section Manager
Iven Aberion
Asst. Section Manager
Mario Bergancia
APS Supervisor
Kenneth Jumadla
Eqpt. Asst. Supervisor
Aymee Torres
Process Asst. Supervisor
8
2.3 Nature of Business
Processing Zone, Lapu-Lapu City, Cebu, Philippines. Now it is acting as the core
miniature wire rope in Asia and covering all the processes of wire rope production
ropes. The company’s products include wire ropes, terminals, static eliminators,
and dies and tools. Its products also include outer casing of coil springs with and
without polyethylene tubes; and coil springs, such as solid copper wires, deformed
9
wires, and winding springs. Further, the company provides assembled products
using wire ropes, drive transmission units, and TOYO grips to connect various wire
others.
10
2.5 Processes Involved
The processes involved in manufacturing wire ropes include: (1) Acquisition of Raw Materials, (2) Receiving
and Warehousing, (3) Wire Drawing, (4) Coating, and (5) Storage. Since the customer of Toyoflex for their primary
product are only internal, the process stops at storage and is utilized whenever needed.
Storage Coating
making sure manufacturing equipment and production processes run safely and
cost effectively. The said department controls the operation of the production and
The PE division is divided into four major departments: the Asahi Production
System (APS), which is responsible for simplifying the work of production workers
through time and motion analysis; the Equipment, which is responsible for the
responsible for designing a standardized process and makes sure that the line is
12
3.2 Organizational Structure
Kazuo Chiba
President/CEO
Arnold Malingin
Section Manager
Iven Aberion
Asst. Section Manager
Mario Bergancia
APS Supervisor
Kenneth Jumadla
Eqpt. Asst. Supervisor
Aymee Torres
Process Asst. Supervisor
13
3.3 Job Description
under the supervision of Engr. Kenneth Jumadla, the Asst. Equipment Supervisor
of the Production Engineering Division. The trainee was involved in activities and
tasks which honed her creative and analytical thinking. The trainee was also
assigned to do kaizen with the existing work orders received by the Equipment
14
Familiarization on the different
equipment through the equipment
manual
Observation on the operations done
Week 3 (July 17 – July 21) in the daily maintenance
Quality management seminar
Submission of IQ/OQ implementation
report
Work order file update
Gathering, sorting, and encoding of
data
Comparison of database records and
gathered data
Week 4 (July 24 – July 28)
Analysis on repair, response and lead
time
Presentation of analysis to the
equipment team
Revision of analysis as per equipment
team’s discretion
Presentation of analysis to the
Week 5 (July 31 – August 4)
management (Japanese manager,
Production Engineering supervisor
and Equipment staff)
15
V. COMPANY PROBLEMS
YES
Perform preventive
Contact external agency
maintenance
Update Production
Equipment History Record
Prepare Preventive
Maintenance Sticker
16
Figure 4: Work Order Volume per Month
A work order is used when a certain department, most of the time Production,
17
In Figure 3, it could be observed that the biggest portion of work order that the
department receives is for the repair of the equipment. For the first half of the year 2017,
it was recorded that a total of 172 repairs were conducted having an average of 28 repairs
per month. A Pareto analysis is then conducted to determine which among these work
Cumulative Percenage
160
140 80%
Frequency
120
100 60%
80
60 40%
40 20%
20
0 0%
Repair Installation Transfer Modification Cancelled
Work Orders
From the Pareto Analysis shown in Figure 4, it could be observed that 80%
of the work orders is contributed providing repairs to the machine. The number of repairs
provided for the first half of the year 2017 in the company is shown on Table 1.
Month Frequency
January 39
February 13
March 50
April 24
May 32
June 14
Total 172.00
18
Average 28.67
Standard Deviation 14.53
Table 2: Monthly Frequency
50
40
Frequency
30
20
10
0
Frequency 39 13 50 24 32 14
From Table 2, it could be observed that the total number of work orders from
January to June 2017 is 172. This will result to an average of 28.67 monthly repairs
Pareto analysis regarding this has been conducted. This is shown on Figure 4.
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Figure 8: Pareto Chart for the Most Repaired Machines
Figure 6 shows the frequency of repairs for every machine and the machines that
belongs to the top 80 percent. The machines which is included in the list that needs to
be prioritized is shown on Table 3 and the causes of repairs for the most repaired
machines is shown in Figure 7. It is noticeable that most the top 80% of the most
repaired machines are the wire drawing machines and the causes of repairs are almost
identical.
20
Figure 9: Causes of Repairs for the Most Repaired Machines
Availability of Machines
Availability is the actual time that the machine or system is capable of production
as a percent of total planned production time. Shown on Figure 9 is the world class
standards for Availability which is a part of the OEE (Overall Equipment Efficiency) metrics
21
Availability of Machines in Toyoflex Cebu Corporation
TOTAL UP TOTAL
NO. OF MTBF MTTR
CDE NO. TIME DOWNTIME AVAILABILITY
BREAKDOWN (days) (days)
(days) (days)
11 143.96 7 4.04 20.57 0.58 97.27%
229 124.79 6 23.21 20.80 3.87 84.32%
658 126.13 5 21.88 25.23 4.38 85.22%
15 146.40 4 1.60 36.60 0.40 98.92%
18 144.46 4 3.54 36.12 0.88 97.61%
671 132.69 4 15.31 33.17 3.83 89.65%
1 140.69 4 7.31 35.17 1.83 95.06%
660 123.71 4 24.29 30.93 6.07 83.59%
911 145.02 3 2.98 48.34 0.99 97.99%
AVERAGE 31.88 2.54 92%
Figure 11: Machine Availability from January 2017 - June 2017
Sample Computation:
𝑇𝑜𝑡𝑎𝑙 𝑈𝑝 𝑇𝑖𝑚𝑒
𝑀𝑒𝑎𝑛 𝑇𝑖𝑚𝑒 𝐵𝑒𝑡𝑤𝑒𝑒𝑛 𝐹𝑎𝑖𝑙𝑢𝑟𝑒 =
𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝐵𝑟𝑒𝑎𝑘𝑑𝑜𝑤𝑛𝑠
143.96 𝑑𝑎𝑦𝑠
𝑀𝑒𝑎𝑛 𝑇𝑖𝑚𝑒 𝐵𝑒𝑡𝑤𝑒𝑒𝑛 𝐹𝑎𝑖𝑙𝑢𝑟𝑒 =
7
4.04 𝑑𝑎𝑦𝑠
𝑀𝑒𝑎𝑛 𝑇𝑖𝑚𝑒 𝑇𝑜 𝑅𝑒𝑝𝑎𝑖𝑟 =
7
22
𝑀𝑇𝐵𝐹
𝐴𝑣𝑎𝑖𝑙𝑎𝑏𝑖𝑙𝑖𝑡𝑦 = ∗ 100%
𝑀𝑇𝐵𝐹 + 𝑀𝑇𝑇𝑅
110.9
𝐴𝑣𝑎𝑖𝑙𝑎𝑏𝑖𝑙𝑖𝑡𝑦 = ∗ 100%
110.9 + 8.1
The average mean time between failures (MTBF) of the machines that were
prioritized is 31.88 days; Mean Time to Repair (MTTR) is 2.54 days and average
availability of 92%. It can be observed in Figure 9 that four of the machines is below the
world class standard since they are below the 90% limit. This poses a problem and an
machine repairs.
In order to determine the total downtime that is being contributed by the repair
of the machines, two important factors that needs to be considered are, (1) the response
time and (2) the repair time. The response time starts from the time the request was
given up to the time the request was started, while repair time is the time it takes for the
maintenance team to perform the repair starting from the time the work order has been
23
Figure 12 Repair Response Time
At first glance on the bar graph shown in Figure 6, it could be observed that most
of the time, it takes less than a day to respond to a repair that represents the 39% on
the pie graph. But in reality the response time usually takes more than a day, which
represents the 61% on the pie graph. With this, it can be observed that response time
24
From January to June 2017, repairs were done within hours 37.80% of the time
and within days 58.37% of the time. With this, it can be observed that repair time takes
Days
frequent; and
100% for the months of January to June 2017 but the repair rate is
still high
25
As Perceived by the Trainee
The causes of repair for machines are recurring. Response time takes
Repair time takes more than a day in most cases causing delay to
the production
PROBLEM
CAUSE EFFECT
26
Opportunity Loss
In this case, the company could look into different aspect that would contribute
to their loss if repair happens. First is the opportunity that they loss for producing the
goods that the company has to deliver and the second the labor cost that the company
8 ℎ𝑜𝑢𝑟𝑠 60 𝑠𝑒𝑐𝑜𝑛𝑑𝑠
Conversion: 104.16 days * 104.16 𝑑𝑎𝑦𝑠 ∗ 1 𝑑𝑎𝑦
∗ 1 ℎ𝑜𝑢𝑟
= 49,996.8 𝑚𝑖𝑛𝑢𝑡𝑒𝑠
27
Cost of repair = Rate of technicians * MTTR * No. of repairs
Where:
= 1.53 Php/min
No. of repairs = 41
In the prescriptive phase, the researcher provides options to the company that
inspection and/or overhaul (replace parts, lubricate and clean). If possible, it is best to
use tools (ex. bearing vibration checker, thermal scanner) that can verify the condition
In this method the company would perform preventive maintenance rather than a
reactive type. Through this, they could detect the defect of the machine before it worsen
28
and cause long machine downtime. It is also suggested that the company schedules the
maintenance during holidays or when the company does not have a production.
In order for the company to ensure that proper maintenance is followed, checklist
production has to say, assuming they were informed ahead of time. Bigger problems may
29
arise with each passing delay of the scheduled maintenance. Also, it can delay the
In order to make sure that maintenance will be properly followed, the performance
of their action should be properly monitored and audited by the Quality Department. This
is to assure that all the machines are in good condition. This is also a way to ensure the
Stock buffer for the machine parts that often needs repair (i.e. inverter parts,
traverse) to prevent long downtime of machine. On this note, it is recommended for the
company to have a tracker of the inventory of the spare parts and analysis on its mean
time before failure in order for them to have an estimate of the number of stocks that
it is expected of them to take preventive measures everyday by doing things that can
somehow prevent breakdown such as cleaning. This should be strictly observed and
implemented.
In order to empower the assigned personnel, they will be tasked to make a list of
the abnormality that they have observed on the course of performing their daily
maintenance. On the sheet provided shown on Exhibit 2, the operator needs to write all
30
the abnormality that they have observed. They will then channel it to the person
responsible who will perform the necessary maintenance. To ensure that the necessary
31
VII. OJT TRAINEE CONCERNS
One of the most important things I learned from my two-month training is that
talent and knowledge alone is not enough. It is important, but hard work and
out on your own. This means having to deal with different people more often, and to
do things with less or without supervision. During my training, I have also learned to
be more inquisitive and be more curious about things pertaining to my chosen field in
32
APPENDICES
33
34
35
B. Pictorials
Photos taken last August 2, 2017 during the trainee’s project presentation to the
management. The presentation was attended by the Japanese Manager, Mr. Yuuji Inaba;
Section Manager, Engr. Arnold Malingin; Production Engineering Asst. Section manager,
Engr. Iven Aberion, my immediate supervisor and the Equipment Asst. Supervisor, Engr.
Kenneth Jumadla; the APS and Process Asst. Supervisors and the Equipment staffs.
36
BIBLIOGRAPHY
1. M.S.J. Ameli, Modeling the effects of machine breakdowns in the generalized cell
1992.
3. The Complete Guide to Simple OEE. (n.d.). Retrieved October 05, 2017, from
https://www.slideshare.net/GallandTolentino/thecompleteguidetosimpleoee
37
CURRICULUM VITAE
HIGHLIGHTS OF QUALIFICATION
Oriented in Visual Basic
Proficient in SketchUp
PERSONAL DETAILS
Excellent in both oral and written communication
Birth Date 04 February 1995 Proficient in Microsoft office bundled software and in system simulation
Birth Place Alcoy, Cebu using ProModel®
Nationality Filipino
RESEARCH UNDERTAKINGS
EDUCATION
Application Of Ergonomic Principle In Designing A Shawarma Food
2017 Stall
BS Industrial Engineering 1st Semester A.Y. 2015-2016 | IE421 Ergonomics
Cebu Institute of Technology - (Presented to the 9th IE Research Expo. August 11, 2015)
University
N. Bacalso Avenue, Cebu City
A feasibility study of briquette production using bio-degradable
2011 waste as raw materials that through oxygen bomb calorimeter
St. Mary’s Academy of Dalaguete testing has 80% heat value of the conventional charcoal but 20%
Poblacion, Dalaguete, Cebu cost reduction. This livelihood project implemented can generate
four green jobs operating with monthly expenses of
2007
3rd Honorable Mention
Php213,123.32 with a payback period of 1.25 years.
Alcoy Central Elementary School
30% Reduction of Rejects and Reworks of DMC Print Shoppe Book
Poblacion, Alcoy, Cebu
Production
CHARACTER REFERENCES
2nd Semester A.Y. 2015-2016 | IEPE1 Lean Six Sigma