Minimizing delay in the production flow by scheduling, elimination of non-value adding activities and improving the capacity at Tigergrapics Inc. San juan, Quezon City

Date

4-2011

Degree

Bachelor of Science in Industrial Engineering

College

College of Engineering and Agro-Industrial Technology (CEAT)

Adviser/Committee Chair

Kathleen B. Lee

Committee Member

Mikel Angelo B. Yap, Marc Immanuel G. Isip

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Abstract

The study was conducted on the Preproduction, Production and Postproduction departments of Tigergraphics Inc.which manufactures customer-based print-outs under the commercial printing industry. Through analyzing the status of the customer orders from the Job Order Database, the problem was identified. Currently, about 54% of the short-term customer orders are delayed in meeting the delivery dates which leads to customer dissatisfaction and loss of reorders. With this, the study aims to provide recommended solutions to minimize delays in the production flow. Using different IE tools for analysis and evaluation, the factors or root causes of the delays were identified. Processing times were gathered and the Value Stream Map (VSM) for the production of customer orders was generated. From the VSM, a delay time of 22.9 hours was detected.The identified causes of delays were the accumulation of work in process (WIP) in the delivery, improper schedule of the projects, not well documented and implemented SOP, and the presence of other non-value adding activities. These factors were given solutions and evaluated in order to come-up with a justifiable recommendation in minimizing delay. To minimize the 22.9 delay time in the production flow, it was recommended to prioritize improving the delivery capacity since it would provide the largest reduction on the delay time which is 6.669 hours. It was also recommended to eliminate other non-value adding activities resulting to delays aside from the delays incurred by insufficient delivery capacity and improper scheduling. This would reduce the delay time by about 4.78 hours. Lastly, it is also advisable to train a master scheduler to reduce the delay time by 1.083 hours. In total, the delay time can be reduced by 12.53 hours. The recommendation involve an annual cost of ₱229,000but will result to a reduction in the delay time by about 54% and a savings of Php 1,135,621 annually.

Language

English

LC Subject

Productivity progress

Location

UPLB College of Engineering and Agro-Industrial Technology (CEAT)

Call Number

LG 993.5 2011 E66 B66

Document Type

Thesis

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