Increasing output through the reduction of unprotective times in the press lines of the forge department at Aichi Forging Company of Asia Inc. (AFC), Sta. Rosa, Laguna

Date

10-2011

Degree

Bachelor of Science in Industrial Engineering

College

College of Engineering and Agro-Industrial Technology (CEAT)

Adviser/Committee Chair

Marc Immanuel G Isip

Abstract

Aichi Forging Company of Asia, Inc. (AFC) is a company that manufactures highly competitive forging products such as steel forgings, dies and vacuum heat treatment products that are used in the transmission boxes of automotive vehicles. It is located in at Bo. Pulong Sta. Cruz, Sta. Rosa City, Laguna, Philippines. The Forge Department of AFC manufactures two types of forged blanks: forged gear blanks and forged shaft blanks. Upsetter Lines manufacture forged shaft blanks, while Press Lines manufacture forged gear blanks. The manufacture of forged gear blanks is a major source of income for AFC, comprising 86.25% of all forged parts manufactured. The 8-month period from January to August 2010, showed that the average demand of 620,448 units of forged gear blanks per month was not consistently met, causing losses that amounted to an average of PHP1,195,771.50 monthly. After assessing the capacity of the Press Lines it was found out that the average monthly demand can be met. Therefore, this study was conducted to be able to increase the number of forged gear blanks produced that would enable AFC meet their average monthly demand. Through sampling it was found out that 43.90% of the total available time of production per shift at the Press Lines was consumed by unproductive activities. The unproductive activities were identified and categorized as Break , Cleaning and Setup. Furthermore, activities under these categories were classified to be either value-adding or non-value-adding. Unproductive value-adding activities are those activities that produce no output but are necessary and cannot be eliminated since they have an effect on the quality of the goods produced. Unproductive non-value-adding activities are activities that produce no output and have no effect on the quality of the goods produced, hence these activities should be lessened if not eliminated. Using an Ishikawa diagram the root causes were determined and separated into three categories namely: noise, controllable and experimental. It was found out that the root causes were associated with the unproductive non-value-adding activities under Cleaning and Break. Controls and actions for root causes under controllable factors were formulated. Alternative solutions was chosen by performing factor rating method. The recommendations made were: strictly monitor start of breaks and impose new policy regarding the disciplinary action for those who start their break early impose importance of time in production during the 5-minute briefing at the start of every shiftpost visuals give incentives to operators who finish cleaning on time strictly implement 5S, provide a standard place to store cleaning materials have the cleaning materials gathered while the main press is cooling down have a sound alarm system installed, and buy one industrial fan to cool down the main press. Having these recommendations implemented would enable AFC to meet their average demand of 620,448 forged gear blanks per month and have a net benefit of PHP13,396,566 the first year and PHP13,485,258 in the following years.

Language

English

Location

UPLB Main Library Special Collections Section (USCS)

Call Number

LG 993 2011 E66 J37

Document Type

Thesis

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