Date

4-2009

Degree

Bachelor of Science in Industrial Engineering

College

College of Engineering and Agro-Industrial Technology (CEAT)

Adviser/Committee Chair

Romark O. Cayube

Committee Member

Arvin Joseph M. Elauria, Herbert T. Manaligod

Abstract

Integrated Microelectronics Inc. Standard Semi-Custom Group (IMI-SSCG) is located at LAguna Techno Park in Biñan, Laguna. The IMI-SSCG is part of the IMI Group, an Electronics Manufacturing Service (EMS) provider. IMI-SSCG offers Sub-Assembly, Box Build, printed Circuit Board Assembly (PCBA), Flip Chip Assembly, Calibration, and Reliability Test and Failure Analysis. The company has produced a total of 116,503,713 units in the year 2008 for their 36 customers. In line with this, IMI-SSCG aims to have a flexible operation in response to the different production requirements of each customer, especially their top volume runners. Among these volume runners in the corporation of Jideco Philippines, wherein the author was assigned.IMI-SSCG assembled 1,372,500 units of Jideco models during2008. During the study, it was observed that excess man hours are evident in Jideco's assembly line. Among the observed excess man hours, Standard Time (ST) issues contributed the highest percentage of 41.80% or 30,202.06 excess man hours. ST issues imply that the validated ST exceeds the quoted St, hence an excess man hour exists (ST difference). Quoted ST is the estimated assembly time of a product which IMI gives to the customers. ON the other hand, validated ST is the time obtained during the actual operation. Difference in ST indicates lost in profit. Among the models of Jideco, power window motors assembly incurred the highest lost profit due to ST difference,constituting 75.4% of the total lost profit equivalent to 22,771.48 excess man-hours or PHP4,311,095.84. Decreasing the ST difference at the WSR-A assembly line was the focus of this study. The assignable causes of the presence of ST difference were identified using Ishikawa diagram and the root causes are analyzed using CNX analysis. These are then classified into controllable, noise, and experimental factors. From the identified root causes recommendations were made. First,it was suggested that a self-audit on work areas be done by each operator. Second, operators should copies of important inspection points distributed and posted at each station to eliminate excess man hours due to repairs. ALso, memos and offenses would be given to those operators who repeatedly incurred undetected incoming material defects. Third, to address the operators' confusion due to technical work instructions, it is recommended that "Taglish" versions also be posted. Fourth, have an intensive training for the newly hired operators. As for the regular operators, a refresher course is also recommended. This will reduce delays due to machine assists, work instruction issues, machine downtime, and jigs and fixture issues. Fifth, in order to reach the required output per shift. it is suggested to have parallel work stations with grouping. Finally,to alleviate travel times a U-shaped work station layout is recommended and fixed-height platforms are to be converted to adjustable-height ones. With all these recommendations, the expected initial cost and net annual savings amounts to PhP407,441.0423 and PHP3,607,815.375, respectively.

Language

English

LC Subject

Production standards, Time management.

Location

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

Call Number

LG 993 2009 E66 S26

Document Type

Thesis

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