Minimizing defective units at the moulded Insulation Production line of Induplex Incorporated, South Coast Industrial Estate, Carmona, Cavite.

Date

4-2010

Degree

Bachelor of Science in Industrial Engineering

College

College of Engineering and Agro-Industrial Technology (CEAT)

Adviser/Committee Chair

Romark O. Cayube

Committee Member

Marc Immanuel G. Isip, Arvin Joseph M. Elauria

Abstract

INDUPLEX, Inc. is a domestic company that specializes in Perlite products manufacturing. The company engages in Perlite ore mining, ore drying and expansion,Industrial Filter-Aid production, and Thermal Insulation production. Among the company's manpower the most. On a 24-hour shift, about 50% of the company's workers are dedicated to the MIP facility. The company aims to be the country's premier supplier of Perlite thermal insulation products. To achieve this, the company developed a Quality Assurance system for the MIP facility on February of 2009 to prevent low-quality insulation units from being shipped to the clients. However, upon the implementation of the QA department, it was found out that due to the lack of control procedure, the facility produces an average of 8.32% rejects for a three-month period, above the 3% intended reject limit. These defect incur a yearly loss cost to the company amounting to PhP1,197,800. Therefore, this study aims to improve yield efficiency by minimizing the number of defective units being produced through improved production practices. Defect classification and logging was synchronized with the QC Analysts to ensure accuracy of data. The facility was observed during operation of both the dayshift and nightshift batches. A list of equipment was made to determine the number of working versus the defective equipment and was used to create the process flow chart and process layout. Real-time inspection was performed for all presses while logging the number of pressed and rejected units. Insulation Grade (I.G.) bags were randomly weighed on separate occasions at the I.G. bagging section and on the mixing area prior to being fed in the mixer. The cycle time for mixing, pressing, and total production run for both shifts were determined through time study. Facility SOP's and policies were observed and employee non-compliance were noted. Final product was done after drying and defectives were added to the reject log. The rejection data was tabulated on a daily basis and were tallied by classification to determine the frequency and pinpoint the greatest contributor. Data collected was counterchecked and courtersigned by the QCAnalysts and QC supervisor to ensure data integrity. this was done for a span of six weeks. To analyze the factors that cause defects, root cause and CNX analysis were used. The factors were classified as Controllable (C), and Experimental (E).Based from the analysis, the C factors that were found to effect the production of rejects were the lack of knowledge of the workers on the effect of variation with the production inputs and procedures, lack of supervision on the I. G. packaging area, lack of output restrictions on the pressers, and inefficient break schedule. E factors were those related to the errors in the hydraulic presses, old shredding machine, faculty press gauges, broken transport trays, exposed transport boxes moreover the inefficient facility layout were found to cause defects. These factors were grouped according to similarity in nature and solutions were formulated according to the source or causer of the factor groups. A total of four recommendations for the C factors and sixteen alternatives for the E factors were formulated. To assess these alternatives and select those to recommend, a factor-rating method was used based on a point system consisting of the cost of implementation,ease of implementation, and effectiveness to the recommendation, with weights of 30%, 30% and 40%, respectively. The alternative with the highest ratings was recommended for implementation. After evaluating the alternatives, the selected recommendations to solve the problem were new-hire training, hourly supervisor inspection on the I.G. packaging area, hourly restrictions on outputs of pressers, batch break scheduling, preventive maintenance of the presses and trays, replacement of the press gauge and shredding bristle, use of PEP to cover transport boxes, and improvement in the equipment layout. The aforementioned solutions will reduce the occurrences of defects through improved work practices such as: employee competitiveness, reduced product damage caused by faults in equipment, reduced personal error by reducing fatigue, and improved material strength by maintaining correct material proportion and minimizing moisture depletion. These will collectively reduce the rejected units by the facility to maintain it below the intended 3% defect tolerance. These recommendations will eliminate losses in the form of material, labor, and disposal cost. With this, the company will realize an annual savings of PhP1,133,087.

Language

English

LC Subject

Quality productions, Productivity progress

Location

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

Call Number

LG 993 2010 E66 F66

Document Type

Thesis

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