DOWNTIME REDUCTION THROUGH WORK ORDER EVALUATION

OF TOYOFEX CEBU CORPORATION

________________________________

A Project in

IE502 On-the-Job Training

Presented to the Faculty of the Industrial Engineering Department

Cebu Institute of Technology - University, Cebu City, Philippines

________________________________

In Partial Fulfillment

of the Requirements for the Degree of

BACHELOR OF SCIENCE IN INDUSTRIAL ENGINEERING

________________________________

By:

JENNIE MAE M. LAYOGUE

October 2017
Table of Contents
LIST OF FIGURES .....................................................................................................3

LIST OF TABLES .......................................................................................................4

ACKNOWLEDGMENT .................................................................................................5

DEDICATION ............................................................................................................6

I. THE COMPANY ................................................................................................7

II. COMPANY PROFILE ..........................................................................................7

2.1 History .........................................................................................................7

2.2 Organizational Structure ................................................................................8
2.3 Nature of Business ........................................................................................9
2.4 Product Lines................................................................................................9
2.5 Processes Involved ..................................................................................... 11
III. DEPARTMENT ASSIGNMENT ........................................................................... 12

3.1 Description and Scope of Function / Daily Responsibility ............................ 12

3.2 Organizational Structure ........................................................................... 13
3.3 Job Description ........................................................................................ 14
IV. SUMMARY OF WEEKLY ACTIVITIES ................................................................ 14

V. COMPANY PROBLEMS .................................................................................... 16

VI. Diagnostic Phase ........................................................................................... 25

VII. OJT TRAINEE CONCERNS ............................................................................ 32

APPENDICES........................................................................................................... 33

BIBLIOGRAPHY ....................................................................................................... 37

CURRICULUM VITAE ............................................................................................... 38

2
 LIST OF FIGURES

FIGURE NO. TITLE PAGE

Figure 1: Organizational Structure ..............................................................................8

Figure 2: Organizational Structure ............................................................................ 13
Figure 3: Maintenance Process Flow ......................................................................... 16
Figure 4: Work Order Volume per Month .................................................................. 17
Figure 5: Percent Distribution of Request Types ........................................................ 17
Figure 6: Pareto Chart on the Distribution of Work Orders ......................................... 18
Figure 7: Trend of Monthly Work Orders .................................................................. 19
Figure 8: Pareto Chart for the Most Repaired Machines ............................................. 20
Figure 9: Causes of Repairs for the Most Repaired Machines...................................... 21
Figure 10: World Class Goal ..................................................................................... 21
Figure 11: Machine Availability from January 2017 - June 2017 ................................. 22
Figure 12 Repair Response Time .............................................................................. 24
Figure 13: Percentage of Repairs Done..................................................................... 24
Figure 14 Histogram on the Frequency of Occurrence of Downtime Measured in Days 25
Figure 15 Cause and Effect Diagram ........................................................................ 26
Figure 16: Proposed Maintenance Record Format...................................................... 29
Figure 17: Abnormalities Issues List ......................................................................... 31

3
 LIST OF TABLES

FIGURE NO. TITLE PAGE

Table 1: Summary of Weekly Activities ..................................................................... 15

Table 2: Monthly Frequency..................................................................................... 19
Table 3: Frequency of Most Repaired Machines ......................................................... 20

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:

Engr. Kenneth Jumadla, my immediate supervisor, for guiding and helping me

create a project that has made a difference in the company;

Engr. Arnold Malingin, Production Engineering Section Manager, for imparting

his knowledge and for always being there when I needed help;

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. Alein B. Navares, IE department Chair, and Engr. Aries M. Rivero,

instructor, for their insights and patience;

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

Every challenging work needs self-effort as well as guidance and support.

Hence, this humble work is dedicated to everyone who encouraged
and believed in me throughout the course of this undertaking
especially to the One who have made all of these happen,
my inspiration and source of strength.

- Jennie

6
I. THE COMPANY

Company Name: Toyoflex Cebu Corporation

Location: 5th Street, 3rd Avenue, Mactan Export Processing Zone, Lapu-Lapu City, Cebu

II. COMPANY PROFILE

2.1 History

Name of the Company: Toyoflex Cebu Corporation

Year Established: April, 1996
Industry: Manufacturing
Product Lines: Wire Ropes
Headquarters: 8th Floor, Nikko Building, 1-14-11Nishishinjuku,
Shinjuku-ku, Tokyo 160-0023 Japan
Local Address: 5th Street, 3rd Avenue, Mactan Export Processing Zone,
Lapu-Lapu City, Cebu, Philippines
Telephone Number: (032) 340 5830
Email Address: [email protected]
Website: http://www.toyoflex.com
Contact Person: Engr. Kenneth Jumadla

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

on changed its name to Toyoflex Corporation in April 2006.

In due course, after five years of continuous operations, Toyoflex Cebu

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

7
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.

2.2 Organizational Structure

Kazuo Chiba
President/CEO

Takafumi Matsunaga Koji Nakagawara Kazuo Chiba

Admin Dept. Device Factory Manager Medical Factory Manager

Niroki Kishimoto Koji Nakagawara Yuuji Inaba Masaaki Otsuka

Production Control Production Division Production Engineering Quality Assurance

Arnold Malingin
Section Manager

Iven Aberion
Asst. Section Manager

Mario Bergancia
APS Supervisor

Kenneth Jumadla
Eqpt. Asst. Supervisor

Aymee Torres
Process Asst. Supervisor

Figure 1: Organizational Structure

8
2.3 Nature of Business

Toyoflex Cebu Corporation is an ISO 9001:2015 and 14001:2004 certified

manufacturing company located at 5th Street, 3rd Avenue, Mactan Export

Processing Zone, Lapu-Lapu City, Cebu, Philippines. Now it is acting as the core

production base of Toyoflex Corporation having the largest scale factories of

miniature wire rope in Asia and covering all the processes of wire rope production

from expanding wire, stranding, terminal processing, coating, and so on.

2.4 Product Lines

Exhibit 1: Company Product Line

Toyoflex Corporation manufactures and distributes miniature stainless wire

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

ropes and create a loop. It serves customers in industries, such as automobiles,

medical equipment, office equipment, housing-related products, leisure goods,

shutters, beds, agricultural instruments, fishery allied products, construction, and

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.

Acquisition of Raw Materials Receiving and Warehousing Wire Drawing

Storage Coating

Exhibit 2: Schematic Diagram 11

III. DEPARTMENT ASSIGNMENT

3.1 Description and Scope of Function / Daily Responsibility

Production Engineering in Toyoflex Cebu Corporation is responsible for

making sure manufacturing equipment and production processes run safely and

cost effectively. The said department controls the operation of the production and

is responsible in resolving any problems that may arise in the production.

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

installation, maintenance and repairs of machines; and the Process which is

responsible for designing a standardized process and makes sure that the line is

capable of mass production.

The trainee was assigned to the PE equipment department under the

supervision of Engr. Kenneth Jumadla.

12
 3.2 Organizational Structure

Kazuo Chiba
President/CEO

Takafumi Matsunaga Koji Nakagawara Kazuo Chiba

Admin Dept. Device Factory Manager Medical Factory Manager

Niroki Kishimoto Koji Nakagawara Yuuji Inaba Masaaki Otsuka

Production Control Production Division Production Engineering Quality Assurance

Arnold Malingin
Section Manager

Iven Aberion
Asst. Section Manager

Mario Bergancia
APS Supervisor

Kenneth Jumadla
Eqpt. Asst. Supervisor

Jennie Mae Layogue

On-the-Job Trainee

Aymee Torres
Process Asst. Supervisor

Figure 2: Organizational Structure

13
 3.3 Job Description

The trainee was exposed to learning experience on actual work operation

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

department per day.

IV. SUMMARY OF WEEKLY ACTIVITIES

Week Number Activities Performed

 Orientation on Company Profile,

Company Code of Conduct and
Nursing Services Guidelines
 Orientation in Safety Management
 Orientation on Environmental
Week 1 (July 3 - July 7) Management System
 Overview on roles of Production
Engineering division and its policies
 Factory tour
 Discussion on the organizational
structure

 Orientation on the creation and

monitoring of operation standard
 Orientation on APS processes
 Orientation on Control of
Week 2 (July 10 – July 14) Manufacturing Equipment
 Orientation on Control of
manufacturing Equipment
 Orientation on how to use measuring
tools/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)

 Analysis on minor problems such as

daily maintenance work order, IQ/OQ
work orders and equipment history
Week 6 (August 7 – August 11) records
 Minor tasks in the office
 Generation of Equipment ledger
 OJT Clearance
Table 1: Summary of Weekly Activities

15
V. COMPANY PROBLEMS

5.1 Descriptive Phase: The Existing System

Maintenance Process Flow

Prepare Preventive Maintenance Plan

and Preventive Maintenance Record

Approve preventive In-house can do the

maintenance schedule preventive maintenance?
NO

YES

Perform preventive
Contact external agency
maintenance

Secure contract of service

Update Production
Equipment History Record

Prepare Preventive
Maintenance Sticker

Equipment Verification for

Mass Production

Figure 3: Maintenance Process Flow

16
 Figure 4: Work Order Volume per Month

A work order is used when a certain department, most of the time Production,

needs an equipment repair, installation, modification or transfer. Shown in Figure 1 is the

work order volume for 6 months starting January 2017.

172 repairs were

conducted for
the past 6
months or an
average of 28
repairs per
month..

Figure 5: Percent Distribution of Request Types

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

orders has to be prioritized.

Pareto Chart for Work Orders

200 120%
180
100%

Cumulative Percenage
160
140 80%
Frequency

120
100 60%
80
60 40%
40 20%
20
0 0%
Repair Installation Transfer Modification Cancelled
Work Orders

Figure 6: Pareto Chart on the Distribution of 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

Trend of Monthly Work Orders

60

50

40
Frequency

30

20

10

0
Frequency 39 13 50 24 32 14

Figure 7: Trend of Monthly Work Orders

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

having a standard deviation of 14.53 repair occurrences.

In order to prioritize which among the machines underwent frequent repairs, a

Pareto analysis regarding this has been conducted. This is shown on Figure 4.

19
 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.

CDE No. Machine Name Frequency

11 Automatic Wire Drawing 7
229 Automatic Wire Drawing 6
658 Automatic Wire Drawing 5
15 Automatic Wire Drawing 4
18 Automatic Wire Drawing 4
671 Automatic Wire Drawing 4
1 Manual Wire Drawing 4
660 Automatic Wire Drawing 4
911 Manual Wire Drawing 3
Table 3: Frequency of Most Repaired Machines

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

according to DataVisor Marquees.

Figure 10: World Class Goal

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

𝑴𝒆𝒂𝒏 𝑻𝒊𝒎𝒆 𝑩𝒆𝒕𝒘𝒆𝒆𝒏 𝑭𝒂𝒊𝒍𝒖𝒓𝒆 = 𝟐𝟎. 𝟓𝟕 𝒅𝒂𝒚𝒔

𝑇𝑜𝑡𝑎𝑙 𝐷𝑜𝑤𝑛 𝑇𝑖𝑚𝑒

𝑀𝑒𝑎𝑛 𝑇𝑖𝑚𝑒 𝑇𝑜 𝑅𝑒𝑝𝑎𝑖𝑟 =
𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝐵𝑟𝑒𝑎𝑘𝑑𝑜𝑤𝑛𝑠

4.04 𝑑𝑎𝑦𝑠
𝑀𝑒𝑎𝑛 𝑇𝑖𝑚𝑒 𝑇𝑜 𝑅𝑒𝑝𝑎𝑖𝑟 =
7

𝑴𝒆𝒂𝒏 𝑻𝒊𝒎𝒆 𝑻𝒐 𝑹𝒆𝒑𝒂𝒊𝒓 = 𝟎. 𝟓𝟖 𝒅𝒂𝒚𝒔

22
 𝑀𝑇𝐵𝐹
𝐴𝑣𝑎𝑖𝑙𝑎𝑏𝑖𝑙𝑖𝑡𝑦 = ∗ 100%
𝑀𝑇𝐵𝐹 + 𝑀𝑇𝑇𝑅

110.9
𝐴𝑣𝑎𝑖𝑙𝑎𝑏𝑖𝑙𝑖𝑡𝑦 = ∗ 100%
110.9 + 8.1

𝑨𝒗𝒂𝒊𝒍𝒂𝒃𝒊𝒍𝒊𝒕𝒚 = 𝟗𝟕. 𝟐𝟕%

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

opportunity for the company to improve by minimizing downtime due to unexpected

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

issued up to the time the repair has been done.

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

takes days which causes delay.

Figure 13: Percentage of Repairs Done

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

a long time causing further delay.

Histogram on the Frequency of Occurence of

Downtimes in Days
60
50
40
30
20 Frequency
10
0
0 1 2 3 4 5 6 7 8 9 >10

Days

Figure 14 Histogram on the Frequency of Occurrence of Downtime Measured in Days

VI. Diagnostic Phase

5.2.1 Problem Areas

As Perceived by the Company

 The company has been receiving an average of 28 work order for

machine repairs every month which means machine downtime is

frequent; and

 The preventive maintenance is reported to be in between 95%-

100% for the months of January to June 2017 but the repair rate is

still high

25
 As Perceived by the Trainee

 The current maintenance is only done through visual checking. This

means that machines are not cleaned often;

 Not replacing worn parts of the machines when needed;

 The causes of repair for machines are recurring. Response time takes

more than an hour to process

 Repair time takes more than a day in most cases causing delay to

the production

 Availability for some of the machines is below the world class

standard which is 90%

5.2.2 Cause and Effect Diagram

PROBLEM

• Improper • Costly repair

• High repair
maintenance rate of
machines

CAUSE EFFECT

Figure 15 Cause and Effect Diagram

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

has to incur for paying the workers during their downtime.

Total downtime for 6 months = 104.16 days or 49,996.8 minutes

8 ℎ𝑜𝑢𝑟𝑠 60 𝑠𝑒𝑐𝑜𝑛𝑑𝑠
Conversion: 104.16 days * 104.16 𝑑𝑎𝑦𝑠 ∗ 1 𝑑𝑎𝑦
∗ 1 ℎ𝑜𝑢𝑟
= 49,996.8 𝑚𝑖𝑛𝑢𝑡𝑒𝑠

Cycle Time per Bobbin = 30 minutes

Cost per bobbin = Php2,430.69

𝑇𝑜𝑡𝑎𝑙 𝐷𝑜𝑤𝑛𝑡𝑖𝑚𝑒 𝑓𝑜𝑟 6 𝑚𝑜𝑛𝑡ℎ𝑠

𝑂𝑝𝑝𝑜𝑟𝑡𝑢𝑛𝑖𝑡𝑦 𝐿𝑜𝑠𝑠 =
𝐶𝑦𝑐𝑙𝑒 𝑇𝑖𝑚𝑒 𝑝𝑒𝑟 𝐵𝑜𝑏𝑏𝑖𝑛

49,996.8 𝑚𝑖𝑛𝑢𝑡𝑒𝑠 𝑓𝑜𝑟 6 𝑚𝑜𝑛𝑡ℎ𝑠

𝑂𝑝𝑝𝑜𝑟𝑡𝑢𝑛𝑖𝑡𝑦 𝐿𝑜𝑠𝑠 =
30 𝑚𝑖𝑛𝑢𝑡𝑒𝑠/𝑏𝑜𝑏𝑏𝑖𝑛

𝑶𝒑𝒑𝒐𝒓𝒕𝒖𝒏𝒊𝒕𝒚 𝑳𝒐𝒔𝒔 = 𝟏, 𝟔𝟔𝟔. 𝟓𝟔 𝒃𝒐𝒃𝒃𝒊𝒏𝒔 𝒇𝒐𝒓 𝟔 𝒎𝒐𝒏𝒕𝒉𝒔 𝒐𝒓

𝟐𝟕𝟕. 𝟕𝟔 𝒃𝒐𝒃𝒃𝒊𝒏𝒔 𝒑𝒆𝒓 𝒎𝒐𝒏𝒕𝒉

𝑂𝑝𝑝𝑜𝑟𝑡𝑢𝑛𝑖𝑡𝑦 𝐶𝑜𝑠𝑡 = 𝑂𝑝𝑝𝑜𝑟𝑡𝑢𝑛𝑖𝑡𝑦 𝐿𝑜𝑠𝑠 𝑖𝑛 𝑈𝑛𝑖𝑡𝑠 ∗ 𝐶𝑜𝑠𝑡 𝑝𝑒𝑟 𝑈𝑛𝑖𝑡

𝑂𝑝𝑝𝑜𝑟𝑡𝑢𝑛𝑖𝑡𝑦 𝐶𝑜𝑠𝑡 = 277.76 𝑏𝑜𝑏𝑏𝑖𝑛𝑠 𝑝𝑒𝑟 𝑚𝑜𝑛𝑡ℎ ∗ 𝑃ℎ𝑝2,430.69/𝑏𝑜𝑏𝑏𝑖𝑛

𝑶𝒑𝒑𝒐𝒓𝒕𝒖𝒏𝒊𝒕𝒚 𝑪𝒐𝒔𝒕 = 𝑷𝒉𝒑𝟔𝟕𝟓, 𝟏𝟒𝟖. 𝟒𝟓

27
 Cost of repair = Rate of technicians * MTTR * No. of repairs

Where:

Rate of technicians = 0.7625*2 technicians

= 1.53 Php/min

MTTR = 2.54 days

No. of repairs = 41

Cost of repair = Php 1.53/min * 3,657.6 min * 41

Cost of Repair = Php229,441.25

5.2 Prescriptive Phase: The Proposed System

In the prescriptive phase, the researcher provides options to the company that

they could perform in order to improve their operations.

Recommendation 1: Revisit preventive maintenance method

Instead of just checking or inspecting the equipment visually, conduct thorough

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

of the different parts of the machine.

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

shown on Figure 14 is recommended.

Figure 16: Proposed Maintenance Record Format

Recommendation 2: Strictly implement preventive maintenance schedule/plan

Strictly follow the scheduled plan of maintenance regardless of what the

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

scheduled inspection of other machines.

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

quality of the outputs produced.

Recommendation 3: Stock Buffer

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

they have to maintain.

Recommendation 4: Daily maintenance of machine

Assigned personnel should be responsible in taking caring of the machines. Thus,

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

actions are performed, it then needs to be verified by the quality personnel.

Figure 17: Abnormalities Issues List

31
VII. OJT TRAINEE CONCERNS

Things Learned During the OJT

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

perseverance is more important. It is also essential to be independent and figure things

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

order to broaden my horizon and learn new things.

Ways to Improve the OJT Program

Ways to Improve OJT program

IE Department  Online submission of the needed documents such as
weekly reports and etc.
 There should be an adviser for each student not just
on Summer but also for regular semester enrollees
OIR  Additional Penalty hours should be taken away to
lessen the burden of the student if ever he/she has a
company project.
 Faster processing of documents especially the MOA
since some companies do not allow students to start
the training without the MOA.

32
 APPENDICES

A. Research Proposal Form

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

formation problem Int. J. Adv. Manuf. Technol., 39 (2008), pp. 838-850

2. J. Moubray, Reliability-Centred Maintenance. New York, N.Y: Industrial Press,

1992.

3. The Complete Guide to Simple OEE. (n.d.). Retrieved October 05, 2017, from

https://www.slideshare.net/GallandTolentino/thecompleteguidetosimpleoee

37
 CURRICULUM VITAE

JENNIE MAE M. LAYOGUE

Sewage, Pusok, Lapu-Lapu City
[email protected] | +63927-1262110

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

Engr. Alein B. Navares

This study was conducted to minimize the percentage reworks and
IE Department Chair rejects of the printed books on DMC Print Shoppe through proposing
Cebu Institute of Technology - solutions on the common reasons of reworks and rejects for each
University process of the production. My team managed to reduce the reworks
(032) 261-7741 loc 162 from 208 books per month to 146 books per month and also reduce
[email protected]
the rejects from 231 books per month to 162 books per month.
Engr. Cheradee Ann M. Cabanlit
CIT IE Faculty  Proposed Crowdfunding Hub for Local Farmers of Cebu
(032) 261-4344 loc 162 2nd Semester. 2016-2017 | IE 524 Project Feasibility Study
[email protected] (Awarded as Top 3, Best Project Feasibility Study. March 27,2017)
Engr. Yeore Clyde Retada
421 Aglipay St., Bais City, Negros
A feasibility study of a social enterprise that aims to help the local
OrientalBarangay farmers in attaining financial aid to support their needs in growing
38
Quality Assurance Engineer crops through crowdsourcing funds, which would be made easier
Lear Corporation through the use of a mobile application.
+639362498347
[email protected]
AWARDS  Work Posture Analysis and Illumination & Noise level
Assessment at CIT University Library
Best Team Case 2nd Semester A.Y. 2015-2016 | IE 322 Methods of Research
Analysis Presentation (Presented to the 10th IE Research Expo. December 10, 2016)
for Predictive Analytics
Training-Workshop on Evaluated the ergonomic condition of CIT-U college library. Proposals
Business Analytics set forth including compliance to standard environmental
November 28, 2015, CIT ergonomic standard for the illumination and noise level. Also,
University- MassCom conversion of current chairs and tables to conform the
Theatre anthropometric measurements of students was highly
recommended.
Top 3 Best Team Case
 Evaluation of Purchasing and Storage System of CIT
Analysis Presentation
University Property Custodian’s Office thru systems
for Prescriptive
Engineering Approach
Analytics
Summer Semester. 2016 | IE 520 Systems Engineering
Training-Workshop on
(Presented to the 10th IE Research Expo. December 10, 2016)
Business Analytics
December 5, 2015, CIT
This study was conducted in order to help CIT University improve its
University- MassCom
purchasing and storage system. Its first major objective is to be
Theatre
able to hasten the purchasing process and deliver it to the
requesting department at the most convenient way. The second is
Research Presenter
to be able to track and control the storage system of the
Research Title: Work
institution. In addition, fast transactions within the system is also
Posture Analysis and
crucial in any business. Without the proper workflow, the order
Illumination & Noise level
processing and delivery within the organization will result to being
Assessment at CIT
chaotic and unreliable.
University Library
December 10, 2016, CIT ON THE JOB TRAINING
University- AVR
Toyoflex Cebu Corporation, July-August 2017
Top 3, Best Project 5th St., 3rd Ave. Mactan Export Processing Zone, Lapu-Lapu City,
Feasibility Study Cebu
Research Title: Proposed
Crowdfunding Hub for Local SEMINARS, TRAININGS CONVENTIONS ATTENDED
Farmers of Cebu
3rd Sidlak and Gilas Awards  Pitching Essentials and Fundamentals of Experimental Designs
June 16, 2015, CIT University.
March 27,2017, CIT
University- Auditorium  Training-Workshop on Descriptive Analytics
November 7, 2015, CIT University MassCom Theater
AFFILIATIONS  Training-Workshop on Predictive Analytics
November 28, 2015, CIT University MassCom Theater
Member
 Training-Workshop on Prescriptive Analytics
Industrial Engineering Council November 21, 2015, CIT University MassCom Theater
A.Y. 2012-2017
 Six Sigma Yellow Belt Training 39
June 25, 2016 Cebu Institute of Technology-University