A system study on the production department of DWI Plastics, Incorporated.

• Main Author: Sy, Irene.
• Format: text
• Published: Animo Repository 1999
• Online Access: https://animorepository.dlsu.edu.ph/etd_bachelors/1704
• Institution: De La Salle University

Executive Summary. This study is concerned with the production department of DWI Philippines, Incorporated. The problem being addressed is: The average production reject rate for 1997 exceeded the standard reject rate by 0.28%. It is a serious and urgent problem because it incurred an additional cost of P 672,960 for 1997. The system management and the writer believe that they both have suffiicent time and resources to solve this problem. The problem has the following specifications: What: The average reject rate of plastic products for 1997 exceeded the standard reject rate of 1%. In particular, the short shot rejects amount for 73% of the rejects. Where: The defects are observed mainly (or wholly) in the injection machine. When: The excessive reject rate was already happening at the start of January 1997. No data is avaliable for the previous years and management cannot tell if this problem occured before 1997 because of their failure to monitor the reject rates. How much: For 1997, there is a total of 72,206 units with defects out of 5,638,289 units produced. The main causes for short shot rejects are: 1. PERSON - carelessness of the maintenance personnel in setting the parameters 2. RAW MATERIAL - use of recycled resins 3. INFORMATION - unutilized production data 4. METHOD - absence of standard 5. EQUIPMENT - loose thread of the dial pin pressure drop malfunction of hydraulic pump 6. UTILITIES - power shortage The following are recommended to partly solve the problem: 1. Require the maintenance personnel to double check the parameters set. 2. Increase the grinding time for recycled resins for 2 minutes. 3. Revised the machine time form to machine usage record and the production report. 4. Implement a Taguchi experimental design and establish standards for different stock number products. 5. Preventive maintenance for the dial pin by cleaning the dial pin parts weekly and replacing it at least once every 2 years. This solution is expected to result to the following: 1. Initial capital investment of P 7,456 and additional operating expense of between P 1324 to P 12,124 depending when the dials will be replaced. 2. Net benefit of P 227,700 for a period of 5 years. 3. Qualitative benefits are improved process capability, improved information system, and maintenance system. This implementation of the recommended solution is proposed to start on September for the preparation and on October 1999 for the final implementation.