A system study on the sampaloc kitchen of D'Nut (Philippines)

• Main Authors: Asuncion, Ronee, Ilagan, Melvin, Mendoza, Christine Ceris
• Format: text
• Language: English
• Published: Animo Repository 1997
• Subjects: System analysis; Production engineering; Doughnuts; Materials handling; Engineering
• Online Access: https://animorepository.dlsu.edu.ph/etd_bachelors/9173
• Institution: De La Salle University

D' Nut is a foreign establishment, which involves the production of doughnut. It began its operation in the Philippines in the early 80's. And as far today, even though doughnut sector has a small proportion in the fastfood industry competition is tight. The advantage of D' Nut over its major competitor is its reach to the consumers because of its tie up with 7-11, which is a 24-hour convenience store. The company currently opened a kitchen which supplies 31 outlets. This is the Sampaloc kitchen that the production department assigned for further improvement. And thus, the group has made visits and from then on, the system to be studied is identified and analysis was made only in this system, the kitchen operations. The group evaluated the present system and each member is familiarized with the production, from the forecasting of order to the dispatching of doughnuts. Every procedure involved in production is standardized. This in turn makes the work easier for bakers, requiring them to merely follow the standard processing times and specification of products and its production. The system was limited to the production of yeast-raised doughnuts, which comprise fifty percent of all products produced by the kitchen. Analysis and evaluation of the strengths, weaknesses, opportunities and threats in relation to the present system was performed in determining the areas with potential improvements. In gathering information the group gathered production data and conducted interviews of the management and workers. The analysis of the present system revealed a problem that needs to be addressed on the leftovers and rejects incurred by the kitchen. The problem statement tackled in the analysis is The average defective rate of 3.61% is greater than the acceptable rate of 1% . This problem was brought about by the following causes namely, not following rejection policies, high allowance for rejects, poor supervision of production, fear of salary deduction, no monitoring procedures and no concern for quality of work output. In addressing the problem, the group divided the problem into its three sub-problems namely leftovers or excess production, declared rejects and undeclared rejects, and identified alternative solutions to solve these sub-problems. All the alternative solutions identified were integrated into the proposed solution includes establishing the quality goals of the kitchen, evaluation of existing reject detection techniques, implementing a monitoring system, and implementation of reward and incentive system. In implementing the system, introduction and evaluation is expected to last a period of six weeks. This would entail a total cost attributed to the seminars and training to be held in connection to the proposed system P 90,600/year. In addition, the group allotted two weeks to present the system study to the kitchen then to the management. The evaluation of reject detection technique will be done for two weeks since it will also involve training. Another week will be alotted for the implementation of monitoring system and one more week for the introduction of reward and incentive system. Implementation of these solutions will bring about a cost of P 174,652 and a savings of P 255,587/year. In addition the kitchen would enable to monitor and control the production processes and at the same time evaluate the performance of its workers.