Contreras, Marizen B. 4 0
Lean manufacturing for Tsukiden Electronics Philippines, Inc. : a six sigma approach / 6 6 Marizen B. Contreras. - - - xii, 86 pages 28 cm. - - - - - . - . - 0 . - . - 0 .
Thesis (M.A.)-- Pamantasan ng Lungsod ng Maynila, 2016.;A thesis presented to the faculty of the Graduate School of Engineering in partial fulfillment of the requirements for the degree Master of Science in Management Engineering (MSManEngg).
5
ABSTRACT: STATEMENT OF THE PROBLEM: Manufacturing organizations like Tsukiden Electronics Philippines strive their way to being competitive. To achieve this, productivity and efficiency should be addressed, and wastes of manufacturing should be eliminated. TEPI has experiences issues concerning the wastes in their inventory management system such as overproduction and underproduction. In this case-experimental research for TEPI, the researcher aimed to propose a system for their inventory management. Six sigma approach using Lean manufacturing tools was used by the researcher for the Kaizen project that would address the problem of TEPI in inventory management. RESEARCH METHODOLOGY: A case study and experimental research method were applied in this thesis. This study targeted to assess and formulate a system using lean and six sigma integration for TEPI's inventory management, particularly for Client A. Purposive sampling was used by the researcher. The researcher conducted a Gemba walk with the supervisor and planner of Client A. To define the pain area, Current State Analysis, Process Map, First Level Pareto Analysis and Current Flow Chart were used. To measure the characteristics that influence the behavior of the process, a Second Level Pareto Analysis was conducted. Ishikawa diagram and Why-Why Analysis were used to determine the factor to consider in improvement phase. Design of experiment was used to improve the process. To statistically validate the new process, hypothesis testing was applied using t-test for two independent samples. Process FMECA was used to identify the potential problems in the new process. A control plan was developed to ensure the smooth flow of new process. SUMMARY OF FINDINGS: Current State Analysis and First Level Pareto analysis revealed that Client A contributed 41.7% to the total loss of TEPI. A second level Pareto analysis for Client A showed that among the factors that contributed to losses, it was the missing/ uncounted parts. This factor contributed 42.12% to the total losses. From the Ishikawa diagram and Why-why analysis, almost all the problems that often arise in TEPI's inventory management activities were caused by the inability of the operator to do multi-tasking, lack of visual display and sensitivity of parts. To determine the potential solution to the problem, a counter checker composed of proximity sensor and visual display was installed. A reduction of 11.98% in the variation was observed from the comparison of pre and post data. T-test used for independent samples revealed a t-computed value of -1.742 that was beyond the tabular value of1.701. Such result suggested the rejection of the null hypothesis that there is a significant difference between the current state and proposed system for TEPI. Potential problems were identified using PFMEA and a control plan for the inventory control using counter checker was created to ensure the smooth flow of the processes. CONCLUSIONS: Client A contributed the 41.7% to the total loss, the highest among the seven clients of TEPI. Therefore, focusing on Client A's issues would provide a big improvement of TEPI. The analysis for Client A revealed missing/ uncounted parts contributed 42.12% of the total losses which was the highest among the four factors that caused losses. Therefore, addressing this problem would provide solution/ improvement for Client A process line issues and for TEPI as well. The reason for missing/ uncounted parts or wrong count / miscount in Client A resulted in inventory losses. This was due to the inability of the operator to do multitasking, lack of visual display and the sensitivity of parts. Therefore, those root causes that resulted in inventory variation should be addressed. The experiment conducted which was the installation of counter checker before depaneling and after final inspection resulted to a reduction of 11.98% in the inventory loss/ variation was observed. The t-test for independent samples, suggested to reject the null hypothesis that there is a significant difference between the current state and proposed system for TEPI's inventory management. Therefore, the proposed system would provide a big improvement for TEPI's inventory management specifically for Client A.From the PFMECA, a control plan for the inventory control using counter checker would ensure smooth flow of the processes. RECOMMENDATIONS: Since the result of the experiment provided a huge improvement for Client A, its result can then be used as potential kaizen project for other clients and process lines of TEPI. Future researches using other lean tools may also be considered. Future researchers should also consider other potential application of Lean and Six Sigma Integration if optimization is their primary objective. Further studies on the manufacturing processes of TEPI are recommended in order to fully improve their system by reduction of time using lean six sigma implementation.
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Lean manufacturing for Tsukiden Electronics Philippines, Inc. : a six sigma approach / 6 6 Marizen B. Contreras. - - - xii, 86 pages 28 cm. - - - - - . - . - 0 . - . - 0 .
Thesis (M.A.)-- Pamantasan ng Lungsod ng Maynila, 2016.;A thesis presented to the faculty of the Graduate School of Engineering in partial fulfillment of the requirements for the degree Master of Science in Management Engineering (MSManEngg).
5
ABSTRACT: STATEMENT OF THE PROBLEM: Manufacturing organizations like Tsukiden Electronics Philippines strive their way to being competitive. To achieve this, productivity and efficiency should be addressed, and wastes of manufacturing should be eliminated. TEPI has experiences issues concerning the wastes in their inventory management system such as overproduction and underproduction. In this case-experimental research for TEPI, the researcher aimed to propose a system for their inventory management. Six sigma approach using Lean manufacturing tools was used by the researcher for the Kaizen project that would address the problem of TEPI in inventory management. RESEARCH METHODOLOGY: A case study and experimental research method were applied in this thesis. This study targeted to assess and formulate a system using lean and six sigma integration for TEPI's inventory management, particularly for Client A. Purposive sampling was used by the researcher. The researcher conducted a Gemba walk with the supervisor and planner of Client A. To define the pain area, Current State Analysis, Process Map, First Level Pareto Analysis and Current Flow Chart were used. To measure the characteristics that influence the behavior of the process, a Second Level Pareto Analysis was conducted. Ishikawa diagram and Why-Why Analysis were used to determine the factor to consider in improvement phase. Design of experiment was used to improve the process. To statistically validate the new process, hypothesis testing was applied using t-test for two independent samples. Process FMECA was used to identify the potential problems in the new process. A control plan was developed to ensure the smooth flow of new process. SUMMARY OF FINDINGS: Current State Analysis and First Level Pareto analysis revealed that Client A contributed 41.7% to the total loss of TEPI. A second level Pareto analysis for Client A showed that among the factors that contributed to losses, it was the missing/ uncounted parts. This factor contributed 42.12% to the total losses. From the Ishikawa diagram and Why-why analysis, almost all the problems that often arise in TEPI's inventory management activities were caused by the inability of the operator to do multi-tasking, lack of visual display and sensitivity of parts. To determine the potential solution to the problem, a counter checker composed of proximity sensor and visual display was installed. A reduction of 11.98% in the variation was observed from the comparison of pre and post data. T-test used for independent samples revealed a t-computed value of -1.742 that was beyond the tabular value of1.701. Such result suggested the rejection of the null hypothesis that there is a significant difference between the current state and proposed system for TEPI. Potential problems were identified using PFMEA and a control plan for the inventory control using counter checker was created to ensure the smooth flow of the processes. CONCLUSIONS: Client A contributed the 41.7% to the total loss, the highest among the seven clients of TEPI. Therefore, focusing on Client A's issues would provide a big improvement of TEPI. The analysis for Client A revealed missing/ uncounted parts contributed 42.12% of the total losses which was the highest among the four factors that caused losses. Therefore, addressing this problem would provide solution/ improvement for Client A process line issues and for TEPI as well. The reason for missing/ uncounted parts or wrong count / miscount in Client A resulted in inventory losses. This was due to the inability of the operator to do multitasking, lack of visual display and the sensitivity of parts. Therefore, those root causes that resulted in inventory variation should be addressed. The experiment conducted which was the installation of counter checker before depaneling and after final inspection resulted to a reduction of 11.98% in the inventory loss/ variation was observed. The t-test for independent samples, suggested to reject the null hypothesis that there is a significant difference between the current state and proposed system for TEPI's inventory management. Therefore, the proposed system would provide a big improvement for TEPI's inventory management specifically for Client A.From the PFMECA, a control plan for the inventory control using counter checker would ensure smooth flow of the processes. RECOMMENDATIONS: Since the result of the experiment provided a huge improvement for Client A, its result can then be used as potential kaizen project for other clients and process lines of TEPI. Future researches using other lean tools may also be considered. Future researchers should also consider other potential application of Lean and Six Sigma Integration if optimization is their primary objective. Further studies on the manufacturing processes of TEPI are recommended in order to fully improve their system by reduction of time using lean six sigma implementation.
5
2 = =
2
2 --0------
6 --0-- 2 --------
0 2 --
--20------
--------20--
--------20--
----2
/ 2
/ 2
/
/