Facilities Layout Improvement At Rodilla’s Yema Cake 221n4a

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Facilities Layout Improvement at Rodilla’s Yema Cake

A Project Study Presented to the Faculty of the College of Engineering and Technical Department Manuel S. Enverga University Foundation

In partial fulfillment of the Requirements for the Degree of Bachelor of Science in Industrial Engineering

by

Aaron Justine E. Abuel Armando F. Anading III Yvonne R. Casas Sharmaine V. Comintan Joy E. Panaligan

May 2017

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Approval Sheet

In partial fulfillment of the requirements for the degree of Bachelor of Science in Industrial Engineering program. This project entitled “Facilities Layout Improvement at Rodilla’sYema Cake”, prepared and submitted by Aaron Justine E. Abuel, Armando F. Anading III, Yvonne R. Casas, Sharmaine V. Comintan, and Joy E. Panaligan, is here by recommended for oral examination.

Engr. James Louie R. Meneses, CIE, AAIE Adviser

Approval in partial fulfillment of the requirements for the Degree of Bachelor of Science in Industrial Engineering by Oral Examination , November 2016 with the rating of _________________.

Dr. Guillermo M. Rago Jr. Ed. D CE Chairman

Engr. Gervin S. Espinosa Member

Engr. Luzviminda Sinapilo Member

Accepted in partial fulfillment of the requirements for the Degree of Bachelor of Science in Industrial Engineering.

May 2017

Guillermo M. Rago Jr. Ed. D CE Dean, College of Engineering

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Acknowledgement

The researchers would like to acknowledge the s and efforts of the following people:

Firstly, we would like to express our sincere gratitude to our adviser, Engr. James Louie R. Meneses, Engr. Gervin S. Espinosa and Engr. Agnes Aviles for the continuous of our study and related research, for their patience, motivation, and immense knowledge. Their guidance helped us in all the time of research and writing of this thesis.

Beside our advisers, we would like to thank thehead thesis committee: Dr. Guillermo M. Rago Jr., for his insightful comments and encouragement to widen our research from various perspectives.

My sincere thanks also go to Mr. and Mrs. Vincent and Juliet Rodilla, who gave access to their production facilities. Without their precious it would not be possible to conduct this research.

We thank our fellow classmates in for the stimulating discussions, for the sleepless nights we were working together before deadlines, and for all the fun we have had in the last four years.

To our parents for all the for our financial needs to finish this study also for encouragement they have given them.

And lastly, to our Almighty God, the great source of the researcher’s self-confidence, energy and strength every day.

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Dedication

As one of the authors, I would like to extend my sincerest thank with deepest gratitude and acknowledgement to the following:

Above all, to Almighty God for His presence, love, wisdom and guidance, to God be thy glory.

To my family; my sisters, Janine and Jessah; to my brother and niece, Jeff and Jacob, most especially to my parents who never stopped ing me in whatever I do and who inspired me the most finish this study.These two persons gave me the tools and values necessary to be where I am standing today. My parents me on every step I make, and decision I take; but is necessary to understand that they let me take my decisions alone in order for me to learn from my personal mistake and as my father says to “learn and grow from each seatback”. My thanks and gratitude to them will never end for all the opportunities that they have offered and gave me, for all the teachings that they have taught me and for every advise that come out of their mouth. I am so grateful with them for trusting me that I would do a good job in the university, and letting me come to achieve a higher education.

To PIIE MSEUF-SC, my classmates and friends, and especially to my thesis mates who spent time and effort for this study.

To everyone I love, thank you for inspiring me and bringing out the best in me. .

Joy E. Panaligan 

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I would like to dedicate this work to those people who ed me through my ups and downs. First is to God for giving me life, strength, wisdom, and guidance that they given us . To my Family for ing me financially, emotionally, and mentally, and encourage me to study well .To my professors for their endless and guidance throughout my college life. To my Friends who are always there to help me and especially my teammates who ed me throughout the process. For giving their time effort, and skills, I will always appreciate all they have done to make this research possible. Thank you!!!

Sharmaine V. Comintan

I would like to dedicate our project study, to my parents Casius P .Casas and Nida R. Casas, for your love and . To my sisters, Mary Grace and Gynica Justine thank you for giving me strength and inspire me to reach and chase my dreams; To my group mates, Anading, Abuel, Sharmaine, and to our leader Joy, thanks for the fun, grumpy days, and everything that we had gone through. “Team Relax /Attitude, will always be ngarag when the deadline is tomorrow’’. To my friends, especially IE Gagz , my classmates , my batch mates and PIIE, thanks for sharing knowledge that we could use in our study. And lastly, to Papa Jesus thank you for giving us the strength, knowledge patience and everything we have without your guidance the lord this would have never become possible. ~yvonne

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As a symbol of gratitude I dedicate this project study to God Almighty. His presence has continuously inspired me and given me strength. I dedicate this project to my parents. Also to my friends who have shared with me all the hardship and delight of being BSIE student. To my adviser, I acknowledge his contribution, Engr. James Louie R. Meneses who share his knowledge in doing this project. And lastly I dedicate this to myself, the fruit of my labor has finally paid off. Aaron Justine E. Abuel

This is perhaps the easiest and hardest chapter in our project study to write. It will be simple to name all the people that helped to get this done, but it will tough to thank them enough. This piece of work is heartily dedicated to my parents and guardians, who taught me that even the largest task can be accomplished if it is done one stage at a time, and for always reminding me to value my vision. I also dedicate this Project Study to my friends “IE GAGZ” , “JEG” and “Team Chaka” for encouraging me even they bullying me and to the one who is special to me who waking me up early when I need to do some papers in our study and to Hatchi to conquering my stress and relieving my tiredness` And to IE Professors who imparted their knowledge and become part of my college life.

Armando Anading

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Table of Contents Title Page………………………………..………………………………..……………………….1 Approval Letter………………………………..………………………………..…………………2 Acknowledgement………………………………..………………………………..……………...3 Dedication………………………………..………………………………..………………………4 Table of Contents………………………………..………………………………..……………….7 List of Tables………………………………..………………………………..…………………...9 List of Figures………………………………..………………………………..…………………10 Abstract………………………………..………………………………..………………………..11 Unit I – Introduction……..………………………………..………………………………..……12 Background of the Study………………………………..……………………………….13 Objectives of the Study………………………………..…………………………………14 Conceptual Framework…………………………………………………………………..15 Scope and Limitations……………………………………………………………………16 Significance of the Study………………………………………………………………...16 Definition of ………………………………..………………………………..……17 Acronyms……………………………………………………………………….………..18 Unit II - Review Of Related Literature and Studies.………………………...…………………..19 Unit III - Methods and Procedure….……………………………………...……………………..32 Research Design………………………………………………………………………….32

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Research Environment……………………………………...……………………………33 Procedures………………………………………………………………………………..34 Design Concepts………………………………………………………………………....37 Unit IV – Results and Discussion……….……………..……………...………………………..41 Data Gathering………………………………………………...…………………………41 Data Analysis………………………………………………………………………….…53 Design of Improved Facility Layout…………………………………………..…………54 Development……………………………………………………………………………..62 Evaluation…………………………………………………………………………….….64 Unit V - Conclusions and Recommendations…………………..…………………………...…72 Conclusions………………………………………………………………………………72 Recommendations………………………………………………………………………..73 References………………………………………………………………………………..74 Appendices…………………………………………………………………………….....77 A. Project Study Gantt Chart……………………………….……………..……..77 B. Result of Interviews & Observations……………………………………......78 C. Survey Result………………….…………………………..………………….83 D. Cost Benefit Analysis……………………………..….………………………86 Transmittal letter…………………………………………...…………………….89 Curriculum Vitae…………………………………….…………………………………..90

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List of Tables Table No.

Title

Page No.

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Modified Likert scale………………………………………………………...…..38

2

Present time study for small cakes…………………………………………..…...48

3

Present time study for big cakes……………………………...………………….49

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Summation of the present time study for small and big cakes………...………...50

5

Present time study data ………………………………………………….………51

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Whys Analysis – Causes of the problem in Rodilla’s Yema Cake………………54

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Validation of Root Cause Using Why’s Analysis………………………………..55

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Validation of Root Cause Using Ishikawa Diagram……….…………………….56

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Proposed time study for small cakes……………………….…………………….60

10

Proposed time study for big cakes……………………….………………………61

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Comparison of Total Time between the Present and Proposed Layout of Small Yema Cakes…………………………...……………………………………...….66

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Comparison of Total Time between the Present and Proposed Layout of Big Yema Cakes……………………………...………………………………………67

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Survey Result……………………………….……………………………………70

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Result of the survey based on Likert Scale………………………………………71

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Cost benefit analysis…………………………………………….……………….72

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List of Figures FIgure No.

Title

Page No.

1

Conceptual Framework Paradigm ..….…………………………………………..16

2

Present flow process chart ……..………………………….……………...……..43

3

Present flow diagram ……………………………...…………………...………..44

4

Present relationship diagram ………………………..……..…………………….45

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Present facility layout ……………………...…………………..………………..46

6

Present flow process chart for small cakes …………………………..…….……52

7

Present flow process chart for big cakes ……………………………………..….53

8

Ishikawa Diagram………………………………………………………………..55

9

Activity relationship chart………………………………………………………..57

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Space relationship diagram………………………………………………………58

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Block diagram……………………………………………………………...…….59

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Proposed flow process chart for small cakes…………………………………….62

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Proposed flow process chart for big cakes……………………………………….63

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Proposed flow diagram…………………………………………………………..64

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Proposed facility layout………………………………………………...………..65

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Graphical representation of the compared present and proposed time study……68

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Graphical representation of the compared present and proposed time study……69

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Abstract Abuel, Aaron Justine E., Anading, Armando F. III, Casas, Yvonne R., Comintan, Sharmaine V., Panaligan, Joy E., “Facilities Layout Improvement At Rodilla’s Yema Cake”, Unpublished Project Study for the Degree of Bachelor of Science in Industrial Engineering, Manuel S. Enverga University Foundation, November, 2016. Facility planning and design is an important component of all business overall operations, both in of maximizing the effectiveness of the production process and meeting the needs of employees. Rodilla’s Yema Cake is one of the most popular and well known delicacies not just here in Quezon but also in other places in Central Luzon. For the past years, it had encountered error in production of yema cakes because of the substandard arrangement of the assembly lines in the working area that causes the long transportation of the operation. Through the observations in the workplace and interview with the owner and employees, the researchers conclude to improve the design of facility layout of their production area using time and motion study. In deg the layout, various factors were assessed by the researchers in creating the proposed facility layout. Process layout was selected as type of layout because it aims to improve efficiency in Rodilla’s production area. Another factor that they consider is the availability of the facilities, workers, and space in the production area. As the proposed layout was evaluated, the flow processing time of production of the existing layout which is 51.32 minutes was decreased to 46.10 minutes for the production of small yema cakes, while the flow processing time of production of the existing layout which is 50.40 minutes was decreased to 45.58 minutes for the production of big yema cakes. Rodilla’s Yema Cake saves 5.2 minutes in the whole processing of small yema cakes and 4.23 minutes in the whole processing of big yema cakes. Thus, this result has a great effect on the annual savings of the Rodilla’s Yema Cake.

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Unit I Introduction Today, Rodilla‟s Yema Cake is one of the most popular and well known delicacies not just here in Quezon but also in other places in Central Luzon. And because of this there are so many Rodilla‟s outlets and resellers that are scattered around the area, and therefore we cannot stop wondering how these delicious and mouth-watering cakes are being produced. As an Industrial Engineering students and researchers, we know that the production process is needed to have a lower cost with a great effectiveness and much higher productivity. To achieve this productivity there has to be a good and effective facility layout. Facility planning and design is an important component of all business overall operations, both in of maximizing the effectiveness of the production process and meeting the needs of employees. The basic objective of the layout is to ensure a smooth flow of work, material, and information through system. The basic meaning of facility is the space in which a business's activities take place. The layout and design of that space impact greatly how the work is done, and the flow of work, materials, and information through the system. Layout affects the cost of material handling and the movement of time, and hence affects the overall productivity and efficiency in the plant. The key to a good facility layout and design is the integration of the needs of people (personnel and customers), materials (raw, finishes, and in process), and machinery in such a way that they create a single, well-functioning system. Poor facility layout leads fatigue to the workers, much spending in one machine to another that can result in increasing the material handling costs.

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Background of the Study Today, people are fond of discovering different variety of food that are unusual but are very palatable. Filipinos are popularly known as food lovers and this is probably the reason why many delectable Pinoy delicacies had risen. Filipino culture is noticeably seen from the inviting appetizers and aperitifs, flavorful main dishes and toothsome sweets to their refreshing drinks in festivities and celebrations. These dishes served on the table of every Filipino family reflect to their nation‟s history as many had visited and colonized the country.

Quezon, a historic province in south of Manila, is popular for its food and spiritual destinations. It's also famed for its numerous pasalubongs. Pasalubong giving has been a beautiful tradition and a well-known trait of Filipinos. No wonder there are pasalubong stores all over the archipelago. From various kalamay (Rice cakes) to a variety of delicacies like broas, lady fingers (camachile), pastillas, yema cakes, and boat tarts, there's never a shortage of selections for someone with the sweet tooth.

One of the most famous pasalubong in Quezon that can be found specifically in Tayabas is the Rodilla‟s Yema Cake. The Rodilla‟s Yema Cake is fast catching up as an irresistible, mouth-watering dessert among food lovers. It is a creamy and delicious custard cake originates in southern part of Luzon. This dessert is made from 2 layer chiffon cake coated with yema frosting. The custard is almost similar to brazo de mercedez and dulce de leche that consists of egg yolks, condensed milk, evaporated milk and vanilla extract. The researchers interviewed the manager/head of the operations and some of the workers at the production area of Rodilla‟s Yema Cake; they informed us that one of the major problems they encounter during their production is the unstandardized time in the process of making yema

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cake and the FLP (Facility Layout Problem). We were able to observe the present facility area and the present production area wherein they do the process of baking, mixing, cooling, slicing, icing, cheesing, packing and loading of the finished products; and we discover that the causes of the problem are the imbalance line, slow transportation and long processing time because of a poor facility layout of the workplace. Facility layout considers available space, final product, safety of s and facility and convenience of operations. An effective facility layout ensures that there is a smooth and steady flow of production material, equipment and manpower at minimum cost. Facility layout looks at physical allocation of space for economic activity in the production area. Therefore, the main objective of the facility layout planning is to design effective work flow as to make equipment and workers more productive. In response to the mentioned problem above, the researchers chose to make an improved facility planning and design at Rodilla‟s Yema Cake production area. This project study proposes to use Systematic Layout Planning (SLP) as the infrastructure for layout optimization and entitled the study “Facilities Layout Improvement at Rodilla‟s YemaCake”. This study will tackle on how the researcher came up with the design and effective facility layout that will help eliminate the problems and improve the productivity inside the Rodilla‟s Yema Cake Factory.

Objectives of the Study The main objective of the study is to design and develop an improved facility layout at Rodilla‟s Yema Cake production area; thus this study aims to achieve the following specific objectives:

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1.

To design an improved facility layout at Rodilla‟s Yema Cake.

2.

To develop the improved facilities layout at Rodilla‟s Yema Cake.

3.

To evaluate the improved facilities layout in of effectiveness, efficiency and cost.

Conceptual Framework The project can be better understood through the guiding concepts as stated in (Input, Process, and Output) model. The paradigm in Figure 1 shows the structure on how to conduct and construct the proposed design. Necessary processing time data would be gathered in this study. The current layout and unnecessary movements would be carefully studied and considered inputs. The Input includes, present work flow layout. The process comprises data gathering, time and motion study, design of process layout, and process layout development. And the output: facilities layout improvement at Rodilla‟s Yema Cake.

INPUT

Existing facility layout Present production process Current production system

PROCESS

Data gathering and analysis Design of improved facilities layout Development of the improved facilities layout Evaluation

OUTPUT

Figure 1. Conceptual Framework Paradigm

Facilities layout improvement at Rodilla‟s Yema Cake

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Scope and Limitations This research only focuses in deg much better facility layout that would improve the facility layout in the production area of yema cake at Rodilla‟s. It is only concentrated in the existing layout of the workplace, the arrangements of machines, other facilities and workers assigned, the sequence of operations, number of facilities and workers, takt time, and the shifting operations of every worker, on which we would be used. All other stuffs that are not related to the study would not be included. This project study only focuses on the simulation of the proposed facility layout. This research would tackle all different types of facility layout with their advantages and disadvantages, especially the machine layout which it would be as the proposed facility layout. The time and motion study, worker-machine process, line balancing and right-hand- lefthand rule would also be discuss in this research to show the effectiveness of the proposed layout.

Significance of the Study The proposed process facility layout provides significant contribution on Rodilla‟s Yema Cake like a fully maximize lines improve the overall productivity of the team. The importance of this after the implementation would be beneficial to the following: Company and Management. Implementation of the proposed facility layout that would improve the process flow cycle, the time in baking, the time in baking, the arrangement of workers and machines, and the elimination of bottleneck in the operation. To attain of higher productivity efficiency and competitiveness of the company.

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Employees. They will have a comfortable working environment, much safer, and much easier work. The proposed layout would make their work easier and lessen their fatigue, but in the other hand they will have greater satisfaction and higher productivity. Customers. They would be more satisfied that Rodilla‟s Yema Cake will meet their expected taste and quality and ordered on time because of the improvement of proposed facility layout. Students. This research can be used as guide and reference for those students who will be undertaking similar activities. It would capture their interest for further research and studies. Researcher. They will have much benefit in this study in of verification and application of the theories and concept with regards to their profession. They were able to apply tools and techniques of an Industrial Engineer in the overall industry.

Definition of The following are words define operationally to easily help the readers to comprehend in the study;

Facility Layout is thearrangement of equipment and machines at the production area of Rodilla‟s Yema Cake.

Material Handling is a manual process of producing yema cakes by the workers at Rodilla‟s Yema Cake to control the moving of materials.

Processing Time is the duration of time in each process of producing yema cake.

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Process Improvement is the changes being made in the production area of Rodilla‟s Yema Cake for the betterment of their process.

Production is the process of making Yema Cake.

Productivity is the rate of producing Yema Cake.

Acronyms FLP- Facilities layout problem JIT – Just in time LB – Line balancing PSI – Preference selection index SLP- Systematic layout planning

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Unit II Review of Related Literature and Studies This unit presents the literature and related studies which have direct bearing on facility layout and design. It will discuss on how the facility layout and design can improve the work flow in every production. Related articles were compiled for the researchers‟ reference. These literatures provided and additional information is necessary for the researcher in the conduct of the research process.

Facility Layout and Design Facility layout and design is an important component of a business„s operation, both in term of maximizing the effectiveness of the production process and meeting the needs of employees. According to Prof. Serrano, A. (2015) the basic objective of layout is to ensure a smooth flow of work, materials, and information through system, and basic meaning of facility is the space in which a business „activities take place. Layout and design of the space impact greatly how the work is done such as the flow of work, materia ls, and information through the system. A good facility layout and design is the integrated of the need of people personnel and customer, materials like raw material and in process, and machinery in such a way that they create a single, well-functioning system. According to the study of Quincena J.H.B., Granada, M.E.V., Llagas, K.J.R., Villaflor, R.A. Jr. and Palero, M.I., authors of “Production on Layout Improvement through Facilities Planning”, one of the problem that makes processing time too long was due to its present facility layout, the machines are not place based on the sequence of operation that‟s why it took long

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time to transfer parts from its next operation. The researchers also concluded that the arrangement of machines is based on the design of the jacket, so the process will change if the jacket design changed. In order to improve the process, the researchers suggested that every new design of jackets they manufacture the J&C garments should arrange their machines to avoid overtime and achieve their quota. (Quincena, Granada, Llagas, Villaflor, Palero, 2013) Layout is an important component of any business because it can affect the process and operator itself, facility should be designed to be suitable for everyone who is involved in the operation to ensure smooth flow of work. Because of its relative performance, facility layout probably is one of the most crucial elements affecting efficiency. An efficient layout can reduce unnecessary material handling, help to keep cost low, and maintain product flow though the facility. Types of Layout.There are several alternative layout types that are appropriate for different product mixes and production volume based on the book entitled “Niebel‟s Method Standards, & Work Design” Thirteenth Edition International 2014 by Freivalds, A. and Niebel, B.W.. Determination of the layout type is a major design because it impacts on so many other aspects of the production system. Process Layout. It is one of the main focuses of the researchers in this study; it is otherwise called as functional layout or job shop layout. Process Layout is handiness for inspection and supervision. In Industrial engineering, Process Layout is the ground plan of the plant, which is fits by industrial engineers to get better the competence organizing tools consistent with their purpose. In this layout, the major plan is to fix up or collect machinery or equipment‟s of the similar role keen on one group or division. Process Layout is also called as functional layout. Similar machines or similar operations are situated at one rest by mean of the

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functions (Freivalds, Niebel, 2014). Process layout is facility configuration in which operation of a similar nature of a function are group together. Improving process layout involves the minimization of transportation cost, distance, or time. To accomplish this some firm use what is known as a muter grid, where subjected information is summarized on a grid displaying various combinations of department, work group, or machine part. Advantage of process layout includes: Flexibility. The firm has ability to handle a variety of processing requirement. Cost. Sometimes, the general – purpose equipment utilized may be less costly to purchase and less costly and easier to maintain than specialized equipment. Motivation. Employees in this type of layout will probably be able to perform a variety of task on multiple machines, as opposed to a boredom of performing a repetitive task on an assembly line. A process layout also allows the employer to use some type of individual incentive system. System Protection. Since there are multiple machine available, process layout are not particularly vulnerable to equipment failures. Disadvantages of process layouts includes: Utilization. Equipment utilization rates in process layout are frequently very low, because machine usage is dependent upon a variety of output requirements. Cost. If batch processing is used, in process inventory could be high. Low volume means higher per –unit cost. More specialized attention is necessary for both products and customers. Setups are more frequent, hence higher setup cost. Material handling is slower and more

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efficient. The span of supervision is small due to job complexities (routing ,setup, etc.) so supervisory cost are higher .Additionally , in this type of layout ing , inventory control and purchasing usually are highly involved. Confusion. Constant changing schedules and routing makes joggling process requirements more difficult. Product Layout. It is the design of finished tangible items. Paced and outpaced are the two types of lines that is used in products layout. Paced lines is machine like conveyor that is used to move along the products continuously while unpaved line is more like a waiting line of workers. Product layout efficiency will be enhanced though the used of line balancing because it will minimizes the amount of time that some workstations are idle, due to waiting parts from certain process in order to accommodate large volume of products in a short time with a low unit cost. (3G Elearning, 2015). Fixed-position layout. It is a design area for heavy or large equipment. It is appropriate for product that is too large or too heavy to move. Combination layout. It is a design wherein two or more process layouts are combine according to process requirements. Cellular layout. It is a design area for a group of machine arrange according to its process sequence.

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Production Management Production management is a system which concerned with the process of combination and transformation of various resources into a product based on the book published by 3G Elearning FZ LLC (2015). Production function is responsible in conversion of various resources into desired quality of products. Production is a process of manufacturing goods. The production systems are classified into Job shop, batch, and mass and continuous production system. Job Shop Production is only producing ordered products in a specific time and costs. Batch Production is only producing limited quantity of a product at regular intervals. Mass Production is producing large number of products in a specific time, continuous production is a sequence processing parts of a product before it turns into a finished products. Operation Management. It is a system who facilitates the process of combination and transformation of various resources into a product. Having an efficient system of production planning and control helps better service to customers, fewer rush orders, better control of inventory, and more effective use of equipment, reduced idle time, improved plant morale, good public image and lower capital requirements. Operation management are concerned with the various discipline such as design of goods and services, quality of a product, design process and capacity, site selection, design layout, human resources and design work, supply chain management, inventory decisions, scheduling decisions and maintenance of the quality of a finished products. Manufacturing is a process of converting a raw material to useful forms and eventually into finished products made by hand or machinery and tools. Manufacturing systems

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management is focused on converting product design into economical, environment friendly and reusable product.

Time and Motion Studies A time-motion study is a business efficiency technique combining the time study work of Frederick Winslow Taylor with the motion study work of Frank and Lillian Gilbreth (CamilarSerrano, 2016). It is a major part of scientific management. A time motion study is used to determine the amount of time required for a specific activity, work function, or mechanical process can reduce and control costs, improve working conditions and environment, and motivate people. Motion and time study is considered to be the backbone of industrial engineering, industrial technology, and industrial management programs because the information that time studies generate affects so many other areas, including cost estimating, production and inventory control, plant layout, materials and processes, quality and safety. Thus, as the name suggests “time motion study” is concerned primarily with increasing performance by measuring and then minimizing the time taken to perform various operations without compromising the quality of services. Motion study offers a great potential for savings in any area of human effort. We can reduce the cost by combining elements of one task with elements of another. It uses the principles of motion economy to develop work stations that are friendly to the human body and efficient in their operation. It must consider the operator‟s safety. It comes first before the setting of time standards. Motion study is a detailed analysis of the work method in an effort to improve

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it. It is for cost reduction, and time study is for cost control. Motion study is the creative activity of motion and time study. It is design, while time study is measurement. According to Mr. Eric B. Bermillo the author of “Production Efficiency Improvement through Time and Motion Study” his evaluation on the findings and results of the study‟s investigations yielded a reduced idle time of Machine Operators 1 and 2 for Go Life Angled from 65% percent to only 25% percent. The researcher also evaluated the new process design‟s implementable feasibility through a cost-benefit analysis to show potential savings generated through the idle time reduction and transportation waste production output against the cost of two (2) additional trimming machine tools. Furthermore the researcher‟s assumption and objective is that: idle time percent can be converted productively through automated trimming machinery, then both manpower and machine downtime can be converted productively; and; if the trimming transportation problem can be minimized or eliminated, the overall production improvement. The researcher also used the Time and Motion Study principles and concepts to prove that a solution to the company‟s present problem can be reached using all IE basic tools in project development and problem solving in order to achieve improvement of production efficiency. Flow Process Chart.Lontoc, et al. (2012), it helps in setting out the sequence of the flow of a product or a procedure by recording all events under review using appropriate process chart symbols. This tool is a graphical or symbolic representation of a process. Each step in the process is represented by different symbols and contains a short description of the process step. It covers symbols for operation, inspection, storage, delay and transportation.

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The researchers used the flow process charts to analyze the flow of the process in the production area of Rodilla‟s Yema Cake. The proponents can identify if there will be any irregularity in the flow of the process.

Lean Concept Lean enterprise is progressively more applied to manufacturing, service and non-profit organization. Lean enterprise as of this date has been extended by combining lean production idea to six sigma. Although, not all organization can apply this concept, but other which have successfully applied these combined concepts have experienced noteworthy upgrade in their performance in term of operation. Bozarth & Handfield defined lean manufacturing as follows, which is essentially the same to JIT: „Lean is a philosophy of production that emphasizes the minimization of the amount of all the resources (including time) used in the various activities of the enterprise‟. The aim of lean operation is to achieve a stable flow of products and services that could be delivered to customer at the quality level and time they want in order to satisfy customers‟ needs. In addition, lean operation could guarantee the production process to be more flexible when the demand is uncertain. According to Mayer, RR (2014) lean enterprise must be identify production and lean thinking; and enumerate different types of waste and their banner of elimination: name components of lean production system: and discuss new advances in lean production. In addition, there is strong evidence that the concurrent implementation of internally- focused and externally- focused lean practices yields greater performance benefits than selective lean

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production implementation. Thus, this study contributes to the theory of lean production by providing insights into the mediated and moderated effects of lean production on inventory leanness and financial performance. The researchers investigate the relationship between lean production, inventories and performance. The empirical analysis is based on survey and secondary data from US manufacturing firms. The effect of lean production on performance is partially mediated by inventory leanness. The concurrent implementation of lean practice bundles yields greater performance benefits.

Assembly Line Balancing The Balancing of assembly lines is one of the most important problems among the other problems of assembly lines like deg and managing. In today's highly competitive manufacturing environment increasing system flexibility, reducing failure sensitivity, improving system balance and productivity are crucial. Parallel assembly lines provide some opportunities in improving these objectives especially when the capacity of production system is insufficient. Unlike the traditional assembly lines there are a few studies on balancing parallel assembly lines in the present literature. Parallel assembly line balancing is a NP-hard problem similar to other assembly lines. In this paper, a novel multiple-colony ant algorithm is developed for balancing bi-objective parallel assembly lines. Assembly lines are designed as flow oriented production systems which perform operations on standardized products in a serial manner, that was according to Ozbakir, L.,

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Baykasoglu, A., Gorkemli, B., Gorkemli, L., authors of “Multiple-colony ant algorithm for parallel assembly line balancing problem” in Applied Soft Computing (Volume 11, Issue 3, April 2011, Pages 3186–3198). The researchers used assembly line balancing to increase such as minimizing wastes in of waiting time, transportation and motion, reduce failure and improved system. The researchers believe if the line is balanced it has smooth flow of work because it minimizes wastes such as waiting, rework, transportation and unnecessary motion.

Just-in-time Just-in-time (JIT) is „producing the necessary item in the necessary quantity at the necessary time is an eternal diver of production and operations management‟. The ultimate objective of JIT is to enhance flexibility of the whole system, which is one of the competitive factors in future manufacturing and services systems. Definition of JIT is quite consistent in many studies (or even textbooks) to the one mentioned in previous section. For example Bozarth & Handfield defined JIT as: „A philosophy of manufacturing based on planned elimination of all waste and on continuous improvement of productivity. In the broad sense, it applies to all forms of manufacturing and to many service industries as well‟. JIT requires elimination of waste which means that JIT systems could lead to delivery of „perfect‟ products or services at the „exact‟ time they are required main purpose of JIT systems is to identify and to eliminate as many kinds of wastes as possible through improving production activities within a company.

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A JIT system could be an „effective tool‟ for assisting a company to reduce cost and then to obtain higher profits. JIT can be considered as one of the variants of production planning and control systems, which are pivotal management tools for satisfying increasingly high client demands and expectations in the business market, although traditional production planning and control systems are „push‟ in nature, which means planning department decides the production schedule and transmits to all production processes according to forecast of the demand of market. According to Furlan, A., Dal Pont, G., Vinelli, A., authors of “ Towards High Performance Manufacturing”, in International Journal of Production Economics (Volume 133, Issue 2, October 2011, Pages 489–495), the sequential nature of the improvement initiatives has neglected the synergistic effects among practices and literature lacks research on complementarily between internal and external bundles of practices. The aim of this paper is to test the existence of complementarily among internal and external just-in-time bundles. The researchers ran statistical analysis using the third round of High Performance Manufacturing international research project data set and found that upstream and downstream JIT are complements. This finding suggests the importance of managing the inter-dependencies both in deg and implementing upstream and downstream JIT in order to maximize operational performance. Various benefits, for example, inventory reduction, improved in operations efficiency, and faster response, have been studied widely in previous research. Therefore, successful implementation of JIT is vital to many companies. The main objective of this research is to make use of a case study to present various issues surrounding implementation of JIT for an automotive company. This case study also provides evidences for ing the benefits of

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employing JIT. The conclusion of this research indicates that JIT system is successful, and operating JIT system can lead to many advantages to the case company. The researchers therefore conclude that waste in time is a very important subject, for it affects the productivity of every manufacturing organization. Reducing time waste is a never ending process. Application of Just-In-Time system in the process workflow, a serious effort is made to reduce not only moving and waiting time but also processing time. It is very important to study carefully how time spent in the production process.

Material Handling Material handling includes motion, time, place, quantity and space constraints. First, material handling must ensure that parts, raw material, in-process materials, finished products and supplies are moved periodically from the location to location. Second, as each operation requires materials and supplies at a particular time, material handing ensures that no production process or customer is hampered by either the early or late arrival of materials. Third, material handling must ensure that materials are delivered to the correct place. Fourth, material handling must ensure that materials are delivered at each location without damage and in the proper quantity. Finally, material handling must consider storage space, both temporary and dormant. A study conducted by the Material Handling Institute revealed that between 30 and 85 percent of the cost of bringing a product to market is associated with material handling. Axiomatically, the best part is the least manually handled part. Whether the distances of the moves are large or small, these moves should be scrutinized. There are five points that should be considered for reducing the time spent in material handling, first is reducing time spent in

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picking up material; use mechanized or automated equipment; make better use of existing handling facilities; handle material with greater care; consider the application of bar coding for inventory and related applications. A good example of the application of these five points is the evolution of warehousing; the former stage center has become an automated distribution center. Today, the automated warehouse uses computer control for material movement, as well as information flow through data processing. In this type of automated warehouse, receiving, transporting, storing, retrieving and controlling inventory are treated as an integrated function. Companies become more interested in the manufacturing of material handling equipment for the sustainability of their products (Shevtshenko, E., Bashkite, V., Maleki, M., Yan Wang, authors of “Sustainable Design of Material Handling Equipment: A Win-win Approach for Manufacturers and Customers” at Volume 18, No. 5 (2012). One possible approach to make material handling equipment more sustainable is to make it re-configurable, reusable and reliable. Those products are likely to be reused when customers‟ requirements change. More sustainable material handling equipment can be much easier sold in the future, due to the possibility to be reconfigured in accordance to the new customer requirements is high.

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Unit III Methods and Procedures This unit discussed about research design, research environment, research procedures and design concepts for better understanding of the study. It also includes the industrial engineering tools and principles for the development of this study.

Research Design This study used research and development to describe the improvement of new arrangements of equipment in Rodilla‟s Yema cake. The researchers establish a new design of facility layout, charts and diagrams that may serve as a prototype for this study. This study is begun with the interview and observations in the research environment and through researches found in books and studies. This study aims to improve the current facility layout of Rodilla‟s Yema cake by eliminating unnecessary movements or motions using industrial engineering analysis to figure out the best solutions to improve the current process and layout. The researchers decided to achieve an efficient production flow by focusing on the facility layout. Improving actual layout can be reduced until 30% through an effective facility planning. Re-lay outing facility design could improve the performance of production line such as decrease bottleneck rate, minimized material handling cost, reduces idle time, raise the efficiency and utilization of labor, equipment and space.

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The researchers used a research and development to describe the improvement of new arrangement of equipment at Rodilla‟s Yema cake. The researcher gather data through interview, observation, researches and principles found in books and other related studies.

Research Environme nt This study was conducted in the production area of Rodilla‟s Yema cake located at Brgy. Ilayang Wakas Tayabas, Quezon. The researchers gathered all the data to be used in the improvement of facility layout at Rodilla‟s Yema Cake from field of observations, interviews of the head of the operations and the employees, and other data provided by the process group department. These would also serve as guide for the researchers to obtain the best design of facility layout that would improve the process. The sources of information for the present and proposed layout were differing from each other. The sources of data that were used in obtaining the necessary information for the research study are the following: In the observation of the proponents to the production area of Rodilla‟s Yema Cake in minimum of twice a month to familiarize the actual procedure and the production process of yema cakes, the researchers need to take note all the important things which are regarding the activity in the environment of the production area. It is the process of observing come one carefully in order to gain information. In this scenario, the researchers observed the actual transaction of yema cakes inside and outside the production area. Truly then, the researcher know the condition of their production area and process, what they need to do some improvement.

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Interview was conducted at the main office of Rodilla‟s Yema Cake; it was considered as one if its research environments. In this case, interview is one of the mean points that the researchers used in this proposed study. Researchers read and gathered other information in the Internet Research using the Wi-Fi of Enverga University to guide the researchers. The researchers were able to conduct an intensive research regarding the production and distribution of Cakes. With this way, they are able to gain related studies from different countries which are meet knowledge able to a proposed study. The researchers gathered their data by means library research using the books of Enverga University, which would help the researchers to understand the ongoing study. Library technique was conducted by the researchers in order to achieve the objectives of the study that they had constructed at Rodilla‟s Yema Cake.

Procedures This section provides details on how the study was conducted. In performing the project study, the researcher first conducted data gathering to identify problems. Data Gathering. Is an important aspect of any type of research study, it consists of different means in collecting data needed. The important data in this study are the following: the current facility layout, the problem and lapses encountered in production area, knowledge in facility layout and design, knowledge in time and motion study. The following are the means of data gathering that the researcher used.

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Direct Observation. One way to gather data is to carefully observe the current situation of the workplace in Rodilla‟sYema Cake. Interview.Interviewing 4 operators and the supervisor helped the researchers to determine problems in Rodilla‟sYema Cake. These interviews were necessary to gather data for the development of the study. Research.The researchers used two kinds of research using Internet research (it is the most useful and easiest way to gather data and information needed) and Library research (information such as concepts, techniques and methodologies of facility improvement can also be obtained from the books). Video-Camcorders.Recording every interview with the operators and the supervisor and recording processes from raw materials to the finished product helped the researcher to easily gather data. Data Analysis. It is the action or process of observing something or someone in order to gain information. The researchers conduct a regular observation in the Rodilla‟sYema cake to determine all possible lapses and gaps in the production area. The discussion between two or more people where in questions are being asked by the interviewer to obtain the particulars or statements from the interviewee. The researchers interviewed head of the operation and some workers from the different area of the production to know their actual experience in the production line. The researcher has used Why why analysis to understand the main reason of possible defects and slow transportation after the collection of data. The researcher mapped the current

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process using the process flow chart. Upon analysis of the problem the researcher validates all the probable reasons to determine the root cause. Design of Improved Facilities Layout. The researchers began with the project discussion stage or the identification of the problem. After the researchers identify the problems and lapses experienced in the facility and improved plans to define what the project would provide; when would it be done; who would benefit; and what should be maintained. After the researchers identified and classified the actual situation, the researcher tried to improve the layout by using various IE tools to reach the objectives in design improvement facility and machine layout using time and motion study and line balancing. Development of Improved Facilities Layout. The researchers observed the facilities and started to interview the head of production. The researcher identified the root cause of the problem that they encounter during the production process. The researchers inspect all the aspects on how to develop the productivity by elaborating the objective of the study. The developed layouts were applied to achieve greater productivity. The researchers estimated the proposed project in of functionality, effectiveness, efficiency and cost. Evaluation. The researchers evaluated their recommended output by comparing the actual and propose layout of the company. The evaluation of the study is necessary to determine the functionality effectiveness, efficiency and cost of the proposed layout. The researchers use five point Likert scale to qualify the numeric conclusions. The scale shown in the table 1. The qualitative descriptions in the likert scale use are as follows: (5) strongly agree, (4) agree, (3) neutral, (2) disagree, and (1) strongly disagree.

37

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Table 1. Modified Likert scale Verbal Interpretation base Numerical Rating

Arithmetic Mean Rating on Questionnaire

5

4.21-5.00

Strongly Agree

4

3.41-4.20

Agree

3

2.61-3.40

Neutral

2

1.81-2.60

Disagree

1

1.00-1.80

Strongly Disagree

The table 1 follows the Likert scale that contains the categories and its corresponding ratings that used by the researcher in evaluating the improved facilities layout at Rodilla‟s Yema Cake.

Design Concepts In this project study, the selection of material is an important tool of successful facility layout. The researcher considered the theories learned from facility planning and layout. In order to perform this activity, there are methods and research that needs to be done. This step by step process and action will give a detailed through understanding of what is needed to address the problem. The methods used are discussed in the following: Time and motion study. It is for the researchers to enhance work performance through analysis and improvement of body and hand movement as well as determining the standard cost

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of a particular work. Through the use of this tool, the researcher can identify the results of total time and movements of the employees. Line Balancing. Line Balancing is leveling the workload across all processes in a cell or value stream to remove bottlenecks and excess capacity. A constraint slows the process down and results if waiting for downstream operations and excess capacity results in waiting and absorption of fixed costs. The researchers will use this to match the production rate after all waste has been removed to takt time at each process of the value stream. Work Station Design. Since the researchers‟ objective is to improve the facility layout, workstation will contributes to productivity and the quality of the products and takes care of the health and well-being of the workers. Conversely, the poorly designed workstation will result in low productivity, quality problems and is likely to cause or contribute to the development of health complaints or chronic occupational diseases. Flow Process Chart. This is an analyzing process particularly in looking up to eliminate sources of waste or delay. The flow process chart is a graphical and symbolic representation of the processing activities performed on the work piece. The chart can selectively be used to show what happens to selected people, materials or equipment. Computer Aided Drafting. It is a software application for computer aided design (CAD) and drafting. It aims to simplify the drawing of the proposed layout. The researchers used computer aided drawing (CAD) to illustrate an improved facilities layout. Cost- Benefit Analysis. It is a comparative assessment of all the benefits you anticipate from the project and all the costs to introduce the projects, perform it, and the changes resulting from it. It is used for the researchers to estimate and total up the equivalent money

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value of the benefits and costs to the community of projects to establish whether they are worthwhile. Relationship Activity Chart. It is a list of all departments on the relationship chart, it also defines criteria for asg closeness between relationships and it establishes relationships value. It is used for the researchers to allow everyone to contribute something to the development of the relationship chart it also minimizing unnecessary transportation in industrial facility Travel Chart. It is a simple table where there are multiple movements between places. It is a variation on the check sheet, indicating movements between places. It is a variation on the check sheet for the researchers to indicate movements from and to any combination of a given set of locations.

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Unit IV Results and Discussions The information provided in this unit is based on the collected data. This collected data are used to the effectiveness of the proposed project study. This unit also presents the step by step method for the better understanding on how the proposed study will be incorporated in the existing process.

Data Gathering The researchers gather data in the production area of Rodilla’s Yema Cake, its present or existing facility layout, present workflow diagram, and present flow process chart to come up with the proposed facility layout design. To design an improved facility layout, the researchers gathered all the relevant data regarding the company by interviewing the manager and workers, and also by doing field observation in the production area. The first step of Systematic Layout Planning requires gathering and analyzing data required for the study. This must occur before any planning of relationships, space or adjustments. The input variables for every SLP are P, Q, R, S and T. Product (P) is the material that will be processed. For this study, the products are the yema cakes. Quantity (Q) is the volume of each product to be processed. The volume in this study refers to the output of each product. It relies on the total time used to build a unit of product. Routing (R) is the path a product travels to be processed. The routing (R) in this study is obtained from the company’s process specific document(PSD) for yema cakes. Time(T) refers to the overall time required to complete processing. Data collection of the cycle time for each process is done by time studies.

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Existing Set-Up.The production area produces four different types of cake with flavors original yema, chocolate, mocha and ube. A flowchart is used toa type of diagram that represents an algorithm, workflow or process, showing the steps as boxes of various kinds, and their order by connecting them with arrows. This diagrammatic representation illustrates a solution model to a given problem. Flowcharts are used in analyzing, deg, documenting or managing a process or program in various fields. This production area uses various types of machines like egg mixers, flour mixers, icing mixers, and big and small ovens. It operates eight hours a day, six times a week. The workers compensation is paid based on the policy of Rodilla’s Yema Cake. The yema cake production was composed of 12 processes which are operated by 25-30 workers. In analyzing processes, particular actions along the way are often significant, especially if you are looking to eliminate sources of waste (ormuda, as the Japanese call it). The chart can selectively be used to show what happens to selected people, materials or equipment. The 12 processes on how the production area of Rodilla’s operates are: 1.) Receiving of raw materials. 2.) Storing of raw materials into storage or stock room. 3.) Issuing of materials to production. 4.) Pre mixing. 5.) First baking. 6.) Second mixing. 7.) Second baking. 8.) Cooling. 9.) Slicing. 10.) Icing and cheesing. 11.) Packing. 12.) Loading of finished products.

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Start

Receiving of raw materials

Storing of raw materials into storage or stock room

Issuing of materials to production Pre-mixing

First baking Second mixing Second baking No Let it cool

Yes

Does the dough cool?

Slicing

Icing and cheesing

Packing

Loading of finished

End

Figure 2.Present flow process chart

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Present Flow Diagram. Industrial Engineering tools help the researchers to elaborate the problems in the production area of Rodilla’s Yema Cake and also help to establish a better design of the facility layout. Figure 3 shows how the actual process of producing yema cakes. It also shows the arrangement of facilities and the spaces between each machine. There were 11 ovens, 2 mixers for flour and sugar mixing, 6 big mixers for making chiffon cake, 8 mixers for icing, 6 racks and 7 tables in the finishing area.

Figure 3.Present flow diagram

Process begins with incoming material at the production area. However this process is not included in the scope of this case study. After that, the pre mixing assembly is performed by the operator in the lower building of the production. After that they have to transfer the mixed ingredient to the next process which is chiffon making. The chiffon making process will take about 6 minutes in each mixer of dough. Upon completion, operator has to transfer the mixed dough into the oven section; this will take about 30 minutes in each batch of cakes per oven.

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After the baking of cakes in the oven it proceeds to the next process which is cooling. When the cakes are cool enough operator transfer them to the finishing section located at a different building above the baking section. This process requires the usage of racks. Therefore long travelling distance and time occurs when the operator has to wait for the cakes to cool and travelling occurs to-and-from from the ovens to the finishing section. After the transferring of cakes to the finishing sections, cakes are going to 3 same assemblies of slicing, icing and cheesing. The processes are being done in three different assembly tables all at the same time before it is transferred to another table which is boxing. Present Relationship Diagram.Figure 4 shows the actual layout or location of the different departments in the production area of yema cakes. These departments are the icing section, storage area, washing area, mixing areas, oven section, racks area, icing and slicing area, boxing and packing area.

Figure 4.Present relationship diagram

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Present Facility Layout.The existing layout of the production area of Rodilla’s Yema Cake is given in Figure 2 below. In this layout, the dimensions of the area and the existing assemblies or process sections are shown.

Figure 5.Present facility layout

Present Standard Time. Standard provides information essential for the successful operation of an organization. To calculate standard time for each operation, time study is conducted in the production area. To do this, the researcher selects one operator from each operation. Then, each operation is taken for at least three cycles to get better results. Once time study is made by collecting raw data the performance rating is given to each operator and actual time is calculated for particular operation. Standard Time determination is the observed time (OT) of the given element is determined by taking the mean of 5observations. The sample size, n, is then calculated to show

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its sufficiency. Normal Time (NT) is found by multiplying the observed time by the average rating. By using one of the oldest used rating systems, the Westinghouse rating system considering four factors in evaluating the performance of the operator: skill (as proficiency at following a given method), effort (is representative of the speed with which skill is applied, and can be controlled to a high degree by the operator), conditions (referred to in this performance rating procedure affect the operator and not the operation, and they include temperature, ventilation, light, and noise.), and consistency (as being in conformity with a set of rules, guidelines or policies), the researchers determined the value of the rating factor. Normal Time = Observed Time*Average Rating The rating used here is 119% for the overall rating factor of all the operators: Skill B2 Effort B1 Condition D Consistency C Algebraic Sum: Performance Factor:

+0.18 +0.10 0.0 +0.01 +0.19 1.19

Standard Time= Normal Time/ (1- Allowances) Allowances for this project are: Personal needs 5%, Unavoidable delay 1%, Basic Fatigue 4 %, Total = 10%

Actual Computation: Observed Time:

3032.4 seconds (small)

3017.4 seconds (big)

Normal Time:

3032.4*1.19 = 3608.56

3017.4 *1.19 = 3590.71

Standard Time:

(3608.56) (1+.10) = 3969.42

(3590.71) (1+.10) = 3949.78

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Table 2. Present time study for small cakes Activity : Yema Cake Production ( Small ) Date : 2016 Operator:

BSIE

Circle appropriate Method & type : Method: Present Proposed Remarks Event Description

Trial 1 (sec)

Trial 2 (sec)

Trial 3 (sec)

Trial 4 (sec)

Trial 5 (sec)

Average Time (sec)

Mixing the Flour

67

65

63

66

64

65

Transferring of mixed flour

32

29

31

28

30

30

Making of chiffon cake

390

390

390

390

390

390

Baking of chiffon cake in the oven

1830

1830

1830

1830

1830

1830

Transferring of baked chiffon cake racks

115

125

122

120

118

120

Cooling of cakes in the racks

480

480

480

480

480

480

Transferring of racks to the finishing section

58

122

60

59

61

72

Slicing of cakes ( small Yema Cake )

4

4

4

4

4

4

Icing of cakes

22

23

21

19

20

21

Cheesing of cakes

10

8

6

9

7

8

Transferring of cakes

5

4

6

6

4

5

Boxing of cakes

9

7

7

6

8

7.4

Arranging of finished cakes for the delivery

2

2

2

2

2

2

3024

3089

3022

3019

3018

3034.4

Total

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Table 3. Present time study for big cakes Activity : Yema Cake Production ( Big ) Date : 2016 Operator:

BSIE

Circle appropriate Method & type : Method: Present Proposed Remarks Event Description

Trial 1 (sec)

Trial 2 (sec)

Trial 3 (sec)

Trial 4 (sec)

Trial 5 ((sec)

Average Time (sec)

Mixing the Flour

67

65

63

66

64

65

Transferring of mixed flour

32

29

31

28

30

30

Making of chiffon cake

390

390

390

390

390

390

Baking of chiffon cake in the oven

1830

1830

1830

1830

1830

1830

Transferring of baked chiffon cake racks

120

123

117

123

117

120

Cooling of cakes in the racks

480

480

480

480

480

480

Transferring of racks to the finishing section

58

62

60

59

61

60

Slicing of cakes ( big Yema Cake )

2

2

2

2

2

2

Icing of cakes

23

17

21

19

20

20

Cheesing of cakes

5

4

6

7

8

6

Transferring of cakes

5

4

6

6

4

5

Boxing of cakes

9

7

7

6

8

7.4

Arranging of finished cakes for the delivery

2

2

2

2

2

2

3023

3015

3015

3018

3016

3017.4

Total

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Table 4. Summation of the present time study for small and big cakes `Location: Rodillas Yema Cake

`Location: Rodillas Yema Cake

Activity :Yema Cake Production (small)

Activity :Yema Cake Production (big)

Date: 2016

Date: 2016

Operator:

BSIE

Circle appropriate Method & type : Method: Present Proposed

Circle appropriate Method & type : Method: Present Proposed

Remarks:

Remarks: Event Description Mixing the flour

BSIE

Operator:

Time (sec) 65

Event Description Mixing the flour

Time (sec) 65

Transferring of mixed flour

30

Transferring of mixed flour

30

Making of chiffon cake

390

Making of chiffon cake

390

Baking of chiffon cake in the oven

1830

Baking of chiffon cake in the oven

1830

Transferring of baked chiffon cake to the racks Cooling of cakes in the racks

120

Transferring of baked chiffon cake to the racks Cooling of cakes in the racks

120

Transferring of racks to the finishing section Slicing of cakes( small Yema Cake )

72

60

4

Transferring of racks to the finishing section Slicing of cakes( big Yema Cake )

Icing of cakes

21

Icing of cakes

20

Cheesing of cakes

8

Cheesing of cakes

6

Transferring of cakes

5

Transferring of cakes

5

Boxing the cakes Arranging of finished cakes for the delivery

480

7.4 2

Boxing the cakes Arranging of finished cakes for the delivery

480

2

7.4 2

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Table 5. Present time study data Description Observed time (sec/unit) Standard time (sec/unit) Working hours Output Total travel time

Time Small Cakes 3034.4 3969.42 28800 500-700 227

Big Cakes 3017.4 3949.78 28800 500-700 215

From the data gathered, the total time of processing for a single cake is 3034.4 seconds for a small cake and 3017.4 for a big cake. With the standard working days per month of 22 days, the output yields 11000-15400 small and big yema cakes per month. It can be seen that the travelling time is high due to frequent travelling between 2 buildings. The travelling time is about 210-230 seconds which is higher than the assembly and cueing time.

Present Flow Process Chart.A facility layout is an arrangement of everything needed for production of goods or delivery of services. It means planning for the locations of all machines, utilities, employee workstations, material storage area, aisles, offices and storage rooms. This is for the flow patterns of materials and people around, into and within buildings. In the production of yema cake, operation starts by mixing different ingredients from different areas in the production. The flow process chart illustrates the delayed process in making yema cake including all activities such as the operations, transportations, delays and storage. This helps the researchers in setting out the sequence of the flow of a product by recording all events under review using appropriate process chart symbols.

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`Location: Rodillas Yema Cake

Summary

Activity :Yema Cake Production (small)

Event

Present No.

Date: 2016 Operator:

BSIE

Circle appropriate Method & type : Method: Present Proposed

Remarks: Process Description

Proposed

Operation

7

Time (sec) 2327.4

Transport

4

227

Delay

1

480

Storage

0

0

Inspection

0

0

Total

13

3034.4

Total Distance Symbol

Mixing the flour Transferring of mixed flour Making of chiffon cake Baking of chiffon cake in the oven Transferring of baked chiffon cake to the racks Cooling of cakes in the racks Transferring of racks to the finishing section Slicing of cakes( Small Yema Cake ) Icing of cakes

Time (sec) 65

Distance (meter)

30

1.5

390 1830 120

72

6

4 21

Transferring of cakes

5

Figure 6.Present flow process chart for small cakes

12.5

480

8

Arranging of finished cakes for the delivery

Time (sec)

21 meters

Cheesing of cakes

Boxing the cakes

No.

Savings

7.4

2

1

Method Recommendation

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53

`Location: Rodillas Yema Cake

Summary

Activity :Yema Cake Production (big)

Event

Present No

Date: 2016 Operator:

BSIE

Circle appropriate Method & type : Method: Present Proposed

Remarks: Process Description

Proposed

Operation

7

Time (sec) 2322.4

Transport

4

215

Delay

1

480

Storage

0

0

Inspection

0

0

Total Total distance Symbol

Mixing the flour Transferring of mixed flour Making of chiffon cake Baking of chiffon cake in the oven Transferring of baked chiffon cake to the racks Cooling of cakes in the racks Transferring of racks to the finishing section Slicing of cakes(Big Yema Cake ) Icing of cakes

Time (sec) 65

Distance (meter)

30

1.5

390 1830 120

60

6

2 20

Transferring of cakes

5

Figure 7.Present flow process chart for big cakes

12.5

480

6

Arranging of finished cakes for the delivery

Time (sec)

13 3017.4 21 meters

Cheesing of cakes

Boxing the cakes

No

Savings

7.4 2

1

Method Recommendation

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In getting the data of the flow process chart, the researcher used the standard time of each operation computed in the time study table. The transportation distances was got from measuring the distance of each station to the next station based on the sequence of the process while the transportation time is computed by taking up the average of the 5 trials of the observed time collected by the researcher. The total flow time of producing yema cake is computed.

Data Analysis The results of the interview and observation in the production area, the researchers found out that the common problem that the production area of Rodilla’s Yema Cake usually encountered is long processing time between each processes because of their distances from each other. To be able to understand the roots of the problem, and how will it be prevented, the researchers use of various root cause analysis tools as shown in the following figures. Table 6. Whys Analysis – Causes of the problem in Rodilla’s Yema Cake Why’s

Because

Why Rodilla’s cannot produce yema cake in time?

There having a hard time in the production of yema cake.

Why Rodilla’s having a hard time in the production of yema cake?

There is a long transportation of each operations/stations.

Why was there a long transportation of each operations/stations?

The production area has a poor production system.

Why the production area has a poor production system?

The operations are not in proper arrangement?

Why was there a improper arrangement?

Because the production area has a poor facility layout.

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In Table 5, the causes of the error in production of yema cake were shown using the 5 whys analysis. From the last reason, the answer to the problem was found out to redesign of an improve facility layout of the production area.

Figure 8.Ishikawa Diagram

Validation of Root Cause

Table 7. Validation of Root Cause Using Why’s Analysis Primary causes Rodilla’s cannot produce yema cake in time

Secondary causes There having a hard time in the production of yema cake

Validation of root cause Not a true cause

Rodilla’s having a hard time in the production of yema cake

There is a long transportation of each operations/stations

Not a true cause

Rodilla's has a long transportation of each operations/stations

The production area has a poor production system

Not a true cause

The production area of Rodilla's has a poor production system

The operations are not in proper arrangement

Not a true cause

The operation in production area of Rodilla's has a improper arrangement

The production area has a poor facility layout.

True cause

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Table 8.

Validation of Root Cause Using Ishikawa Diagram Primary causes

Man

Machine

Method

Material

Environment

Secondary causes

Validation of root cause

Over Fatigue Not properly trained Not flexible Unnecessary movements Overused Under maintenance Poor production yield Delayed cooling of cakes Line balancing Material handling Transferring of cake Far location of storage Undersupply of raw materials Mixing of ingredients Poor quality of eggs Weather condition Poor lighting Facility Layout Getting hit by other operators

Not a true cause Not a true cause Not a true cause Not a true cause True cause Not a true cause Not a true cause Not a true cause True cause Not a true cause True cause Not a true cause Not a true cause Not a true cause Not a true cause Not a true cause Not a true cause True cause Not a true cause

Design of Improved Facility Layout Activity Relationship Chart.In this stage, the identification of the relationships between resources is discussed. The resources are the various processes involved in the manufacturing of the product. The information regarding where a product is received from and the destination of the product upon completion is gathered. The results are tabulated in an activity relationship chart. The relationship chart displays which entities are related to others and it also rates the importance of the closeness between them. This makes the chart the most effective tool for layout planning and is the best way of

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planning the arrangement of a plant layout having little flow of materials. The quantitative descriptions used in activity relationship chart are as follows: (A) absolutely necessary, (E) especially important,

(I) Important,

(O) ordinary closeness, (U) unimportant, and (X)

undesirable.

Figure 9.Activity relationship chart

Space Relationship Diagram. The space relationship diagram is a visual display of the activity relationship chart. Each entity on the chart is translated to a symbol to be placed on the diagram and then lines are connected to show the value of the relationship. Figure 10 shows the space relationship diagram of the production area of Rodilla’s Yema Cake. The numbers and types of lines are used to distinguish the importance between each process are as follows; (A) four straight lines, (E) three straight lines, (I) two straight lines, (O) one straight lines, (U) no line, (X) zigzag line.

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Figure 10.Space relationship diagram

Absolutely necessary relationship occurs between the assembly line of slicing/icing and boxing. Locating them close together is absolutely necessary as the products share these 2 processes. Rework process, which requires travelling to and fro among these 2 processes, is also the highest. Especially important relationship occurs among mixing process, baking and oven and cooling as these processes occur back to back and are also shared between products.

Block Diagram. This shows the new actual layout or location of the different departments in the production area of yema cakes. These departments are the icing section, storage area, washing area, mixing areas, oven section, racks area, icing and slicing area, boxing and packing area.

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Figure 11.Block diagram

Standard Time. Standard provides information essential for the successful operation of an organization. To calculate standard time for each operation, time study is conducted in the production area. To do this, the researcher selects one operator from each operation. Then, each operation is taken for at least three cycles to get better results. Once time study is made by collecting raw data the performance rating is given to each operator and actual time is calculated for particular operation. The researchers then make a new time table to test the proposed facility layout that has been implemented at the production area of Rodilla’s Yema Cake. The data is shown in the figure below.

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Table 9. Proposed time study for small cakes Activity : Yema Cake Production ( Small ) Date : 2016 Operator:

BSIE

Circle appropriate Method & type : Method: Present Proposed Type : Material WorkerMachine Remarks Event Description

Trial 1 (sec)

Trial 2 (sec)

Trial 3 (sec)

Trial 4 (sec)

Trial 5 (sec)

Average Time (sec)

Mixing the Flour

67

65

63

66

64

65

Transferring of mixed flour

8

8

8

8

8

8

Making of chiffon cake

308

308

308

308

308

308

Baking of chiffon cake in the oven

1830

1830

1830

1830

1830

1830

Transferring of baked chiffon cake racks

60

60

60

60

60

60

Cooling of cakes in the racks

433

437

436

434

435

435

Transferring of racks to the finishing section

15

15

15

15

15

15

Slicing of cakes (small Yema Cake)

4

4

4

4

4

4

Icing of cakes

18

16

20

16

20

18

Cheesing of cakes

6

8

6

7

8

7

Transferring of cakes

1

1

1

1

1

1

Boxing of cakes

6

8

7

6

8

7

Arranging of finished cakes for the delivery

2

2

2

2

2

2

2758

2762

2760

2757

2763

2760

Total

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Table 10. Proposed time study for big cakes Activity : Yema Cake Production ( BIg ) Date : 2016 Operator:

BSIE

Circle appropriate Method & type : Method: Present Proposed Type : Material Worker Machine Event Description

Trial 1 (sec)

Trial 2 (sec)

Trial 3 (sec)

Trial 4 (sec)

Trial 5 (sec)

Average Time (sec)

Mixing the Flour

59

61

63

60

57

60

Transferring of mixed flour

7

8

8

8

9

8

Making of chiffon cake

308

308

308

308

308

308

Baking of chiffon cake in the oven

1830

1830

1830

1830

1830

1830

Transferring of baked chiffon cake racks

60

60

60

60

60

60

Cooling of cakes in the racks

435

431

433

437

439

435

Transferring of racks to the finishing section

13

15

17

15

15

15

Slicing of cakes ( big Yema Cake )

2

2

2

2

2

2

Icing of cakes

17

15

16

17

15

16

Cheesing of cakes

4

4

4

3

5

4

Transferring of cakes

1

1

1

1

1

1

Boxing of cakes

7

6

8

6

8

7

Arranging of finished cakes for the delivery

2

2

2

2

2

2

Total

2745

2743

2752

2751

2751

2748

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Summary

`Location:Rodillas Ye ma Cake Event

Activity :Yema Cake Production (small) Date: 2016 Operator:

No

BSIE

Circle appropriate Method & type : Method: Present Proposed

Remarks: Process Description

Present

Proposed

Operation

7

Time (sec) 2327.4

Transport

4

227

4

84

143

Delay

1

480

1

435

45

Storage

0

0

0

0

0

Inspection

0

0

0

0

0

Total

13

3034.4

13

2760

274.4

Total distance Symbol

Mixing the flour Transferring of mixed flour Making of chiffon cake Baking of chiffon cake in the oven Transferring of baked chiffon cake to the racks Cooling of cakes in the racks Transferring of racks to the finishing section Slicing of cakes( Small Yema Cake ) Icing of cakes

8

Time (sec) 2241

86.4

21 meters Time (sec) 65

Distance (meter)

8

1.5

308 1830 60

12.5

435 15

6

4 18

Cheesing of cakes

7

Transferring of cakes

1

Boxing the cakes

7

Arranging of finished cakes for the delivery

2

Figure 12.Proposed flow process chart for small cakes

No

Saved time (sec)

1

Method Recommendation

FACILITIES IMPROVEM ENT

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`Location:RodillasYema Cake

Summary

Activity :Yema Cake Production (big)

Event

Present No

Date: 2016 Operator:

BSIE

Circle appropriate Method & type : Method: Present Proposed

Remarks: Process Description

Proposed

Operation

7

Time (sec) 2322.4

Transport

4

215

4

84

131

Delay

1

480

1

435

45

Storage

0

0

0

0

0

Inspection

0

0

0

0

0

Total

13

3017.4

13

2748

269.4

Total distance Symbol

Mixing the flour Transferring of mixed flour Making of chiffon cake Baking of chiffon cake in the oven Transferring of baked chiffon cake to the racks Cooling of cakes in the racks Transferring of racks to the finishing section Slicing of cakes( Small Yema Cake ) Icing of cakes

8

Time (sec) 2229

93.4

21 meters Time (sec) 60

Distance (meter)

8

1.5

308 1830 60

12.5

435 15

6

2 16

Cheesing of cakes

4

Transferring of cakes

1

Boxing the cakes

7

Arranging of finished cakes for the delivery

2

Figure 13.Proposed flow process chart for big cakes

No

Saved time (sec)

1

Method Recommendation

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Development The proposed layout is based on the activity relationship chart and the theme of reducing travelled distance. Altering the positions between several departments will ensure smooth flow of materials as well as it will reduce total travelled distance throughout the production unit. Proposed flow diagram.In this diagram, the machines were arranged according to the flow of the process. The machines that are related to each other were put up together in the same line to minimize the long transportation and long processing time. Same as the present flow diagram, the black arrow starts from the mixing area of flour and sugar to the boxing section. As shown in the figure 6, the layout is much more systematic and organized than the present layout because the operators will not have longer distance to transfer their part to the next operation.

Figure 14.Proposed flow diagram

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Proposed Facility Layout.In order to arrive at the proposed facility layout, the researchers analyze the gathered data and the present arrangement of the facility because those knowledge will be the basis of the design of new facility layout that will improve the process in producing yema cakes, minimize its processing, increase their production per day w/o overtime, improve their flow time and saves costs.

Figure 15.Proposed facility layout

In the proposed layout assembly tables in the finishing section are arranged in line according to the sequence of their process. This was done because the tables were not in sequence based on their processes and the operators are having an unspecific direction all over the area.

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The purpose of this proposed facility layout is to decrease time travel and to have a standardized production system process at Rodilla’s. In creating the facility layout of Rodilla’s Yema Cake, the researcher use process layout type as the basis because through the study of literature on the various types of facility layout, the researchers learned that flow processing type of manufacturing such as baking, the process layout would be suited in producing yema cakes. Deg the proposed facility layout is the arrangement of the assembly lines. Evaluation In order to evaluate whether the propose facility layout is efficient and effective, applicable and cost saving this part will compare the present and proposed layout. Also, this will show how the proposed layout overcomes the present layout.

Table 11. Comparison of Total Time between the Present and Proposed Layout of Small Yema Cakes Process Description Time (sec) Present

Proposed

Saved time

Mixing the flour

65

65

0

Transferring of mixed flour

30

8

22

Making of chiffon cake

390

308

82

Baking of chiffon cake in the oven

1830

1830

0

Transferring of baked chiffon cake to the racks

120

60

60

Cooling of cakes in the racks

480

435

45

Transferring of racks to the finishing section

72

15

57

FACILITIES IMPROVEM ENT

67

Slicing of cakes( small Yema Cake )

4

4

0

Icing of cakes

21

18

3

Cheesing of cakes

8

7

1

Transferring of cakes

5

1

4

7.4

7

0.4

2

2

0

3034.4

2760

274.4

Boxing the cakes Arranging of finished cakes for the delivery TOTAL

Table 12. Comparison of Total Time between the Present and Proposed Layout of Big Yema Cakes Process Description

Time (sec) Present

Proposed

Saved time

Mixing the flour

65

60

5

Transferring of mixed flour

30

8

22

Making of chiffon cake

390

308

82

Baking of chiffon cake in the oven

1830

1830

0

Transferring of baked chiffon cake to the racks

120

60

60

Cooling of cakes in the racks

480

435

45

Transferring of racks to the finishing section

60

15

45

Slicing of cakes( big Yema Cake )

2

2

0

FACILITIES IMPROVEM ENT

68

Icing of cakes

20

16

4

Cheesing of cakes

6

4

2

Transferring of cakes

5

1

4

7.4

7

0.4

2

2

0

3017.4

2748

269.4

Boxing the cakes Arranging of finished cakes for the delivery TOTAL

According to the result, the time required to produce a single yema cake was reduced to 5 minutes compared to the present time.

2000

Comparison of Present and Proposed Time of Small Cakes

1800 1600 1400 1200 1000 800 600 400 200 0

Figure 16.Graphical representation of the compared present and proposed time study

Present Proposed

FACILITIES IMPROVEM ENT

2000

69

Comparison of Present and Proposed Time for Big Cakes

1800

1600 1400 1200 1000

800 600

Present Proposed

400

200 0

Figure 17.Graphical representation of the compared present and proposed time study

This happens because of the new systematic arrangement of each machines and operations from a proposed facility layout. The figure above shows the graph to see the actual differences between the time in each operation of the present and proposed layout.

Survey Result In the post survey that the researchers had prepared, the data collection is based on selfcompletion schemas, which the selected target group or the workers of Rodilla’s has received by letter.

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In this survey the researchers collected a fairly answers from a large amount of persons, within a relatively short time span, and a relatively limited economic range. The respondents get the possibility to answer the questionnaire when they feel like it and can find the time and space. In this manner, the respondents can use more time to think about difficult or complex questions when it is required, in order to provide the best answers. Table 13. Survey Result Items

5

4

3

2

1

Total

1. Usefulness of the improved layout

30

0

0

0

0

30

2. Improved layout is effective in maximizing the capacity of the business

18

10

2

0

0

30

3. Reduce of unnecessary movements

19

9

2

0

0

30

4. Suitability of the improved layout for everyone

20

8

2

0

0

30

5. Synchronized with the previous and next previous and next process

24

5

1

0

0

30

6. Enhanced present time due to improved layout

23

7

0

0

0

30

7. Less losses incurred as a result of the layout

30

0

0

0

0

30

8. Enhanced quality of the product have not been sacrificed

24

4

2

0

0

30

9. Savings due to reduction of process time

30

0

0

0

0

30

Effectiveness

Efficiency

Cost

After the questionnaire is completed, each item may be analyzed separately or in some cases item responses may be summed to create a score for a group of items. Hence, Likert scales

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are often called summative scales. Used mainly in training course evaluations and market surveys, Likert scales usually have five potential choices (strongly agree, agree, neutral, disagree, strongly disagree) but sometimes go up to ten or more. The final average score represents overall level of accomplishment or attitude toward the subject matter. Table 14.

Result of the survey based on Likert Scale Criteria

Usefulness of the improved layout Improved layout is effective in maximizing the capacity of the business Reduce of unnecessary movements Suitability of the improved layout for everyone Synchronized with the previous and next previous and next process Enhanced present time due to improved layout Less losses incurred as a result of the layout

F

SA (5) W %

A (4) F W %

N (3) D (2) SD (1) F W % F W% F W%

F

Total M

30

150

100

0

0

0

0

0

0

0 0 0 0 0 0

30

5

Strongly Agree

18

90

60

10

40

33

2

6

7

0 0 0 0 0 0

30

4.5

Strongly Agree

19

95

63

9

36

30

2

6

7

0 0 0 0 0 0

30

4.6

Strongly Agree

20

100

67

8

32

27

2

6

7

0 0 0 0 0 0

30

4.6

Strongly Agree

24

120

80

5

20

17

1

3

3

0 0 0 0 0 0

30

4.8

Strongly Agree

23

115

77

7

28

23

0

0

0

0 0 0 0 0 0

30

4.8

Strongly Agree

30

150

100

0

0

0

0

0

0

0 0 0 0 0 0

30

5

Strongly Agree

FACILITIES IMPROVEM ENT

Enhanced quality of the product have not been sacrificed Savings due to reduction of process time

72

24

120

80

4

16

13

2

6

7

0 0 0 0 0 0

30

4.7

Strongly Agree

30

150

100

0

0

0

0

0

0

0 0 0 0 0 0

30

5

Strongly Agree

4.7

Strongly Agree

Average weighted mean

Cost Benefit Analysis Table 15. Cost benefit analysis Criteria

Present

Proposed

Saved

Estimated Daily Total Walk Time

0.418 hour/day

0.163 hour/day

0.25 hour/day

Estimated Daily Total Cost

Php 14.63/day

Php 5.705 /day

Php 8.75 /day

Estimated Monthly Total Cost

Php 321.86/month

Php 125.51/month

Estimated Annually Total Cost

Php 3862.32/annual

Php 1506.12/annual

Php 192.5/month Php 2310/annual

In the cost benefits of the time saved, using the same flow process chart, the Rodilla’sYema Cake would have a projected savings of 0.25 hour per day, yearly with 61% efficiency.

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Estimated Daily Total Walk Time Saved = Present – proposed = 0.418 -0.163 = 0.25 hour/day % efficiency=

x100% = 0.610 or 61%

In the cost benefits of the worker, using the same flow process chart, the Rodilla’s Yema Cake would have a projected savings of Php 8.75 per day, or Php 192.5 per month, or Php 2310 per year, with a yearly efficiency of 59.8%.

Estimated Daily Total Savings Cost = Present – proposed = 14.63-5.705 = Php 8.75 /day % efficiency=

x100% = 0.598 or 59.8%

Estimated Monthly Total Savings Cost = Present – proposed = 321.86-125.51 = Php 192.5/month % efficiency=

x100% = 0.598 or 59.8%

Estimated Annually Total Savings Cost = Present – proposed

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= 3862.32-1506.12 = Php 2310/annual % efficiency=

x100% = 0.598 or 59.8%

Summary of Findings All in all, if the results were being summarized, the effectiveness and efficiency of the proposed facility layout was a great success and help to Rodilla’s Yema Cake. The sum of total savings of the workers and the total time savings of the outgoing goods has a big effect on the annual savings of the Rodilla’s Yema Cake. As shown in table 12, an amount of Php 2310is projected to be saved through the improvement efforts studied by the researchers.

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Unit V Conclusions and Recommendations This unit dealt with the conclusion and recommendation of the researchers concern in the facility layout of the Production area of Yema Cake. This unit includes all the important information that was found in the study. It shows the generalizations and answers to the objectives stated at the beginning of the study. Furthermore, it also includes a suggestion or proposed answers for the problems encountered during the study. Conclusions To develop a proposed solution, design of an effective new facility layout to the problems encountered of the Production area of Yema Cake, the following conclusions were established: 1. The researchers designed an improved facility layout at the production area of Rodilla’s Yema Cake. The improved layout such as new arrangements of machines and working areas helped to decrease the distance and time consumption during the process or operations of producing yema cakes, these results in an increase in the productivity. 2. The researchers developed the improved facilities layout at Rodilla’s Yema that helped the Production area to increase their output per day and helped them to minimize their processing time in slicing and icing cakes, saves cost, saves energy, minimize errors, and deliver their products to the franchisers on time. 3. The researchers evaluated the improved facility layout in of effectiveness, efficiency and cost using time and motion study principles the researchers determined the wastes such a long transportation of materials and products and idle time that should be lessen or eliminated in the whole process to decrease the flow of processing the product.

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Recommendations In conducting this study, the researchers have proposed the following suggestions for the improvement based on the findings and conclusions derived: 1. The researchers recommend to the next researchers to conduct study on the design and layout of next process. Continuously improve the process in to produce more cost down activity for the company. 2. The developed process layout and must be monitored and act on the items that Facilities planning and design requires the use of different tools and techniques, in order for it to operate at low cost and provide fast delivery but not sacrificing the quality being produced. It also defines layout as an integral part of a Lean Manufacturing strategy. 3. Sustaining the implementation of proposed layout in the company will be a good start to improve production line productivity. The company should arrange their product or its flow in a way that the efficiency and productivity will not suffer.

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References Prof AngelitaOngCamilar-Serrano. (2016) Facilities Planning and Management.Intramuros Manila: Unlimited Books Library Services and Publishing Inc. Prof AngelitaOngCamilar-Serrano. (2016) Productivity and Quality Management.Intramuros Manila: Unlimited Books Library Services and Publishing Inc. Service Operation Management (2014) www. 3gelearning.com. UAE: 3G Elearning FZ LLC 3g E-learning fzllc.(2015) Production and Operations Management Basics. UAE: 3G Elearning FZ LLC Frievalds, Niebel et al. (2014) Process Layout. NY: McGraw-Hill Lontoc, et al. (2012) Facility Layout Miranda, Joshua. (2011) “Facilities Layout and Design” Bermillo, E.B. et al. (2013) Production Efficiency Improvement through Time and Motion Study Complete, R.M, et al (March 2014) Cost Reduction through Development of Fleet Management System at the Red system Company Inc. Quicena, J.H.B., Granada, M.E.V., Llagas K.J.R., VillaflorJr, R.A., Palero, M.I. (March 2013) Production Layout Improvement through Facilities Planning Maniya, K.D., Bhatt M.G. (2011) An alternative multiple attribute decision making methodology for solving optimal facility layout design selection problems in Computer & Industrial Engineering

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Hofer C., Eroglu C., Hofer A.R. (2012) The effect of lean product of financial performance: The mediating role of inventory leanness Ozbakir, L., Baykasoglu A., Gorkeml L. (2011) Multiple Colony ant algorithm for parallel assembly line balancing problem in Applied Soft Computing Furlan, A., Dal Pont, G., Vineli, A. (2011) Towards High Performance Manufacturing in International Journal of Production Economics Shevshenko, E., Bashkite, V., Maleki, M., Yan Wang. (2012) Sustainable Design of Material Handling Equipment: A Win-win Approach for Manufacturers and Customer K, Alexander (2013) Facility Management: Theory and Practices. Retrieved from https://scholar.google.com.ph/scholar?hl=en&as_sdt=0,5&q=facilities+management+refe rence B, Atkins, A Brooks (2011) Total Facilities Management. Retrieved from https://books.google.com.ph/books?hl=en&lr=&id=QRZj4PULVwcC&oi=fnd&pg=PR5 &dq=facilities+management+book&ots=cbDNRcJLHRamazan Şahin (April 2011) A simulated annealing algorithm for solving the bi-objective facility layout problem.Retrived from http://www.sciencedirect.com/science/article/pii/S0957417410010742 ArashShahin, Mehdi Poormostafa (Nov 2011) Facility Layout Simulation and Optimization: an Integration of Advanced Quality and Decision Making tools and Techniques. Retrieved from http://www.ccsenet.org/journal/index.php/mas/article/view/10520

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Erik Sundin , Mats Björkman, Mats Eklund, Jörgen Eklund, Inga-Lill Engkvist (June 2011) Improving the layout of recycling centres by use of lean production principles. Retrieved from http://www.sciencedirect.com/science/article/pii/S0956053X11000092

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Appendices Appendix A Project Study Gantt Chart

JUNE

JULY

AUG UST

SEPTEMB ER

OCTOB ER

NOVEMB ER

DECEMB ER

Activity 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1. Data gathering through: a. Brainstorming b. Conduct survey c. Acquiring data from respective organization. 2. Formulation of Running tile 3. Preparation of Units 1 to 3 of the Study 4. Proposal defense 5. Submission of Final Proposal paper 6. Data gathering and analysis 7. Design of improved production process 8. Development of the facility layout 9. Implementation of the improved facility layout and design 10. Evaluation 11. Continuation and Completion of the manuscript 12. Final defense 13. Submission of hardbound.

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Appendix B Result of Interviews & Observations This appendix contains samples of all the participant interviews. When the researcher began the interview process, the line of questions concerning the production process and the material-transition process were viewed as separate entities. After, the first four interviews with the workers of Rodilla’s Yema Cake from different areas of production, the supervisor toured the researcher around the production area which in fact flowed into the follow-up interviews with her. Separate conclusions concerning production process and the material-transition process were derived from the data. 1st PARTICIPANTS DATA WORKERS FROM PACKING AND ICING/SLICING INTERVIEW The interview was held in the main office of Rodilla’s Yema Cake, July 12, 2016. The researcher's time with them was limited to 30 minutes by their schedule. The interview proceeded on a very structured path defined by the preliminary question set used by the interviewer to assure coverage of the topics of importance to the researcher. The interview got off to a bumpy start, as Participant 1 agreed to record the session. When will you usually start the production? The production usually starts at 5:30 in the morning every day except for Sunday. We are here by 5 o’clock to prepare things. Some of us start by 5 sharp, those are the workers assigned in the mixing and baking.

FACILITIES IMPROVEM ENT

82

How many workers are working in the production for ordinary days? We are 25 to 30 people working here together. We are divided into 2 wherein boys are on the mixing and baking area and girls are in the icing, slicing and packing. During peak season like Christmas and New Year, How many workers work here? During peak season we hire extras and we most likely are 35-40 workers doing the production. Is your work here comfortable and stress free during the production? Yes. But there is a time we stand and work too long, that’s when we have plenty of orders from the customers. But that’s just once in a blue moon now because if we have too much order we hire extra workers. Is the ventilation in your work place good enough so you can work productively? Yes. We are air-conditioned in the girl’s area. The boys’ area wherein there are ovens and racks also has good ventilation because they have 2 big electric fans there. What part of your job is the most tiring and uneasy? I worked here 3 years already and I am used to my job so well. If there is something uneasy for me it is when we transfer cakes from icing to slicing to packing because we have to carry each cake from one table to another. Is there anything aside from transferring cakes uneasy in your job? I don’t think there is anything else. My job as a packer and sometimes slicer, it is the only thing that is uneasy for me.

FACILITIES IMPROVEM ENT

83

2nd PARTICIPANT DATA WORKER FROM MIXING AND BAKING INTERVIEW The interview was held in the main office of Rodilla’s Yema Cake, July 12, 2016. The researcher's time with them was limited to 30 minutes by their schedule. The interview proceeded on a very structured path defined by the preliminary question set used by the interviewer to assure coverage of the topics of importance to the researcher. Participant 2 gave very tight concise answers to the questions and kept the discussion on track to an on time conclusion. When will you usually start the production? The production in our area usually starts at 5:00 in the morning every day except for Sunday. We are the first step in the production so we cannot be delayed or else the whole production will be delayed too. How many workers are working in your area for ordinary days? We are 12 to 15 people working here together. We are divided into 2, mixing and baking. Is your work here comfortable and stress free during the production? Yes it’s fine. We worked here for years already and we got used to the daily routine. We are well divided for each task so we don’t exert too much force in our jobs. Is the ventilation in your work place good enough so you can work productively? Yes. We have two big electric fans to somehow eliminate the heat coming from the seven big ovens.

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What part of your job is the most tiring and uneasy? For me as a mixer, I think probably the most uneasy one is when I get the sacks of flour, sugar and baking powder in their area to the mixing room. I carry them manually. Though it is not that far but it is still not that easy. Is there anything aside from transferring cakes uneasy in your job? I don’t think there is anything else. In my job as a mixer the only thing that makes my job uneasy for me is the transferring of ingredients to the mixing room.

3rd PARTICIPANT DATA SUPERVISOR INTERVIEW The interview was held in the production area of Rodilla’s Yema Cake, July 12, 2016. The researcher's time with them was limited to 30 minutes by their schedule. The interview proceeded on a very structured path defined by the preliminary question set used by the interviewer to assure coverage of the topics of importance to the researcher. Participant 3 gave very tight concise answers to the questions and kept the discussion on track to an on time conclusion as she toured as in the whole production area. What is the hardest part in the production? The hardest part in the production is the transferring of materials (in-process goods and raw materials) from one place to another. Though we use racks, we still can’t avoid to sometimes carrying things manually.

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85

What is the main reason that usually causes delays in the production? The waiting of cakes to get cooked in the oven and the waiting of cakes to get cool before the icing process. Thus this causes idle time for the workers? Sometimes, but sometimes not because we do other things like assembling the boxes while waiting for the cakes to cool down. Do you face any uneasiness in the production area aside from the things that are mentioned before? Not really, no. There’s nothing more because we are just a small business here in Quezon so we got used to do a lot of things here in the production area manually. Besides it’s a food manufacturing business so we don’t let machines do all the works. Deliciousness in our yema cakes still comes from the hands of our workers.

Interviewees: 1. Mixer: 2. Baker: 3. Slicer/Icing Personnel: 4. Packer: 5. Supervisor:

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Appendix C Result of Surveys This appendix contains the sample of the post survey form. When the researcher finished the implementation of the proposed layout a post survey form was given to the workers, the line of questions concerning the production process and the material-transition process were viewed as separate entities. Demographic Profile Name (Optional): ____________________________________________________ Gender :

Female

Male

Directions: Please rate each item using the following scale: 5 – Strongly Agree 4 – Agree 3 – Neutral 2 – Disagree 1 – Strongly Disagree Items

Effectiveness 1. Usefulness of the improved layout 2. Improved layout is effective in maximizing the capacity of the business 3. Reduce of unnecessary movements Efficiency 4. Suitability of the improved layout for everyone 5. Synchronized with the previous and next previous and next process 6. Enhanced present time due to improved layout Cost 7. Less losses incurred as a result of the layout 8. Enhanced quality of the product have not been sacrificed 9. Savings due to reduction of process time

5

4

3

2

1

FACILITIES IMPROVEM ENT

87

Items

5

4

3

2

1

Total

1. Usefulness of the improved layout

30

0

0

0

0

30

2. Improved layout is effective in maximizing the capacity of the business

18

10

2

0

0

30

3. Reduce of unnecessary movements

19

9

2

0

0

30

4. Suitability of the improved layout for everyone

20

8

2

0

0

30

5. Synchronized with the previous and next previous and next process

24

5

1

0

0

30

6. Enhanced present time due to improved layout

23

7

0

0

0

30

7. Less losses incurred as a result of the layout

30

0

0

0

0

30

8. Enhanced quality of the product have not been sacrificed

24

4

2

0

0

30

9. Savings due to reduction of process time

30

0

0

0

0

30

)

(

)

Effectiveness

Efficiency

Cost

Computation of average weighted mean in likert scale 1. Usefulness of the improved layout (

)

(

)

(

)

(

2. Improved layout is effective in maximizing the capacity of the business (

)

(

)

(

)

(

)

(

)

3. Reduce of unnecessary movements (

)

(

)

(

)

4. Suitability of the improved layout for everyone

(

)

(

)

FACILITIES IMPROVEM ENT

(

88

)

(

)

(

)

(

)

(

)

5. Synchronized with the previous and next previous and next process (

)

(

)

(

)

(

)

(

)

(

)

6. Enhanced present time due to improved layout (

)

(

)

(

)

(

)

7. Less losses incurred as a result of the layout (

)

(

)

(

)

(

)

(

)

8. Enhanced quality of the product have not been sacrificed (

)

(

)

(

)

(

)

(

)

9. Savings due to reduction of process time (

)

(

)

(

)

(

)

(

)

FACILITIES IMPROVEM ENT

89

Appendix D Cost Benefit Analysis Criteria Estimated Saved Estimated Cost Estimated Cost Estimated Cost

Present

Proposed

Saved

Daily Total Walk Time

0.418 hour/day

0.163 hour/day

0.25 hour/day

Daily Total Savings

php 14.63/day

php 5.705 /day

php 8.75 /day

Monthly Total Savings

php 321.86/month

php 125.51/month

Annually Total Savings

Php 3862.32/annual

Php 1506.12/annual

php 192.5month Php 2310/annual

Saved Estimated Daily Total Walk Time Saved = Total Time Saved per Unit x Unit per batch = 131 seconds/batch x 7 batches/day = 917 seconds/day = 15.28 minutes/day = 0.25 hour/day Estimated Daily Total Savings Cost Cost

= Average Daily Walk Time Saved x Direct Labor = 0.25 hour/day x Php 35/hour

= php 8.75 /day Estimated Monthly Total Savings Cost

= Daily Total Savings Cost x 22 days/month = 8.75/day x 22 days = php 192.5month

Estimated Annually Total Savings Cost = Monthly Total Savings Cost x 12 month = PHp 227.5/month x 12 months = Php 2310/annual

FACILITIES IMPROVEM ENT

90

Present Estimated Daily Total Walk Time Saved = Total Time Saved per Unit x Unit per batch = 215seconds/batch x 7 batches/day = 1505 seconds/day = 25.08 minutes/day = 0.418 hour/day Estimated Daily Total Savings Cost Cost

= Average Daily Walk Time Saved x Direct Labor

= 0.418hour/day x Php 35/hour = php 14.63/day Estimated Monthly Total Savings Cost

= Daily Total Savings Cost x 22 days/month

= 14.63/day x 22days = php 321.86/month Estimated Annually Total Savings Cost = Monthly Total Savings Cost x 12 month = PHp 321.86/month x 12 months = Php 3862.32/annual

Proposed Estimated Daily Total Walk Time Saved = Total Time Saved per Unit x Unit per batch = 84seconds/batch x 7 batches/day = 588 seconds/day = 9.8 minutes/day = 0.163 hour/day Estimated Daily Total Savings Cost Cost

= Average Daily Walk Time Saved x Direct Labor = 0.163 hour/day x Php 35/hour = php 5.705 /day

FACILITIES IMPROVEM ENT

Estimated Monthly Total Savings Cost

91

= Daily Total Savings Cost x 22 days/month

= 5.705 /day x 22days = php 125.51/month Estimated Annually Total Savings Cost = Monthly Total Savings Cost x 12 month = PHp 125.51/month x 12 months = Php 1506.12/annual

92 Curriculum Vitae

Yvonne R. Casas Carillo St. Brgy. Parang Pagbilao, Quezon No. 09060084216 Email Address : [email protected]

PERSONAL INFORMATION: Birthdate: Birthplace: Age: Civil Status: Name of Father: Name of Mother: Citizenship: Religion: Sex: Language Spoken:

February 28, 1995 San Andres Quezon 21 yrs. old Single Casius P. Casas Nida R. Casas Filipino Roman Catholic Female Tagalog and English

TRAININGS/SEMINARS ATTENDED: 1.

2.

3.

EDUCATIONAL ATTAINMENT: Tertiary: Bachelor of Science in Industrial Engineering MSEUF- Lucena

4. 5.

Secondary: Pagbilao

Casa Del Ñino Jesus de Pagbilao, Quezon Distinction S.Y. 2007-2012

Primary: School

Pagbilao West Elementary

6. 7.

10th IEshikawa Seminar held at Henry Lee Irwin Theater, Ateneo de Manila University last Nov. 21, 2015 with the theme“Nexus: X Marks the SpotConverging Minds Across the Years. 10th IEshikawa Seminar held at Henry Lee Irwin Theater, Ateneo de Manila University last Nov. 21, 2015: themed “ Nexus: X Marks the SpotConverging Minds Across the Years. Sports FIEsta 2015 held at University of Philippines Los Baños, last Oct.30, 2015 12th PIIE National Student Congress held at Mapua Institute of Technology Gymnasium, Manila last Feb. 7, 2015 Sports FIEsta 2014 held at Colegio De San Juan De Letran- Calamba,last Oct. 25, 2015 FCG Scholar Seminar held at Veterans Memorial Hospital last January 3, 2016 11th IEshikawa Seminar held at Henry Lee Irwin Theater, Ateneo de Manila University last Nov.12 , 2016 with the theme “ PARALLAX: Shifting Focus

S.Y. 2001-2007

ORGANIZATION: Name of Organization: PIIE-NSC Position: Ambassador for Communication Inclusive Dates: 2016-present Name of Organization: PIIE-SC Position: Member Inclusive Dates: 2015-2016 SKILLS: Communication Skills: both oral and written Management leadership skills: work independently, organized in work load Technical Skills: microsoft skill

CHARACTER REFERENCES: Engr. James Louie R. Meneses. CIE-AAE – Lucena City, 09494247437 Engr. Ferdinand Christian M. Catapangan REE, RME- Pagbilao, Quezon 09463305737 Violeta Guevarra Rafa Teacher in Casa Del Ñino Jesus de Pagbilao 09394623177

I hereby certify that the above information is true and correct to the best of my knowledge and belief. YVONNE R. CASAS Signature over printed name

93 Aaron Justine E. Abuel Rodriguez Subdivision, Brgy. Balubal Sariaya, Quezon Phone Number: 09212210676 Email Address: [email protected] PERSONAL DATA SKILLS Birthdate: Birthplace: Age: Civil Status: Name of Father: Name of Mother: Citizenship: Religion: Sex: Language Spoken:

November 04 1995 Sariaya, Quezon 20 Single JuanitoAbuel Elma Abuel Filipino Catholic Male Filipino, English

EDUCATIONAL BACKGROUND: Tertiary: Bachelor of Science in Industrial Engineering Manuel S. Enverga University Foundation, University Site, Lucena City 2012 until present Secondary: Sariaya Institute Inc. Sariaya Quezon 2008 - 2012 Primary: Central Main Elementary School Sariaya Quezon 2002 – 2008 ORGANIZATIONS PHILIPPINE INSTITUTE OF INDUSTRIAL ENGINEERS – MSEUF STUDENT CHAPTER Assistant Vice President - Internal A.Y. 2015 - 2016

Can perform multitasking Can apply knowledge about Industrial Engineering Tools Good Leadership Fast Learner Computer Literate TRAINING/S EMINARS ATTENDED 1. Leadership Empowerment Seminar Manuel S. Enverga University Foundation 2014 2. 6th Southern Tagadustrial Engineering Seminar 3. University of Philippines, Los Baños, Laguna 2014 th 4. 5 PIIE Regional Congress Seminar University of Philippines, Los Baños, Laguna 2015 5. 12th PIIE National Congress Seminar Mapua Institute of Technology, ManilA2015 6. 10th IEshikawa Workshop and Seminar Ateneo de Manila University, Loyola Heights, Quezon City, Manila 2015 CHARACTER REFERENCE: Engr. James Louie R. Meneses, 09494247437 Professor,Manuel S. Enverga University Foundation University Site, Lucena City Dr. Guillermo M. Rago Jr., 710 - 3151 Dean of the College of Engineering and Technical Department, Manuel S. Enverga University Foundation University Site, Lucena City Engr. Agnes Aviles 09228620376 Professor,Manuel S. Enverga University Foundation University Site, Lucena City

I hereby certify that the above information is true and correct to the best of my knowledge and belief. AARON JUSTINE E. ABUEL Signature over printed name

94 SHARMAINE V. COMINTAN 247 U. Camacho St. Brgy. 4, Quezon,Quezon # 09254737265 E-mail: [email protected] PERSONAL DATA: Birth Date Birth Place Age Civil Status Name of Father Name of Mother Citizenship Religion Sex Language Spoken

: : : : : : : : : :

November 28,1995 Gumaca Quezon 20 Single Vicente V.Comintan Lesaida V. Comintan Filipino Roman Catholic Female Tagalog and English

EDUCATIONAL BACKGROUND: Tertiary: BACHELOR OF SCIENCE IN INDUSTRIAL ENGINEERING Manuel S. Enverga University Foundation Secondary: Name of School: Cometa National High School Annex Quezon,QuezonDate Graduated: 2011-2012 Primary: Name of School: Quezon Elementary School Quezon,Quezon Date Graduated: 2007-2008 ORGANIZATION: Name of Organization: Philippine Institute of Industrial Engineers Position: Active Member Inclusive Dates: 2014-Present Name of Organization: CFC Youth for Christ Position: Member Inclusive Dates: 2009-Present SKILLS: Good Communication skills both written and verbal Can easily adapt to a working environment

Resourceful and willingness to learn new concepts and apply them to yield s uccessful results TRAININGS/SEMINARS ATTENDED: On the Job Training PETER PAUL CORPORATION Production Office Staff Brgy.Pahinga Candelaria Quezon 6 th PIIE Regional Congress “Limitless: Unlocking Possibilities with Product Design January 30, 2016 12 th PIIE National Student Congress February 7, 2015 5 th PIIE Regional Congress “IntensifIEd Thingking:Decision Making Under Risk and Uncertainty” January 17, 2015 6 th Southern Tagadustrial Engineering Seminar September 13, 2014 CHARACTER REFERENCES: Engr. James Louie R. Meneses, 09494247437 Professor,Manuel S. Enverga University Foundation University Site, Lucena City Dr. Guillermo M. Rago Jr., 710 - 3151 Dean of the College of Engineering and Technical Department, Manuel S. Enverga University Foundation University Site, Lucena City

Engr. Agnes Aviles 09228620376 Professor,Manuel S. Enverga University Foundation University Site, Lucena City

I hereby certify that the above information is true and correct to the best of my knowledge and belief. SHARMAINE V.COMINTAN Signature over printed name

95 ARMANDO F. ANADING III St, Jude phase 2B Blk17 lot14-15 Mayao Lucena City 0942-832-7772 [email protected]

PERSONAL DATA: Birthdate: Birthplace: Age: Civil Status: Name of Father: Name of Mother: Citizenship: Religion: Sex: Language Spoken:

February, 1, 1996 Sta. Rosa Laguna 20 Single Rodante L. Anading Fely F. Anading Filipino Christian Male Filipino, English

EDUCATIONAL BACKGROUND: Tertiary: BACHELOR OF SCIENCE IN INDUSTRIAL ENGINEERING Manuel S. Enverga University Foundation Secondary: Name of School: Manuel S. Enverga University Foundation Awards Received: GLEE CLUB hip Award/ Boy Scout of the Philippines Date Graduated: 2012 Primary: Name of School: ELVIRA RAZON ARANNILA ELEMENTARY SCHOOL Awards Received: Boy Scout of the Philippines Date Graduated: 2008

ORGANIZATION: Name of Organization: Philippine Institute of Industrial Engineering Position: Member Inclusive Dates: 2015-2016 SKILLS: Computer literate (Microsoft Word, Microsoft Power Point), Welding, Ability to learn systems and procedures in a workplace.

Work independently, Organized work load

TRAININGS/SEMINARS ATTENDED: 1. 10 TH IEshikawa seminar held at Henry Lee Theater, Ateneo de Manila University last November 21, 2015: Themed “Nexus: X Marks the spotconverging minds Across the year 2. Sports FIEsta 2015 held at University of the Philippines Los Baños , Last October 25,2015 3. 12 th PIIE National Congress held at Mapuá Institute of Technology Gymnasium, Manila Last February 7,2015 4. Sport FIEsta 2014 held at Colegio De san Juan De Letran – Calamba, Last January 3, 2014 COMMUNITY SERVICES: Christmas Gift Giving for Homeless Feeding program Tree Planting CHARACTER REFERENCES: ENGR. James Meneses Proffessor at Manuel S. Enverga University Faundation Lucena City 0949 424 7437 ENGR. Gervin Espinosa Proffessor at Manuel S. Enverga University Faundation Lucena City Dr. Guillermo M. Rago, Jr. Dean, College of Engineering and

I hereby certify that the above information is true and correct to the best of my knowledge and belief. ARMANDO F. ANADING III Signature over printed name

96 JOY E. PANALIGAN ZONE 11, Poblacion Sta Elena Camarines Norte No. : 0939-808-2091 E-mail: [email protected] PERSONAL DATA: Birthdate: Birthplace: Age: Civil Status: Name of Father: Name of Mother: Citizenship: Religion: Sex: Language Spoken:

Can easily adapt to given work May 1, 1996 Lopez, Quezon 19y/o Single John C. Panaligan Yolanda E. Panaligan Filipino Roman Catholic Female Filipino, English

TRAININGS/SEMINARS ATTENDED: 1.

2.

3.

EDUCATIONAL BACKGROUND: Tertiary: BACHELOR OF SCIENCE IN INDUSTRIAL ENGINEERING Name of School: Manuel S. Enverga University Foundation Awards Received: Dean’s Lister, A.Y 2015-2016 (1st semester) Dean’s Lister, A.Y 2016-2017 (1st semester) Secondary: Name of School: St. Peter’s School Calauag Inc. Awards Received: Academic Performance Award & Arts and Culture Award Date Graduated: March 2012 Primary: Name of School: Seventh-Day Adventist School Awards Received: Class Salutatorian & Academic Award Date Graduated: March 2008

ORGANIZATION: Name of Organization: Philippine Institute of Industrial Engineers – Student Chapter (PIIE-SC) Position: Vice-President External Affairs Inclusive Dates: September2014 - June2017 SKILLS: Computer Literate With good communication skills in English and Filipino

4.

5. 6.

7.

8.

6 th PIIE Regional Congress Theme: “Limitless: Unlocking Possibilities with Product Design” 10 th IEshikawa Theme: “Nexus: X Marks the Spot – Converging Minds Across the Years” Leadership Empowerment Seminar 2015 Theme: “Empowering Leaders of the 21st Century, Brewing Sustainability to the Future Society” 23 rd International Conference on Production Research Marriot Hotel Manila Pasay City 12 th PIIE National Student Congress 5 th PIIE Regional Congress Theme: “IntensifIEd Thinking: Decision Making under Risk and Uncertainty” 6 th Southern Tagadustrial Engineering Seminar Theme: “Fast Forward: Reconstructing our National Identity Through Industrial Evolution” “Certification for Industrial Engineers”

CHARACTER REFERENCES: Dr. Guillermo M. Rago, Jr. Dean, College of Engineering & Technical Dep’t MSEUF, Lucena City No. : 710-31-51 Engr. Agnes L. Aviles, PIE Adviser, PIIE-SC MSEUF, Lucena City No. : 0922-862-0376 Engr. James Louie R. Meneses, CIE, AAE Adviser, PIIE-SC MSEUF, Lucena City No. : 0949-424-7437

I hereby certify that the above information is true and correct to the best of my knowledge and belief. JOY EVANGELISTA PANALIGAN

Signature over printed name