"A Study To Minimize The 12.

50% Reject Rate Of URC

in Producing Wiggles Amounting To PHP 22,223,657.34 From The

Months Of August 2017 To January 2018."

A Practicum Study presented to the Faculty of

College of Engineering, Architecture and Technology

De La Salle University – Dasmariñas

Dasmariñas, Cavite

In Partial Fulfilment to the Requirements for the Degree of

Bachelor of Science in Industrial Engineering

Submitted by:

Salvador, Stephanie Nicole D.

Submitted To:

Engr. Ma. Estrella Natalie B. Pineda

May 2018

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 TABLE OF CONTENTS
TITLE PAGE

APPROVAL SHEETii

ABSTRACT

ACKNOWLEDGEMENT

LIST OF TABLES AND FIGURES

CHAPTER I: INTRODUCTION...............................................................................3

INTRODUCTION...............................................................................................3

BACKGROUND OF THE STUDY.....................................................................4

STATEMENT OF THE PROBLEM....................................................................6

SCOPES AND LIMITATIONS...........................................................................7

SIGNIFICANCE OF THE STUDY.....................................................................8

DESIGN AND METHODOLOGY......................................................................9

DEFINITION OF TERMS................................................................................12

CHAPTER II: REVIEW OF RELATED LITERATURE..........................................15

CHAPTER III: PRESENTATION OF GATHERED DATA.....................................20

FISHBONE DIAGRAM..........................................................................................47

PROBLEM TREE............................................................................................48

PROBLEM TREE ANALYSIS.........................................................................49

OBJECTIVE TREE..........................................................................................52

OBJECTIVE TREE ANALYSIS.......................................................................53

CHAPTER IV: ALTERNATIVE COURSES OF ACTION......................................55

1
 Alternative Course of Action # 1:Replace Mondomix Aerator’s Gasket
.........................................................................................................................55

Alternative Course of Action # 2:Replace Cutting Tool...................................58

Alternative Course of Action # 3:Replace Pressure Gauge............................61

Alternative Course of Action #4: Provide Additional Sensor…………..65

COST BENEFIT ANALYSIS.................................................................................68

CHAPTER V: CONCLUSION AND RECOMMENDATION..................................58

CONCLUSION.................................................................................................71

RECOMMENDATION.....................................................................................72

CHAPTER VI: DETAILED PLAN OF ACTION.....................................................73

BIBLIOGRAPHY.......................................................................................................

APPENDICES...........................................................................................................

RESEARCHER’S PROFILE.....................................................................................

2
 CHAPTER I

INTRODUCTION AND BACKGROUND OF THE STUDY

Introduction

Universal Robina Corporation (URC) is one of the largest branded

consumer food and beverage product companies in the Philippines and

has a significant and growing presence in the ASEAN markets. URC is

among the Philippines' pioneers in the industry. It has been in operations

for over 64 years since John Gokongwei, Jr. established Universal Corn

Products, Inc, a cornstarch manufacturing plant in Pasig, in 1954.

URC's key to success is to build very strong branding through a

robust product innovation pipeline, consumer-centric marketing and world-

class manufacturing and supply chain management.

Universal Robina Corporation pioneered savory snack industry in

the Philippines through Chiz Curls, Chippy, and Potato Chips under the

“Jack and Jill” brand. URC entered the plastic industry in year 1990. In

2005, Universal Robina Corporation has organized different companies

divided into three focused group: The Branded Consumer Foods Group

composed of BCFG domestic. Including packaging, and URC

International, for the production and sales of snacks, beverage, and

grocery products.

3
 The Agro-Industrial group, composed of UCP, Robina Farms, and

Robichem for the production and sales of animal feeds, day-old chicks,

hogs and veterinary medicine. The Commodity Food Group which is the

Sugar and Flour divisions, for the production of flour and sugar, and for

sugar milling and refining services.

Background of the study

As URC works hard to keep their successful state in the industry

and envisions to be the best Philippine food and beverage company

throughout the ASEAN region, they must carry a wide portfolio of delightful

brands of exceptional quality and value, equipped with efficient systems

and motivated people.

URC being one of the leading company in the industry and

manufacturing sector, resists from being kicked out of the market by

remaining competitive. This is attainable if they cultivate innovation and

productive working relationships.

Production loss is a major concern in every manufacturing

company. These losses have direct effects on the punctuality and cost

associated in the production. Many factors contribute to why a production

process experiences a certain level of loss or inefficiency. It could be

coming from the part of the operators, the suppliers, the materials, the

factory equipment and others. These factors differ from one company to

4
another, depending on the type of process and products involved. Also,

the extent and the way these losses affect the company as a whole.

Production loss is not only due to the delays experienced in

production but is also brought about by the defective outputs at the end of

the production. These rejects are the outputs that are not able to pass the

quality control inspection considering various standards.

The researcher being exposed and deployed for 240 hours in the

Operation department has discovered that one of the most important and

effective way to improve operation capabilities and therefore meet

constantly challenging consumer is by focusing on OEE (Overall

Equipment Effectiveness). This Key Performance Indicator identifies and

measures losses of important aspects of manufacturing namely

availability, performance, and quality rate. Among the three factors, the

researcher has found out that Universal Robina Corporation Cavite plant

has experienced a significant quality reject rate of 12.50% in the

production of Wiggles amounting to PHP22,223,657.34 from the months

of August 2017 to January 2018.

The factors contributing on the defects and rejections are

Deformed, double, empty pouch, trappings, off-centered and burnt. 3

among these 6 rejects are the main concern of the company as seen in

the pareto chart in figure 2.1. Deformed mallows can be identified by

inconsistency size of the extruded mallows, flat mallows, or mallows that

5
does not pass the quality criteria. This is caused by unmet product and

process parameter due to troubles in the Mandomix Aeration during pre-

mix process. The main contributor to his problem is the lack of air supply

caused by leak in the aerator’s gasket. Double mallows is classified as two

mallows that stick together, or mallow ropes that is not fully cut into its

specified standard length. This problem occurs in the cutting process, but

it’s root can be traced back to pre-mix process and cleaning time. Sticky

mallow becomes hard to cut when its chilled water temperature and

dissolved solid is too high. This happens because of loose pressure gauge

in the vacuum machine. URC Cavite plant has been operating for 24

hours in over 20 years. Wear and tear of machine parts is inevitable

despite having machine maintenance. Loose pressure gauge, broken

aerator’s gasket is only two of the many problems that they are

experiencing. Another type of reject that emerges from machine wear and

tear is Empty Pack of mallow packaging. This happens when Rotation

speed of smart conveyor and infeed conveyor is not synchronized

because of faulty sensor.

6
Statement of the Problem

Universal Robina Corporation is experiencing an average of

12.50% of Reject amounting to PHP 22,223,657.34 in producing Wiggles

Marshmallow from the months of August 2017 to January 2018.

Objectives of the Study

General Objective

To meet the 7% allowable reject rate of Universal Robina

Corporation on Wiggles by 5.5% amounting to PHP 22,223,657.34 from

the months of August 2017 to January 2018.

Specific Objectives

 To utilize the machine parts for the overall equipment

effectiveness

 To achieve maximum efficiency of production

7
  To replace worn out parts of machine for smooth flow of

production

Scope and Limitation of the Study

This research was conducted at Universal Robina Corporation –

Cavite plant located at 6th and 7th street First Cavite Industrial Estate,

Barangay Langkaan, Dasmariñas Cavite. This research discusses the

quality issues over the past six months in manufacturing Wiggles

Marshmallow under MML line. It examines the trouble experienced by the

company which affected the quality output of the said line and therefore

contributed to the 12.50% reject rate being experienced.

Due to confidentiality and restrictions to access data of the

company, the data gathered for the completion of this study came from the

interview performed by the researcher to the production managers, quality

control specialist, operational analysts, technicians, maintenance

personnel and operators. Process and product parameters are acquired

from the production supervisors. Standard operating procedures are

explained by operation’s analyst. Machine parts are explained by

8
operators and most of the figures related to the actual appearance are

taken from the web.

Significance of the Study

For the company

Competition in a manufacturing firm is increasing in a global scale

and the urge to remain in the top requires a serious attention in

maintaining an efficient and effective operation. This research provides the

company full awareness of the latest activities taking place in the

production area affecting the quality of their products. Also, this study

shows the company where it currently stands by taking the most recurrent

and important sources of product reject rate. This study helps the

company uncover the underlying problems of production deficiencies and

manufacturing performance constrains and give them precise information

to support further actions.

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For the researcher

Exposing oneself in an industrial environment helps boost

competency. Actual observation caters significant knowledge on operation

management. The achievement of this study grants the researcher skills in

analyzing and solving engineering problems. In addition to that, the

researcher develops transversal skills such as teamwork, communication,

resilience, and motivation which would be helpful for the implementation of

engineering practices in the future.

For the readers

The accomplishment of this study would be significant for its

readers by relating proven information, based from facts. The case study

presented would be useful in relaying information about the specific

situation that would widen the reader’s knowledge, especially if they are

involved in the and/or similar business venture. The readers may gain a

further understanding on the importance of systems engineering on the

companies of any industry.

Design and Methodology

The objective of this research is achieved through descriptive and

analytical approach concerning Quality Control The researcher gathers

data on several topics associated with the concern issues that led to a
10
massive profit loss. Descriptive approach provides necessary information

regarding the uses and impact of Quality Control and OEE through several

pieces of previous research (Review of related literature), actual

observation and interviews by the researcher. Whilst quantitative

approach ascertains data accurately and precisely using quality tools.

Preliminary Interview

Individuals from the top management was interviewed regarding

the nature of the manufacturing plant in which the researcher was

deployed.

The following questions were amongst the preliminary questions

asked:

1. What are the different departments in the company?

2. How many production lines does the manufacturing plant has?

3. How many days is the production?

4. Among the production lines that was given, which among them

has the largest number of reject rate?

Observation

MML line, having the highest record in product reject rate since

year 2017 was observed by the researcher for several days. The

11
operation was thoroughly investigated from the first stage of the process

which is pre-mix up to the last stage which is packaging. The researcher

has found out several issues affecting the quality of the output. The rejects

that was observed are Deformed, double, empty pouch, trappings, off-

centered and burnt. 3 among these is the main concern of the company. It

was obtained by the number of rejects recorded as can be seen in the

report from the operation’s analyst. The 3-major concern is reflected in the

pareto chart in figure 2.1 Deformed mallows can be identified by

inconsistency size of the extruded mallows, flat mallows, or mallows that

does not pass the quality criteria. This is caused by unmet product and

process parameter due to troubles in the Mandomix Aeration during pre-

mix process. The main contributor to his problem is the lack of air supply

caused by leak in the aerator’s gasket. Double mallows is classified as two

mallows that stick together, or mallow ropes that is not fully cut into its

specified standard length. This problem occurs in the cutting process, but

it’s root can be traced back to pre-mix process and cleaning time. Sticky

mallow becomes hard to cut when its chilled water temperature and

dissolved solid is too high. This happens because of loose pressure gauge

in the vacuum machine. Wear and tear of machine parts is inevitable

despite having machine maintenance due to over 20 years of operation.

Another type of reject that emerges from machine wear and tear is Empty

Pack of mallow packaging. This happens when Rotation speed of smart

12
conveyor and infeed conveyor is not synchronized due to malfunction of

wire draw encoder.

Secondary Interview (Data Gathering)

Follow up questions arise during observation and these are being

addressed to several personnel in charge with MML line. The researcher

was granted the permission to gather data from the operations analyst and

the supervisor.

The following persons were interviewed by the researcher:

Ms. Danna Disoma (Operation’s Analyst)

Mr. Aaron, Mr. Percival, Mr. Ramil, and Mr. Mark (MML Production

Supervisor)

Mr. Paul Ramos (Packaging head operator)

Sir Jason (Extruding Process operator)

Questions asked:

1. How many machines does MML has?

2. How many rolls does MML produces?

3. What is the machine capacity?

4. What is the process flow?

5. What is the allowable reject rate?

13
 6. How do operators estimate the calibration of pressure in during the

vacuum process when the pressure gauge is loose?

7. Why is there a low concentration of mass seen in the extruding

process?

Definition of terms

Availability - considers all events that stop planned production long

enough where it makes sense to track a reason for being down (typically

several minutes).

Capacity - is the total productive capability of a system during a unit of

time.

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Defect - refers to an imperfection that impairs worth or utility.

Equipment Failure - accounts for any significant period in which

equipment is scheduled for production but is not running due a failure of

some sort. A more generalized way to think of equipment failure is as any

unplanned stop or down time. Equipment failure is an Availability Loss.

Idling and Minor Stops - accounts for time where the equipment stops

for a short period of time (typically a minute or two) with the stop

resolved by the operator. Another name for Idling and Minor Stops

is small stops. Idling and Minor Stops is a Performance Loss.

Performance - considers anything that causes the manufacturing process

to run at less than the maximum possible speed when it is running

(including both Slow Cycles and Small Stops).

Preventive Maintenance (PM) - Preventive Maintenance tasks are

completed when the machines are shut down

Predictive maintenance (PDM) - Predictive Maintenance activities are

carried out as the machines are running in their normal production modes.

Quality - considers manufactured parts that do not meet quality

standards, including parts that need rework. Remember, OEE Quality is

similar to First Pass Yield, in that it defines Good Parts as parts that

15
successfully pass through the manufacturing process the first time without

needing any rework.

Quality Assurance - is a wider concept that covers all policies and

systematic activities implemented within a quality system.

Quality Control - refers to an aspect of the quality assurance process that

consists of activities employed in detection and measurement of the

variability in the characteristics of output attributable to the production

system and includes corrective responses.

Reduced Speed - accounts for time where equipment runs slower than

the Ideal Cycle Time (the theoretical fastest possible time to manufacture

one part). Another name for reduced speed is slow cycles. Reduced

speed is a Performance Loss.

Reject Rate - is a rating that shows how many errors in production occur

in average.

Set up and Adjustments - accounts for any significant periods of time in

which equipment is scheduled for production but is not running due to a

changeover or other equipment adjustment. A more generalized way to

think of Setups & Adjustments is as any planned stop. Setup and

Adjustments is an Availability Loss.

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Dissolved Solid – any minerals, salts, metals, cations or anions dissolved

in water. Total dissolved solids (TDS) comprise inorganic salts (principally

calcium, magnesium, potassium, sodium, bicarbonates, chlorides, and

sulfates) and some small amounts of organic matter that are dissolved in

water.

Density (Concentration of Mass) - a characteristic property of a

substance. The density of a substance is the relationship between the

mass of the substance and how much space it takes up (volume).

Viscosity – state of being thick, sticky, and semifluid in consistency, due

to internal friction.

Chilled Water temperature – The water in the chilled water circuit will be

lowered to the Wet-bulb temperature or dry-bulb temperature before

proceeding to the water chiller, where it is cooled to between 4° and 7°C

and pumped to the air handler, where the cycle is repeated.

Wire Draw Encoder - The rotation of the drum, which is proportional to

the length being measured, is recorded and output by an encoder. This

facilitates positioning on linear measuring paths.

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 CHAPTER II

REVIEW OF RELATED LITERATURE

Quality

The need for quality as a fundamental component in the formulation

of strategies for institutions to implement TQM is clearly outlined by Bilich

& Neto (2000) who state that quality, as a macro function of institutions,

must be present in the day-to-day running of an institution, in aspects such

18
as establishment of policies, the decision process, selection of personnel,

allocation of resources, definition of priorities and service delivery to

satisfy customer requirements. The two authors continue and state that

the quality approach, as a strategic element, has brought to institutions a

new manner of conceiving quality, as it engages the top decision-makers

of the institution in the effort for better performance in service delivery.

According to Djerdjour & Patel (2000), quality is no longer an

optional extra; it is an essential strategy to survive. TQM is therefore a

solution for improving the quality of products and services. Before one can

discuss the concept of TQM, one first needs to discuss, understand and

analyse the concept of ‘quality’ itself.

According to Dale (2003) and Evans & Dean (2003) quality,

reliability, delivery and price build the reputation enjoyed by an institution.

Quality is the most important of these competitive weapons and is an

extremely difficult concept to define in a few words in order to agree on a

consensus definition; a trait it shares with many phenomena in business

and social sciences (Hoyer & Hoyer, 2001). Quality does not only refer to

goods and services but includes qualiy of time, place, equipment and

tools, processes, people, the environment and safety, information and

measurement (Dale & Schonberger, 1990). Quality is an ongoing process

that has to be so persasive throughout the institution that it becomes the

philosophy and culture of the whole institution. All institutions and each

department within the institution need to adopt the same strategy, to serve

19
the customer with even better quality, lower cost, quicker response and

greater flexibility (Schonberger, 1990). There appears to be no uniform

understanding and definition of the meaning of the term quality and even

well-known authors seem to have different perspectives on this issue.

According to Reeves & Bednar (1994), a search for the definition

of quality has yielded inconsistent results. The two researchers emphasise

that regardless of the time period or context in which quality is examined,

the concept has had multiple and often muddled definitions and has been

used to describe a wide variety of phenomena. The strategies and tools

for assuring quality may have changed, but the basic customer

expectations have been fairly constant for a long time (Hoyer & Hoyer,

2001).

From a holistic perspective, all institutions produce and sell

products and services, with varying proportions of both; as a result the

management of quality must pay attention to both product and service

quality and the synergy effects between them.

Although many definitions of quality exist, it is prudent to create a deeper

insight into the definitions of researchers such as the quality gurus,

Deming, Crosby, Feigenbaum, Ishikawa and Juran. These gurus claim

that their definitions, prescriptions, conclusions and recommendations

work equally well for producing products and delivering services. From the

various definitions of quality indicated by these gurus in literature, there

seem to be two levels in the concept of quality (Hoyer & Hoyer, 2001),

20
namely:· level one, by producing products or delivering services whose

measurable characteristics satisfy a fixed set of specifications; and level

two, products and services that satisfy customer expectations for their use

or consumption.

In short, level one quality means conformance of specifications and

level two means satisfy the customer. Evans & Dean (2003) note that

quality is much more than that stated at level one, namely conformance to

specifications. They identify eight attributes for category one, namely: (1)

performance, (2) features, (3) reliability, (4) conformance, (5) durability, (6)

serviceability, (7) aesthetics, and (8) perceived quality.

Root Cause Analysis

According to Wilson et al., (1993), they have defined the Root

Cause Analysis as an analytic tool that can be used to perform a

comprehensive, system-based review of critical incidents. It includes the

identification of the root and contributory factors, determination of risk

reduction strategies, and development of action plans along with

measurement strategies to evaluate the effectiveness of the plans.

Canadian Root Cause Analysis Framework (2005) says that root cause

analysis is an important component of a thorough understanding of “what

happened”.

The team begins by reviewing an “initial understanding” of the event and

identifying unanswered questions and information gaps. The information-

21
gathering process includes interviews with staff, who were directly and

indirectly involved, examination of the physical environment where the

event and other relevant processes took place, and observation of usual

work processes. This information is synthesized into a “final

understanding”, which is then used by the team to begin the “why” portion

of the analysis. Similarly, to solve a problem, one must first recognize and

understand what is causing the problem. This is the essence of root cause

analysis. According to Wilson et al., (1993) a root cause is the most basic

reason for an undesirable condition or problem. If the real cause of the

problem is not identified, then one is merely addressing the symptoms and

the problem will continue to exist.

According to Dew (1991) and Sproull (2001) identifying and

eliminating root causes of any problem is of utmost importance. Root

cause analysis is the process of identifying causal factors using a

structured approach with techniques designed to provide a focus for

identifying and resolving problems. Tools that assist groups and

individuals in identifying the root causes of problems are known as root

cause analysis tools. According to Duggett (2004) several root cause

analysis tools have emerged from the literature as generic standards for

identifying root causes.

Some of them are the Why Why Analysis, Multi Vari Analysis,

Cause-and-Effect Diagram (CED), the Interrelationship Diagram (ID), and

the Current Reality Tree (CRT). He has added that Why Why analysis is

22
the most simplistic root cause analysis tool where as current reality tree is

used for possible failures of a system and it is commonly used in the

design stages of a project and works well to identify causal relationships.

The literatures confirmed that these tools do, in fact, have the

capacity to find the root causes with varying degrees of accuracy,

efficiency, and quality. DOE Guideline Root Cause Analysis Guidance

Document February (1992) says that immediately after the occurrence

identification, it is important to begin the data collection phase of the root

cause process using these tools to ensure that data are not lost. The data

should be collected even during an occurrence without compromising with

safety or recovery.

The information that should be collected consists of conditions

before, during, and after the occurrence; personnel involvement (including

actions taken); environmental factors; and other information having

relevance to the condition or problem. For serious cases, photographing

the area of the occurrence from several views may be useful in analysis.

Every effort should be made to preserve physical evidence such as failed

components, ruptured gaskets, burned leads, blown fuses, spilled fluids,

and partially completed work orders and procedures. This should be done

despite operational pressures to restore equipment to service. Occurrence

participants and other knowledgeable individuals should be identified.

23
24
 CHAPTER III
DATA ANALYSIS AND PRESENTATION

Table 2.1 Summary of Production loss (PER PIECE)

% of Amount loss
MONTH Actual Output Good Reject
Rejects (PHP 0.9285)
4,104,272.1 12 3,811,109.8
AUGUST 31,693,221.00 27,588,948.88
2 .95 3
3,853,203.3 12 3,577,974.5
SEPTEMBER 31,506,160.00 27,652,956.63
7 .23 6
3,552,982.8 11 3,299,198.3
OCTOBER 31,221,290.00 27,668,307.20
0 .38 2
3,932,215.3 12 3,651,342.8
NOVEMBER 32,470,812.00 28,538,596.67
3 .11 1
4,458,748.3 13 4,140,266.2
DECEMBER 31,985,282.00 27,526,533.69
1 .94 9
4,031,747.5 12 3,743,765.5
JANUARY 32,540,335.00 28,508,587.49
1 .39 4
23,933,169.4 75 22,223,657.3
TOTAL 191,417,100.00 167,483,930.56
4 .00 4
3,988,861.5 12 3,703,942.8
Average 31,902,850.00 27,913,988.43
7 .50 9
Source: Universal Robina Corporation-Cavite Plant Office of the Plant Manager; Industrial Engineering Department

0
Table 2.1 shows the summary of production loss of Universal Robina

Corporation Cavite in manufacturing Wiggles Marshmallow from the

months of August 2017 to January 2018. The total amount loss

accumulated is based from the total number of rejected products. The cost

of each product is PHP 0.93.

The standard output is achievable as proven by the following

computation:

Target Output 1,344,000 pieces per day

Standard Time 0.0642857143 seconds per piece
Machine capacity per 2,400 cases (x 560 pieces) = 1,344,000

day pieces per day

Conversion: 1 case = 16 packs; 1 pack = 560 pieces

0.0642 seconds x 60 minutes = 3.857 minutes

24 hours x 60 minutes x 60 seconds = 86400 seconds a day

86400 seconds a day / 0.0642857143 = 1,344,000 unit

Computations for Reject Rate and Profit Loss:

Profit Loss = No. of Rejected Output X Cost of Production (cost: PHP

0.92)

Reject Rate = (No. of Rejected Output / Produced Output) x 100%

Sample Computation

August: Profit Loss = 4,104,272.12 x 0.928571429 = 3,811,109.83

0
 Reject Rate = 4,104,272.12 / 56,595.04 x 100 = 12.95%

September: Profit Loss = 3,853,203.37 x 0.928571429 = 3,577,974.56

Reject Rate = 3,853,203.37 / 56,261.00 x 100 = 12.23%

October: Profit Loss = 3,552,982.80 x 0.928571429 = 3,299,198.32

Reject Rate = 3,552,982.80 / 55752.303571428 x 100 =

11.38%

November: Profit Loss = 3,932,215.33 x 0.928571429 = 3,651,342.81

Reject Rate = 3,932,215.33 / 57983.5928571429 x100 =

12.11%

1
Table 2.2 Breakdown of defects from the months of August 2017 to January 2018

PERCENTAGE
DEFECTS MONTHS CONTRIBUTION
Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 TOTAL
Deformed 32.50
1,054,775 1,113,676 1,165,886 1,288,000 1,276,847 1,029,468 7,778,280
Double 28.76
888,718 877,658 889,294 878,700 898,928 899,012 6,883,180
Empty
22.30
Pouch 723,978 732,288 723,296 738,983 710,938 714,386 5,337,097
Trappings 8.13
495,417 490,429 498,295 499,385 499,490 489,485 1,945,767
Off-
5.15
centered 402,077 401,772 409,081 401,001 400,102 398,430 1,232,558
Burnt 3.16
323,896 323,228 335,938 318,967 315,869 325,476 756,288
TOTAL 100.00
3,888,862 3,939,051 4,021,789 4,125,036 4,102,175 3,856,257 23,933,169
Source: Universal Robina Corporation-Cavite Plant Office of the Plant Manager; Industrial Engineering Department

Table 2.2 shows the percentage distribution and types of causes in rejects encountered in the production of

Marshmallow from the months of August 2017 to January 2018. The check sheet shows that the highest number of

rejected Wiggles is due to deformation, which is followed by the Double mallows, Empty pouch and Trappings.

2
 Table 2.3 Pareto Chart Data

CUMMULATIVE
DEFECTS FREQUENCY PERCENTAGE
PERCENTAGE
Deformed 7,778,280 32.50 % 32.50 %
Double 6,883,180 28.76 % 61.26 %
Empty Pouch 5,337,097 22.30 % 83.56 %
Trappings 1,945,767 8.13 % 91.69 %
Off-Centered 1,232,558 5.15 % 96.84 %
Uncoated 756,288 3.16 % 100.00 %
Total 23,933,169.44 100.00 %

Figure 2.1 Pareto Chart

Table 2.3 and Figure 2.1 Illustrates the Pareto diagram of the causes of

defects. The vital few shows the four main contributors to the problem

while the useful many explains the other two causes which are the least

important. The four main contributors of rejects are deformed, double,

empty pouch and trappings.

3
Figure 2.2 Process Flow Schematic Diagram

Figure 2.2 shows the Schematic Diagram of process flow in producing Wiggles Marshmallow.

4
Figure 2.3a Wiggles Marshmallow Process Flow Chart

6.0 Batching: Automatic dosing ang weighing of all ingredients based on standard
weight per batch as indicated on Product Formulation through Programmable
START Logic Controller (PLC) Weighing vessel made of stainless steel is used at this
process step. Parameters such as weight, tolerance per ingredients and mixing
time will be monitored and observed.

6.0 Batching 7.0 Slurry Dissolving: Holding and pre-cooking of slurry at this step using dissolver
tank and steam coil made of stainless steel. Pre-cookin temperature of 80-83◦ and
steam pressure of 3-5 bars are the requirements to attain standard dissolved
solids of 80-83% Separation of foreign matters through mounted filter screen
7.0 Slurry inside the slurry holding tank prior to cooking such sack strongs, plastic strip and
Dissolving metal fragments.

8.0 Cooking: Slurry is being transferred to spiral cooker using Waukesha pump
with impeller made of stainless steel. Parameters such as back pressure at 2-4
8.0 Cooking
bars and cooking temperature ranges from 113 to 115◦ were being monitored
every hour. Biological hazards such as E.Coli, yeast and molds and other
microoranism inherent to the materials were being eliminated and reduced to its
acceptable level at this step.
9.0 Vacuuming

9.0 Vacuuming: Cooked slurry is being transferred to vacuum vessel made of

stainless steel to remove excess moisture using vacuum pump to attain dissolved
10.0 Syrup Holding solids ranges from 83 to 85% with vacuum pressure of 0.78 to -0.82 psi.

10.0 Syrup Holding: Syrup is being transferred to vessel 2 using Waukesha pump
with impeller, which was both made of stainless steel. Production Operator
11.0 Aerating monitor %dissolved solids at this step and outright rejection syrup with low %
dissolved solids.

11.0 Aerating: Srup is being transferred to mixing head using mono pump with
12.0 Color Injecting rubber stator and stainless steel rotor. Sterile compressed air is being ejected to
form aerated mass. Production Operator will conduct mass flow rate every start-
up and will monitor mass density every shift and air flow every hour. Micro Filter
with 0.02 was installed prior to aerating to control biological hazards such as yeast
A and molds. Aerated mass will be outright rejected during flow rate and off
standard density.

5
Figure 2.3b Wiggles Marshmallow Process Flow Chart

13.0 Extruding

Inspection fail
Point #1 For Disposal
14.0 Conveying 1 Deformed
mallow ropes

pass
15.0 Dispensing

16.0 Cutting

13.0 Extrusion of colored and flavored mass using 18 stainless

steel nozzles cable extruder. Dispensing of conrnstarch on
conveyor during extrusion. Production operator will monitor nozzle
speed, Conveyor speed, rope diameter, water activity and visual
inspection on color ropes every hour. Deformed mallows will be
outright rejected.

14.0 Extruded formed mallows undergo maturing as it conveys on

Poly Urethane Conveyor. Room temperature of 22-25 degree
celsius and relative humidity of 55 max was being maintained.

15.0 Extruded formed mallows will pass through starch

dispensing conveyor. Production helper will manually dump
cornstarch in bags on screw feeder conveyor made of stainless
steel.

16.0 Formed mallows will be cut into pieces pneumatic cutter

with stainless steel blade.

6
Figure 2.3c Wiggles Marshmallow Process Flow Chart

7
8
Figure 2.3d Wiggles Marshmallow Process Flow Chart

9
 D

Inspection fail
For Point #3 For Disposal
Dewrapping 21.0 Conveying 3 Deformed,
Double
fail
22.0 Primary
Wrapping pass

Inspection
Point #4 23.0 Conveying
Sealing defects

24.0 Secondary
pass Wrapping

25.0 Metal

26.0 Casing

21.0 Coated mallows will be conveyed using PU conveyor. Coated

mallows with deformed and double partially coated will be inspected by
operators and outright rejected.
22.0 Coated mallows will be conveyed and pass through aligner
conveyor. Misaligned products will be automatically rejected to crates
using filtered compressed air. Coated mallows will pass through the
carrier infeed chain made from stainless steel. Coated mallows will be
wrapped using primary wrapper with material compostion OPP20 print di
VMCPP25. Production operator will monitor the machine speed, sealing
23.0 Wrapped mallows will be conveyed. Production helper will sort
wrapped mallows with sealing defect. Production operator will provide
detailed status tags on rejected wrapped mallows. Wrapped mallows will
be weighed using bucket elevator.
24.0 Wrapped mallows will be automatically dispensed and
conveyed using vibratory feeder to ishida weigh hopper. Correct
combination of weighed wrapped mallows will be automatically
discharge to timing hopper. Upon detection secondar wrapping
machine will automatically print code and wrapped using
secondary wrapper. Operator will monitor machine speed,

10
Figure 2.4 Product Description

Ingredients

Coating: Sugar, Hydrogenated vegetable fat (palm, coconut), skimmed milk powder, cocoa powder, whey powder, emulsifier

(Soya lecithin) and artificial flavor.

Marshmallow: Sugar, glucose, dextrose powder, gelatin, modified starch(corn), artificial flavor, and artificial colors (FD&C

Yellow #5 (Tartrazine) FD&C Red #40, FD&C Blue #1)

11
Figure 2.4 shows the Marshmallow wiggles produced by MML under URC cavite. One pack contains 35 individually

packed mallows.

Table 2.4 Wiggles Marshmallow Parameters for Sampling

I. Product Parameters Standard Frequency QI points

Dissolved Solid % 83-85 every 2 hours 10

Product Temperature IN, ▫C 45-55 every hour 2.5
Product Temperature OUT, ▫C 48-55 every hour 2.5
Density, g/cm3 0.24-0.26 once per shift 10
Rope Diameter, mm 19-21 every hour 2.5
Color      
Light Yellow, Light
Red, Light blue, every hour 5
For Choco Flavor white
Light brown and
every hour 5
Mocha white
Refer to calibration
every start up none
color/flavor rate, g/min table
Mass Flowrate, kg/hr 160-220 every start up none

12
 Water Activity 0.60-0.68 4 hours none
       
II. Process Parameter      
Air capacity (air flow) 4-10 every hour 5
Mixing head speed, rpm 300-700 every hour 2.5
Input Pressure, bar 6-9 every hour 2.5
Mixing head Pressure regulator,
3-7 every hour none
bar
Mixing head Pressue 4-7 every hour 2.5
Cooling water OUT Temperature
10-14 every hour none
▫C
Cooling water IN Temperature ▫C 8-10 every hour none
Cooling injection pump speed
3-5 every hour none
setting
Conveyor speed Setting 15-45 every hour none
Extruder 1 Speed setting, rpm 35-65 every hour none
Extruder 2 Speed setting, rpm 35-65 every hour none
Extruder nozzle speed, rpm 25-35 every hour none
Source: URC Chocolate Line, Wiggles Marshmallow workstation

Figure 2.4 shows the product and process parameters that must be strictly followed by the operators and production

supervisor. It serves as a guide for standard formulation of a quality product.

13
 Table 2.5 Why Why Analysis of Wiggles Marshmallow rejects

Root Cause Analysis Total No. of

CATEGORY DEFECTS % Contribution
WHY WHY WHY ROOT CAUSE Defects
Presence of liquid
substance during
Unstable flow of air
extruding process Leak in the Aerator's Worn out machine
Machine DEFORMED supply (Insufficient 7,778,280.07 38.89
(Low density or Low supply gasket gasket
air supply)
Conentration of
mass)
High chilled water Vacuum pressure
Sticky Mallows
temperature too high or too low Worn out Pressure
Machine (High Viscosity of 4,061,075.92 20.31
due to loose Gauge
syrup) High Dissolved
pressure gauge
DOUBLE Solid
Mallow rope
passing the cutting
Method Dull Cutting Tool 2,822,103.61 14.11
process is not fully
cut
Faulty sensor
Rotation speed of
No mallows in the responsible for
smart conveyor and
Machine EMPTY POUCH infeed conveyor's identifying the 5,337,096.79 26.69
infeed conveyor is
log pin required speed of
not synchronized
conveyor

Table 2.5 shows the Root Cause Analysis of Wiggles Marshmallow rejects. Category, Reject, Frequency and

Percent contribution is reflected in the table given.

14
 Table 2.6 Root Cause Analysis of Deformed Mallows
Root Cause Analysis Total No. of
CATEGORY DEFECTS % Contribution
WHY WHY WHY ROOT CAUSE Defects
Presence of liquid
substance during
Unstable flow of air Leak in the
extruding process Worn out machine
Machine DEFORMED supply (Insufficient Aerator's supply 7,778,280.07 38.89
(Low density or Low gasket
air supply) gasket
Conentration of
mass)

Figure 2.5 Comparison of Standard Wiggles and Deformed Wiggles

Figure 2.6 Sampling Point Guidelines for Deformed Mallows

Figure 2.6 shows the In-Process Specifications that must be considered and carefully

managed by operators and supervisors in order to prevent Deformation of mallow

ropes.

15
Figure 2.7 In-Process Specifications for Deformed Mallows

Sampling Point Parameters for Sampling Details of Sampling Techniques of Test

Method
B. (Dissolving) Dissolving Temperature Sample should be
Slurry: taken from lot in QATM 325. 010
Vessel 1 Dissolved Solids process
Stirring Time

Vessel 2 Jacket Water Temp Sample should be QATM 325. 010

Syrup: taken from lot in QATM 325. 008
Dissolved Solids process
Density

C. Cooking Cooking temp Parameters should be

Cooking Pump Speed taken as it is displayed
Steam Pressure in machine gauge or
Vacuum Pressure monitor. If doubtful
Jacket Water temp however, actual
Vacuum Pump Speed measurement has to
Back Pressure be done

E. Mandomix/ Mixing Head Speed Parameters should be

Aeration Cooling Water Temp IN taken as it is displayed
Cooling Water Temp OUT in machine gauge or
Aerated Mass: monitor. If doubtful
Density however, actual QATM 325. 008
Flowrate measurement has to
Pdt Temp In be done
Pdt temp OUT
Input Pressure
Mixinghead Pressure Reg
Mixing Pressure
Air Capacity

Figure 2.7 shows the sampling point guidelines that must be considered and carefully

managed by operators and supervisors in order to prevent Deformation of mallow

ropes.

16
Figure 2.8 Schematic Diagram of Aeration

Figure 2.8 shows the Aeration process. This is where the root cause of double

mallows is coming from. In this process, Syrup is being transferred to mixing head using

mono pump with rubber stator and stainless-steel rotor. Sterile compressed air is being

ejected to form aerated mass. Production Operator will conduct mass flow rate every

start-up and will monitor mass density every shift and air flow every hour. Micro Filter

with 0.02 is installed prior to aerating to control biological hazards such as yeast and

molds. Aerated mass will be outright rejected during flow rate and off standard density.

17
Figure 2.9 Process Flow reflecting Aeration

6.0 Batching: Automatic dosing ang weighing of all ingredients based on standard
weight per batch as indicated on Product Formulation through Programmable
START Logic Controller (PLC) Weighing vessel made of stainless steel is used at this
process step. Parameters such as weight, tolerance per ingredients and mixing
time will be monitored and observed.

6.0 Batching 7.0 Slurry Dissolving: Holding and pre-cooking of slurry at this step using dissolver
tank and steam coil made of stainless steel. Pre-cookin temperature of 80-83◦ and
steam pressure of 3-5 bars are the requirements to attain standard dissolved
solids of 80-83% Separation of foreign matters through mounted filter screen
7.0 Slurry inside the slurry holding tank prior to cooking such sack strongs, plastic strip and
Dissolving metal fragments.

8.0 Cooking: Slurry is being transferred to spiral cooker using Waukesha pump
with impeller made of stainless steel. Parameters such as back pressure at 2-4
8.0 Cooking
bars and cooking temperature ranges from 113 to 115◦ were being monitored
every hour. Biological hazards such as E.Coli, yeast and molds and other
microoranism inherent to the materials were being eliminated and reduced to its
acceptable level at this step.
9.0 Vacuuming

9.0 Vacuuming: Cooked slurry is being transferred to vacuum vessel made of

stainless steel to remove excess moisture using vacuum pump to attain dissolved
10.0 Syrup Holding solids ranges from 83 to 85% with vacuum pressure of 0.78 to -0.82 psi.

10.0 Syrup Holding: Syrup is being transferred to vessel 2 using Waukesha pump
with impeller, which was both made of stainless steel. Production Operator
11.0 Aerating monitor %dissolved solids at this step and outright rejection syrup with low %
dissolved solids.

11.0 Aerating: Srup is being transferred to mixing head using mono pump with
12.0 Color Injecting rubber stator and stainless steel rotor. Sterile compressed air is being ejected to
form aerated mass. Production Operator will conduct mass flow rate every start-
up and will monitor mass density every shift and air flow every hour. Micro Filter
with 0.02 was installed prior to aerating to control biological hazards such as yeast
A and molds. Aerated mass will be outright rejected during flow rate and off
standard density.

18
Figure 2.10a Mandomix Aerator Figure 2.10b Aerator’s Gasket

Figure 2.10c Mallow ropes Figure 2.10d Parts of Aerator’s Gasket

Figure 2.10(a) shows the physical appearance of Mandomix Aerator. Figure 2.20(b)

shows the image of Aerator’s gasket in which leak occurs. Figure 2.20(c) shows how

the mallow ropes comes out of the nozzle in the extruder.

19
Table 2.7 Root Cause Analysis of Double Mallows

Root Cause Analysis Total No. of

CATEGORY DEFECTS % Contribution
WHY WHY WHY ROOT CAUSE Defects
High chilled water Vacuum pressure
Sticky Mallows
temperature too high or too low Worn out Pressure
Machine (High Viscosity of 4,061,075.92 20.31
High Dissolved due to loose Gauge
syrup)
Solid pressure gauge
DOUBLE
Mallow rope
passing the cutting
Method Dull Cutting Tool 2,822,103.61 14.11
process is not fully
cut

Figure 2.11 Comparison of Standard Wiggles and Double Wiggles

20
Figure 2.12 Schematic Diagram reflecting Vacuuming Process

Figure 2.12 The process in which double mallow occurs is in the Vacuuming
process. Here, cooked slurry is being transferred to vacuum vessel made of stainless
steel to remove excess moisture using vacuum pump to attain dissolved solids ranges
from 83 to 85% with vacuum pressure of 0.78 to -0.82 psi. Double mallow happens
when there is unstable pressure in the vacuum pump due to wear and tear of vacuum
vessel machine
Figure 2.13 Sampling Point Guidelines for Double Mallows

Figure 2.13 shows the product and process parameters that must be considered and
carefully managed by operators and supervisors in order to prevent Double mallows.

21
Figure 2.14 In-Process Specifications for Double Mallows

Sampling Point Parameters for Sampling Details of Sampling Techniques of Test

Method
B. (Dissolving) Dissolving Temperature Sample should be
Slurry: taken from lot in QATM 325. 010
Vessel 1 Dissolved Solids process
Stirring Time

Vessel 2 Jacket Water Temp Sample should be QATM 325. 010

Syrup: taken from lot in QATM 325. 008
Dissolved Solids process
Density

C. Cooking Cooking temp Parameters should be

Cooking Pump Speed taken as it is displayed
Steam Pressure in machine gauge or
Vacuum Pressure monitor. If doubtful
Jacket Water temp however, actual
Vacuum Pump Speed measurement has to
Back Pressure be done

E. Mandomix/ Mixing Head Speed Parameters should be

Aeration Cooling Water Temp IN taken as it is displayed
Cooling Water Temp OUT in machine gauge or
Aerated Mass: monitor. If doubtful
Density however, actual QATM 325. 008
Flowrate measurement has to
Pdt Temp In be done
Pdt temp OUT
Input Pressure
Mixinghead Pressure Reg
Mixing Pressure
Air Capacity

Figure 2.14 shows the sampling point guidelines that must be considered and carefully

managed by operators and supervisors in order to prevent Double Mallows

22
Table 2.8 Summary of Maintenance Schedule in MML

Summary of Maintenance Schedule MML

In charge
Date Status Remarks
personnel
August
6-Aug Joey Marasigan attended
13-Aug Glen Acosta turn over trouble ASC line
20-Aug Patrick Roaring turn over trouble ASC boiler
27-Aug Harold Isaga turn over absent
September
3-Sep Patrisha De Jesus attended
10-Sep Daisy Munar turn over absent
24-Sep Joey Marasigan turn over trouble beverage
October
1-Oct Glen Acosta attended
8-Oct Patrick Roaring turn over absent
15-Oct Harold Isaga turn over trouble Cracker line
22-Oct Patrisha De Jesus turn over absent
29-Oct Daisy Munar turn over absent
November
5-Nov Daisy Munar attended
12-Nov Patrisha De Jesus turn over absent
19-Nov Glen Acosta turn over called for meeting
26-Nov Patrick Roaring attended
December
4-Dec Joey Marasigan attended
10-Dec Joey Marasigan attended
17-Dec Daisy Munar turn over called for meeting
24-Dec Patrisha De Jesus turn over trouble Wafer line
31-Dec Glen Acosta turn over trouble ASC boiler
January
7-Jan Patrick Roaring turn over absent
14-Jan Harold Isaga attended
21-Jan Patrick Roaring turn over absent
28-Jan Harold Isaga attended

Table 2.8 Maintenance Schedule report showing the status of personnel in charge

during the maintenance schedule. Some was able to attend their duty and some was

not due to several issues.

23
Table 2.9 Summary of Maintenance Personnel Attendance

Summary of attendance
attende unattende
Name
d d
Joey
Marasigan 3 0
Glen Acosta 1 3
Patrick
Roaring 1 4
Harold Isaga 2 2
Patrisha De
Jesus 1 3
Daisy Munar 1 3

Table 2.9 shows the number of cleaning days attended and days unattended by the

maintenance personnel. This explains the poor maintenance performance that also

contributed to dullness of the cutter for almost 20 years in which lead to the need for

replacement.

Figure 2.15a Vacuuming Process

FlowChart

24
 START

6.0 Batching

7.0 Slurry
Dissolving

8.0 Cooking

9.0 Vacuuming

Image taken from www.google.com

10.0 Syrup Holding

11.0 Aerating

12.0 Color Injecting Image source: http://www.ebay.com/itm/4CFM-

Vacuum-Pump-1-3HP-with-5-Gallon-Vacuum-
Chamber-Silicone-Degassing-
A Expoxy-/351992993418

Figure 2.15b The vacuum vessel made

of stainless steel that removes excess
moisture using vacuum pump to attain
dissolved solids ranges from 83 to 85%
with vacuum pressure of 0.78 to -0.82
psi

25
Table 2.10 Root Cause Analysis of Empty Pouch

Root Cause Analysis Total No. of %

CATEGORY DEFECTS
WHY WHY WHY ROOT CAUSE Defects Contribution
Faulty Sensor
Rotation speed of
No Mallows in the responsible for
smart conveyor and
MACHINE EMPTY POUCH infeed conveyor's identifying the 5,337,096.79 26.69
infeed conveyor is
log pin required speed of
not synchronized
conveyor

Figure 2.16 (a) the process in which double mallows occur. Figure 2.16 (b) Mechanism of Sensor illustrating the transfer

of information in identifying required speed the smart conveyor must perform for the items to reach the infeed conveyor in

time.

26
Figure 2.17 Primary Packaging Process Flowchart

Inspection fail
For Point #3 For Disposal
Dewrapping 21.0 Conveying 3 Deformed,
Double
fail
22.0 Primary
Wrapping pass

Inspection
Point #4 23.0 Conveying
Sealing defects

24.0 Secondary
pass Wrapping

25.0 Metal

26.0 Casing

21.0 Coated mallows will be conveyed using PU conveyor. Coated

mallows with deformed and double partially coated will be inspected by
operators and outright rejected.
22.0 Coated mallows will be conveyed and pass through aligner
conveyor. Misaligned products will be automatically rejected to crates
using filtered compressed air. Coated mallows will pass through the
carrier infeed chain made from stainless steel. Coated mallows will be
wrapped using primary wrapper with material compostion OPP20 print di
VMCPP25. Production operator will monitor the machine speed, sealing
 Universal Robina Corporation - BCFG Cavite, JG Summit URC Customer Care Hotline:
6th and 7th street, First Cavite Industrial Estate 02-559-8872
Barangay Langkaan, Dasmariñas, Cavite, Philippines 1-800-10-872-2273

LINE TROUBLE REPORT

LINE CATEGORY Chocolate line - MML - Wiggles Marshmallow MONTH Aug - Oct 2017
PROCESS Primary Packaging AREA
OPERATOR IN CHARGE Paul Estudillo Primary Packaging Conveyor Tevopharm 1

PRODUCT CODE DATE CONVEYOR S/U CIP Force Majeure Machine Issues Other Issues ACTION TAKEN REMARKS
xxx August Transfer 2 2 Adjust Sensor
xxx August Transfer 2 1 Continue
xxx August Smart 1 2.5 Clog - Clean Sides
xxx August Smart 3 1 Adjust Sensor
xxx August Smart 1 5 Continue
xxx August Smart 1 6 Continue Report
xxx August Transfer 2 2.7 Clog - Clean Sides
xxx August Smart 2 3.5 Continue
xxx August Smart 1 2 Continue
xxx August Smart 3 2.5 Continue
xxx August Smart 1 1 1 Clog - Clean Sides
xxx August Smart 1 3 Continue Report
xxx August Smart 3 3.5 Continue Report
xxx August Transfer 2 2 Adjust Sensor
xxx September Smart 1 1 Continue
xxx September Transfer 3 1.5 Continue
xxx September Smart 1 2 Continue
xxx September Smart 1 1.5 Clog - Clean Sides
xxx September Transfer 2 5 Continue
xxx Septemner Smart 1 4.5 Continue Report
xxx September Smart 1 1.6 Clog - Clean Sides
xxx October Smart 3 2.5 Clog - Clean Sides
xxx October Smart 1 4 Continue Report
xxx October Smart 1 1 Clog - Clean Sides
xxx October Smart 3 2.5 Clog - Clean Sides
xxx October Transfer 3 1.5 Continue
xxx October Transfer 2 0.87 Clog - Clean Sides

Operator Approved by: Received by:

Figure 2.18 Marshmallow Line Log sheet

Figure 2.18 in the previous page shows the sample of Marshmallow line log sheet

wherein a line trouble report is summarized. The necessary information that can be

seen in the table which is essential in identifying occurrence of empty pouches are the

conveyor, CIP, and other issues. Conveyor tells which part of the conveyor (Main

conveyor, Transfer Conveyor, Smart Conveyor, Infeed Conveyor) the issue occurred.

CIP and other issues are those in which the production may still continue but number of

reject (empty pouch) is bound to happen.

Figure 2.19 Fishbone Diagram

MATERIAL MACHINE
26.69%
Faulty
38.89% Worn out Sensor
machine gasket Universal Robina
Burnt Mallows Corporation is
Trappings experiencing 12.50%
20.31% Worn out reject rate in
Pressure Gauge producing
Wiggles amounting to
PHP 22,223,657.34
from the months of
14.11%Dull August 2017 to
Cutting tool January 2018.

Off-Centered

METHOD

ANALYSIS OF THE PROBLEM

PROBLEM TREE

Cause:

Worn out Worn out Dull Cutting

Aerator’s Pressure tool
Gasket Gauge
30
 Faulty Sensor

“Universal Robina Corporation is experiencing 12.50% reject rate in producing

Wiggles amounting to PHP 22,223,657.34 from the months of August 2017 to
January 2018.”

Effect:

Opportunity Customer Profit Loss

Loss Dissatisfaction

PROBLEM TREE ANALYSIS

CAUSE

1. Worn out Aerator’s Gasket

31
 Mandomix Aeration is responsible for supplying air. Worn out part causes

Leak in the gasket valve and results to low supply of air. With this, Sterile

compressed air being ejected to form aerated mass is not achieved. This

results to low concentration of mass and presence of liquid substance during

the extruding process. This problem causes deformation of mallow ropes.

2. Worn out Pressure Gauge

Pressure Gauge in the Vacuum Vessel machine is responsible for Chilled

water temperature and Dissolved Solid of pre-mix solution in producing

Wiggles Marshmallow. Worn out part causes the pressure gauge to loose.

Loose pressure gauge makes it hard for the workers to calibrate and maintain

the required process and product parameter in formulating the correct

standard mix in producing Wiggles Marshmallow. The parameter tends to go

above the standard and below the standard. When the pressure is too low,

the dissolved solid becomes too high. When the pressure is too high, the

chilled water temperature would also be high. This two would both result to

high viscosity of the syrup and would make it hard for the cutter to cut the

mallow ropes.

3. Dull Cutting Tool

URC has been working for 20 years and they have changed their cutting

blade for only 5 times since they have started operation. The maintenance

sharpens the tool only when problems occur.

4. Faulty Sensor

32
 Sensor is responsible in identifying the required speed the conveyor must

make in order for the units to reach its destination in time. In the case of

marshmallow, the sensor identifies its movements through its standard

dimension. When the product doesn’t meet the standard deviation, vacuum

pumps it out of the conveyor. In some cases, like small volume, or other

issues involving clogged mallows, the flow of mallows become either

congested or no mallow is flowing in the conveyor at all. In these events, the

sensor tells the conveyor to move faster or slower based on the cases. Faulty

sensor will distract the flow of mallows making it unable to reach the infeed

conveyor in no time. With this, the infeed conveyor then passes through the

flow wrapper and produces empty pouch.

EFFECTS

1. Profit Loss

Universal Robina Corporation., experiences production loss due to the

rejects that occurred. On the other side, if the customers are not satisfied with

their product, there will be a big possibility that they will choose other

33
 manufacturer. If they do so, the company will lose profit since they will have

few customers than before. If the occurrence of product rejects will be

eliminated, waste of money will be lessened.

2. Opportunity Loss

Defects are big problems to the company. If the company will keep on

producing low quality product, they might lose customers. The reputation of

the company will be at risk as a good quality product Manufacturer.

3. Customer Dissatisfaction

Since rejects occurred to the ordered products, customers of the company

are experiencing dissatisfaction. If the quality is not good, customers will be

dissatisfied with the product of the manufacturer. Future customers of the

company might be discouraged in choosing the company as their

manufacturer and choose other company to supply for them. Customers’

dissatisfaction can also lead to profit and opportunity loss.

OBJECTIVE TREE

Cause:

Replace
Replace Replace Vacuum Provide additional
cutting blade
Aerator’s Pressure Gauge sensor
Gasket

34
 “Universal Robina Corporation is experiencing 12.50% reject rate in producing
Wiggles amounting to PHP 22,223,657.34 from the months of August 2017 to
January 2018.”

Effect:

Opportunity Customer Profit Gain

Gain Satisfaction

OBJECTIVE TREE ANALYSIS

CAUSE

1. Replacement of Worn out parts

Wear and tear of machine is inevitable in every company, but lifespan of

machine parts can be prolonged if taken good care and maintained well.

35
 However, for URC which has been working 24 hours 6 days a week over 20

years, many parts of the machines is cannot be resolved by maintenance

anymore. The machines present during pre-mix process, the vacuum

pressure gauge, the Mondomix aerator’s gasket and the cutting blade in the

cutting process are deteriorating, and the parts are slowly becoming

ineffective.

2. Provide additional sensor

Additional sensor will help identify the flow of mallows in low volume

production and hence keeps the conveyor from moving in a required speed in

order for the unit to reach the infeed conveyor in time.

EFFECTS

1. Profit Gain

Increase in the profit will occur in the company if the defective products

will decrease. Wasted money of the company will be lessened and can be used

36
 in buying new machineries/ technologies to help in the production of the

company.

2. Opportunity Gain

Due to good quality product produced by the company, their clients will

increase. More opportunities will be experienced like meeting their target output

on time and avoid rejects. Good reputation of the company will increase as well.

3. Customer Satisfaction

Decrease number of defects will help meet the order of the customer on

time. This will result to satisfied customers and will encourage them to be loyal to

the company.

CHAPTER IV

ALTERNATIVE COURSES OF ACTION

Alternative Course of Action # 1: Replace Mondomix Aerator’s Gasket

37
 Aerator gasket is responsible for sealing the air in the Mondomix Aerator gasket.

Any holes in this material is subject to replacement as soon as possible. No other

remedy can serve permanently. First aid solutions such as applying liquid seal or tape

can only solve the issue in a few hours and minutes. In order to avoid problems for

reoccurring, the Mondomix aerator gasket must be replaced in time.

Advantages

- Brand new gasket seal reduces chances of air leak and prolong the running

time of the Mondomix machine and Mondomix mixing head.

- Brand new gasket will stop the maintenance staffs from repetitive fixing and

give them more time to attend to other maintenance issues.

- The use of metal gasket seal as compared to rubber gasket seal reduces the

risk of contamination, burning, and tearing while in use.

Disadvantages

- Additional Cost to the company

- Provision of another set of work instruction in cleaning the new gasket seal

PRODUCT SPECIFICATION

Double Lip Aerator Gasket Shaft Seal

 Price: $4.72 / PHP 246.60

38
  Brand Name: Unbranded

 Color: Black

 Lower Temperature Rating:

-40 degrees_fahrenheit

 Upper Temperature Rating :

250 degrees_fahrenheit
Source: https://www.amazon.com/Spring-
 Material: Steel with Buna-N Lips
Loaded-Double-Buna-N-
Metric/dp/B0063LFHGW  Maximum Pressure: 10

pounds_per_square_inch
Durometer hardness of 90A for
resistance to wear and abrasion
Temperature range of -40 to 230 degrees
F for use in low-temperature applications
ISI MIXING HEAD GASKET

SKU# ISI_6334

 Price: $6.65 / 347.43

 Manufacturer: iSi

 Brand: TTO
Source:
https://www.espressoparts.com/isi-  Color: Silver
mixing-head-gasket
 Material: Rubber

Gasket Shaft Seal – Silicone Metric

39
  Price: $4.25 / PHP 224.04

 Brand: TTO

 Color: Silver

 Material: Silicone

 Temperature Range:

Source: -60 to +225 degrees C

https://www.cjponyparts.com/national-

input-shaft-seal-4-speed-toploader-large-

input-shaft/p/HW1271/

Table 4.1 shows the proposed Aerator Gasket shaft seal. The chosen product is the

Gasket Shaft Seal – Silicone metric. It has the lowest price but gives long lasting

service as the gasket is made of Silicone material that can handle up to +225 degrees

C.

Alternative Course of Action # 2: Replace Cutting Tool

Slitting machine’s cutting blade must be replaced with new one to avoid double

mallows from happening very often. The existing cutting blade is no longer effective
40
even when maintained and cleaned. The sharp blades have become dull for operating

in almost over 20 years. The new cutting blade that the company should have must

have a metal characteristic that has high tolerance with moisture, thus avoiding

corrosion from happening.

Advantages

- Sharp blade effectively cuts all the mallow ropes

- Sharp blade reduces production troubles and prolongs the production run time

- Sharp blade will help company produce high-quality mallows

- Decreases the risk of corrosion

Disadvantages

- Additional Cost

PRODUCT SPECIFICATIONS

Muller Martini Knife Cutter Blade

Price: US$135.00 / PHP 7053.08

Brand: Unbranded/Generic

Weight: 13 lbs.

Dimensions: 23x9x2 in.

Straight Guillotine Razor Blade –

41
 Part Number 5080

 Price: $150.00 / PHP 7836.75

Brand: Baucor

Source:  Comes as single bevel (8

https://www.baucor.com/collections/food-
processing-knives-blades/blades-by-cut- degrees) and double bevel (12
type_scoring-blades
degrees).
Baucor manufactures precision quality
 Overall thickness is 1/16"
custom and standard size food
 Mounting holes are drilled on
processing knives and food cutting
demand.
blades from high grade ground hardened
 Comes with D2 tool steel and 420
stainless steels for food processing
stainless steel
industries including meat and poultry

processing, bakery including croissant,

cake and bakery for applications like

cutting, slicing, dicing and many others.

Our food processing knives and blades

come in straight, circular, pointed tip,

toothed, serrated, scalloped, perforated

shapes and as interlocked blades for

guillotine cutting

Straight Guillotine Knife - Part Number

5091

42
  Price: $167.00 / PHP 8,724.92

 Brand: Carolina Knife Co.

 Comes with 3", 5", 7" 9", 12", 14",

15", 20", and all the way up to 85"

Source: https://www.carolinaknife.com
lengths per customer specs.
/resources/guillotine_blades.php
 Comes with 1", 1.50" 2" 2.50", 3,

and and 5" widths

Carolina Knife Co. manufacture all the
 Comes with single (edge) bevel
various parts and accessories used in
(20 degrees) and double (edge)
industrial slitting, and have vast
bevel (30 degrees).
experience in selecting the correct blade
 Mounting oles are drilled on
materials, blade dimensions, and cutting
demand.
edge in order to properly convert a wide
 Overall thickness is 3/8". However
range of traditional and non-traditional
it can be produced with thinner or
materials.
thicker thickness.

 Comes with D2 tool steel and 420

stainless steel

Alternative Course of Action # 3:

Replace Pre-mix Solution’s Vacuum Pressure Gauge

43
 Wear and tear of machine parts such as vacuum pressure gauge is inevitable

although its lifespan can be increased depending on the correct and effective

maintenance. With a company working for 24 hours in about 20 years such as URC, the

lifespan of machine parts is expected to decrease over a decade. Vacuum Pressure

Gauge must be replaced in time to avoid machine malfunction and to stop further

production troubles from happening.

Advantages

- Accurate calibration resulting to exact product formulation

- Minimize the need for the operator to go back and forth the Quality Control

department to check the product formulation

- Eliminate frequent calibration hence decreasing chances of machine downtime

Disadvantages

- Additional cost to the company when it comes to installation

PRODUCT SPECIFICATIONS

44
 Dry Vacuum Air Pressure Gauge
Price: US$7.99 / PHP 418.11
Brand: Unbranded/Generic
Color: Black
Material: Steel
NPT Lower Mount
Reading: -30 HG/0PSI
Dial Size: 2 inch Dial Size (Crimped
Casing)
Accuracy: +/- 4/3/4%
Source: https://www.ebay.com/itm/2-Dry-
Scale: Dual Scale - PSI / Bar
Utility-Vacuum-Pressure-Gauge-Blk-Steel- Movement: Copper Alloy

1-4-NPT-Lower-Mount-30HG- Bourdon Tube: Copper Alloy

Window: Glass
0PSI-/152790579108
Case: Steel case for protection in
harsh environments
Connection: Copper Alloy Lower
Mount; 1/4" NPT (for 2" dial)
Normal Ambient Temp.: -4F to +140F
(-20C to +60C)

Oil Filled Vacuum Pressure Gauge

Item model number: PB204L-V00
Price: $14.39 / PHP 753.01 
45
 Brand: DuraChoice
Item Weight: 5.9 ounces
Package Dimensions:
3.3 x 2.7 x 1.3 inches
Metal: Stainless Steel Case
Movement: Brass
Bourdon Tube: Brass
Reading: -30HG/0

Source: https://www.amazon.com/Filled-

Vacuum-Pressure-Gauge-

compressor/dp/B006VCGSP2

Dry Vacuum Air Pressure Gauge

Price: US $4.95 / PHP 259.03

Brand: Unbranded/Generic
Movement: Copper Alloy
Bourdon Tube: Copper Alloy
Color: Black
Center / Back Mount
Reading: -30 HG/30 PSI
Dial Size: 1-1/2" Dial Size (Crimped
Casing)
Accuracy: +/- 4/3/4%
Scale: Dual Scale - PSI / Bar
Movement: Copper Alloy
Bourdon Tube: Copper Alloy
Window: Glass

46
 Source: https://www.ebay.com/itm/2-Dry- Case: Steel case for protection in harsh
environments (painted black)
Utility-Vacuum-Pressure-Gauge-Blk-Steel-
Connection: Copper Alloy Center Back
1-4-NPT-Lower-Mount-30HG-
Mount; 1/8" NPT (for 1-1/2" dial)
0PSI-/152790579108 Normal Ambient Temp.: -4F to +140F
(-20C to +60C)
Net Weight: 58g

Table 4.3 shows the proposed Vacuum Pressure Gauge to be used by the company

in replace of the old Vacuum Pressure Gauge in the pre-mix solution specifically in

the Vacuum process/area. The best choice among the three is the $14.39 or PHP

753.01 Oil Filled Vacuum Pressure Gauge. Although it is more expensive than the

remaining two choices, its brand is reliable and the benefit it offers is more ideal than

the rest. Liquid-filled gauges are generally preferred over dry gauges for two

reasons: performance and ROI. Liquid-filled gauges are filled with a liquid, usually

glycerin or silicone oil and are designed to perform optimally in less-than-ideal

conditions. Some of the benefit that liquid filled gauges offers are: protection against

severe temperature, solves visibility issues, and low chance of corrosion.

Alternative Course of Action # 4: Provide additional Sensor

47
 Additional sensor will help identify the flow of mallows in low volume production

and hence keeps the conveyor from moving in a required speed in order for the unit to

reach the infeed conveyor in time.

Advantages

- Accurate fine positioning of units (marshmallows)

- Reliable due to the information that it gives for the conveyor to determine the

right amount of speed it must take

- Precise transition of units from one conveyor to another reducing and eliminating

the chances of empty pouches in the log pin conveyor

Disadvantages

- Additional cost to the company when it comes to installation

PRODUCT SPECIFICATIONS

48
 The DMP Position Finder

Brand: SICK STEGMANN

Price: $325.97 / PHP 16,906.11

Application: Reliability, SPEED, and

precision of Storage and

Conveying/Conveyors

Type: X and Y axis

Light Source: LED, Red

Source: https://www.sick.com/ag/en/distance-
sensors/position-finders/c/g182754 Measuring Capacity: 200mm to

2,000mm

Output Capacity: ≤ 100 mA

CD33 Series

BRAND: OPTEX

Price: $337.75/PHP17,517.06

Type: Linear

Light Source: Red laser diode (wave

length 655nm)

Measuring capacity: 8mm to

300mm
Source: https://www.optex-
fa.com/products/dsp_sensor/cd33/index2.htm
Output capacity: 4mA to 20mA
l

WayCon sensor MSK5000

BRAND: WayCon

49
 Price: $350 / PHP 18, 152.40

Application:

Type: Linear

Light Source: LED, Red

Measuring capacity: 1mm to

Source:
13,000mm
http://www.directindustry.com/prod/waycon-
positionsmesstechnik-gmbh/product-37795-
Output Capacity: 4mA up to 20mA
479825.html

Table 4.4 shows the list of sensors the company can choose. Sensor with the brand

name of SICK is the highly recommended sensor to be used due to its trusted brand

name, quality and specifications. The DMP Position Finder sensor by SICK

STEGMANN costs $325.97 / PHP 16,906.11. It’s measuring capacity of 200mm to

2,000mm is just perfectly right for the type of conveyor that Marshmallow line in URC is

using.

COST BENEFIT ANALYSIS OF

50
 THE ALTERNATIVE COURSES OF ACTION

Alternative BENEFITS
Courses of COST
TANGIBLE INTANGIBLE
Action
Elimination of the
38.89% production
loss
 Continuously and
Aerator Gasket =
Alternative Course Smooth Operation
PHP 224.04 (7,778,280 units
of Action 1:  Better quality of
Gasket affected) (PHP 0.92
Replace Aerator’s finished goods
Installation cost per unit) =
Gasket
= PHP 356.50 PHP 7,156,017.60
- PHP 580.54

= PHP 7,155,437.06
Elimination of the
26.69% production
loss

Alternative Course Cutting Blade =

(6,883,180 units  Better quality of
of Action 2: PHP 8,724.92
affected) (PHP 0.92 service
Replace Cutting Installation cost
per unit) =  Effective work
Tool/Blade = PHP 356.50
PHP 6,332,525.60 performance
- PHP 9,081.42

=PHP 6,323,444.18
Alternative Course
of Action 3:
Pressure Gauge Elimination of  Minimize repetition
Replace Pre-mix
= PHP 753.01 20.31% equivalent for testing
Solution’s Vacuum

51
 to 5,337,097 units
affected

Pressure Gauge compounds and

Pressure Gauge Installation cost substances
PHP 4,910,129.24
= PHP 356.50  Effective machine
- PHP 1,109.51

= PHP 4,909,019.73

Elimination of the
14.11% production

SICK Sensor loss

Alternative Course  Improved machine
of Action 4: Assign productivity
= PHP (1,945,767 units
operator and  Improved machine
16,906.11 affected) (PHP 0.92
Provide calibration efficiency
per unit) =
log sheet or check Installation cost  More stable
PHP 1,790,105.64
sheet machine flow
= PHP 500 - PHP 17,406.77

=PHP 1,772,698.87

CHAPTER V

CONCLUSION AND RECOMMENDATION

52
Conclusion

As URC works hard to keep their successful state in the industry and envisions to

be the best Philippine food and beverage company throughout the ASEAN region, they

must carry a wide portfolio of delightful brands of exceptional quality and value,

equipped with efficient systems and motivated people. The study is all about meeting

the 7% allowable reject rate of Universal Robina Corporation on Wiggles by 5.5%

amounting to PHP 22,223,657.34 from the months of August 2017 to January 2018.

The factors contributing to these loses are mainly concerned by wear and tear of

machine parts which are Pressure Gauge, and cutting blade. Other factors include

faulty sensor in packaging area that results to empty pouch. The researchers come up

to the four alternative courses of action which are:

 Alternative Course of Action 1: Replacement of Mondomix Aerator’s Gasket

 Alternative Course of Action 2: Replacement of Pressure Gauge

 Alternative Course of Action 3: Replacement of Cutting tool or blade

 Alternative Course of Action 4: Provide Additional Sensor

Recommendation

53
 The researcher recommends the implementation of all Alternative Courses of

Action due to the frequent occurrence of the problems encountered. The

recommendations tend to meet the allowable 7% reject rate of the company. All ACA

needs further study and analysis in the different field specifically the research and

development study.

54
 CHAPTER VI

Detailed Plan of Action (Gantt chart)

Weeks
Activities Personnel Involved
1 2 3 4 5 6 8 9 10 11 12 13

The Planning and the preparing of

the proposal will be done by the Researcher
researcher
Proposal of the alternative courses
of actions for the elimination of the
problems regarding the production Researcher and Top
of marshmallow Management

Approval of the countermeasure to

Production
be implemented in the company.
Supervisors and
Management
Scheduling of activities to be done
and allocation of budget needed for
Purchasing and
the implementation of different
Accounting
countermeasures.
Departments

Purchasing
For the 1st ACA, replacement of
Department /
Aerator gasket to be discussed in
Maintenance
the maintenance department
department
 Production
Supervisor/
For the 2nd ACA, replacement of
Purchasing
pressure gauge to be discussed in
Department /
the maintenance department
Maintenance
Department

For the 3rd ACA, re-assignment of Production

workers to be discussed with the supervisors, Office of
HR department and provision of log the Plant Manager
sheet to be discussed with the plant
manager, operation analyst and
production managers.

56
 Plan and Prepare the Proposal

The researcher gathers all necessary data needed about the study. All

important information about the study shall be analysed. The preparation of the data

and its planning will be done at this stage.

 Proposal of the Alternative Courses of Action

After determining the problems that a company should focus on, the production

supervisors together with the QA staff will propose alternative courses of action to

the top management. Their aim is to reduce the problems experienced by the

company for the past six months. These will present the step by step process to be

implemented in the company as well as the cost, benefits, advantage and

disadvantage of each course of actions.

 Approval of the Proposal

Proposal will be studied, checked and evaluated first by the top management

before approval, since there are different factors that need to be considered for this

kind of project. It will consumes time, and budget and most especially it is a matter of

taking risks for the company.

 Scheduling of activities and budget allocation

After the approval of proposal, first thing to be done is the scheduling of activities

and delegation of work for the implementation of different countermeasures as well

as the allocation of budget for the different resources needed in the implementation.

There should be an organized activity schedule in order to have a smooth flow of

implementation and for easy monitoring of the development of the proposed project.
 Implementation of the 1st ACA

The implementation of the 1st ACA presented by the researcher is done at this

stage. The searching of a new aerator gasket shaft seal is to be done with careful

analyzation of specifications suited for the correct Mondomix mixing head.

 Implementation of the 2nd ACA

The implementation of the 2nd ACA presented by the researcher is done at

this stage. Replacement of Pressure gauge is to be consulted from the maintenance

department. Several questions regarding the information on the pressure gauge and

spcifications suited for use must be known.

 Implementation of the 3rd ACA

The implementation of the 3rd ACA presented by the researcher is

done at this stage. Assignment of worker to specific processes are evalutated by the

operation’s analyst, plant manager and production supervisors. The possibility and

effectiveness of re-assignment must be analyzed. Log sheet will be provided by the

HR and finance/purchasing department will allot budget for printing.

 . Monitoring of the implemented courses of actions

After all the ACA’s are implemented in the company, all the personnel in-charge

should be responsible enough to monitor and evaluate the activities in order to

determine if there are flaws that should be improved and check on the development

and effects of those ACA’s in Universal Robina Corporation.

58
59