IMPLEMENTATION OF LEAN MANUFACTURING: A CASE STUDY IN A

FOOD PRODUCTS COMPANY AT PADRE GARCIA, BATANGAS

A Research Paper

Presented to the Faculty of College of Engineering and Architecture

University of Batangas – Lipa City

Lipa City, Batangas

In Partial Fulfillment

of the Course Requirements for the

Degree in Bachelor of Science in Industrial Engineering

by

BAUTISTA, JOYCE D.

DE OCAMPO, PRINCESS SHAIRA L.

VASQUEZ, CATHERINE A.

CUENCA, MARVIN

May 2020
 Chapter I

THE PROBLEM AND ITS BACKGROUND

Introduction

All manufacturing company aims to produce zero defect products. To

achieve this, it is necessary to have a continuous improvement of the company’s

products and processes. Through the application of lean, the company will be

able to achieve the zero defects, eliminate wastes and reduce costs and

variability of the products.

Lean Manufacturing is about optimizing processes and eliminating wastes.

This concept is a great help in reducing costs while providing high quality

products to consumers’ wants and what they are willing to pay for.

According to James Wonack’s book The Machine That Changed the

World in 1996, it was defined that Lean Manufacturing as a theory that ca help

satisfy and organize work environment to reduce wastes and keep workers,

equipment and workspace responsive to what’s needed.

Hines and Taylor (2000) stated that lean is concerned with reducing waste

at all levels; it is also about changing corporate culture. Some organizations think

implementing lean is about reducing the human resource but Moore (2001) and

Convis (2001), state that lean should not lead to redundancies.

 In Lean Manufacturing method, it locates areas of production that are not

considerable valuable to the consumer. Elimination of wastes is one of the

principles of Lean. Waste is also known as much in Toyota Production System.

The elimination of wastes helps every industry to focus on its value-added

activities for the customers. The benefits of lean manufacturing, beside from

elimination of wastes are, increased in the quality of the product, shorten lead

times, facilitates communication centre and improves the morale of employees.

Every manufacturing company needs to have a high-quality product, zero

defects and zero wastes. This paper is intended to focus in the elimination of

wastes using lean. It drives away the defects out of products and processes and

improves the products’ quality and reliability.

Food Product Enterprise is a small-scale company that manufactures

candies, bread and pastries. The company is consisting of 20 workers in the

production area. The researchers studied the processes and daily output of the

company. Nita’s Food Product Enterprise starts the production from 8am to 4pm

and can produce 1,200 units daily.

The researchers identified different wastes during the manufacturing

process. The leading type of waste found is defects on the products, over

production, and the idle time. The possible causes of these wastes are because

there is no standard procedure for the processes, undisciplined workers and non-

utilized staff. Subsequently, human factor is cause of the wastes; application of

lean technique is used.

Statement of the Problem

The study entitled “Implementation of Lean Manufacturing: A Case Study

in Nita’s Food Products Enterprise in Bawi, Padre Garcia, Batangas” will tackle

the different wastes encountered and apply different lean methods in order to

solve the problems.

Specifically, it required answers to the following questions:

1. What are the problems or continuous improvement opportunities and

their impact to the customers Nita’s Food Products Enterprise?

2. What are the causes of these problems and action plans to prevent the

reoccurrence of the problems identified?

3. What are improvements demonstrated after implementing the action

plans?
Theoretical Framework

Figure 1. Theoretical Framework

Idrissi et. al of University Ibn Tofail (2016) indicated that in recent years,

an increasing number of companies have used different types of quality

programs in order to increase internal and external customer satisfaction as well

as to reduce quality cost. Among all of these programs, Lean Six Sigma is

perhaps the most widely-accepted initiative by all a broad range of organizations.

 The DMAIC (Define-Measure-Analyze-Improve-Control) approach has

been followed here to solve an underlying problem of reducing process variation

and the associated high defect rate. This study explores how a food enterprise

company in Padre Garcia can use a systematic and disciplined approach to

move towards the goal of Lean Six Sigma quality level.

DMAIC phases are utilized to decrease the defect rate of the products. At

the beginning of this project, the defect rate was (from the data %), and after the

improvement actions were implemented during a six-month period this fell to

below % (goal). The critical successful factors for Six Sigma projects, especially

those in the food industry, are discussed at the conclusion of this paper.
Conceptual Framework

INPUT PROCESS OUTPUT

Identification Interview and Elimination of

of wastes observation Wastes
Lean Tools Reduce cost
FiveWhys and variability
DMAIC Shorter Lead
Value Stream Time
Mapping Best Quality

Figure 2. Conceptual Diagram

The figure shows the essential illustration of the attributes used in the

study. This shows the relationship of the key data which is necessary to the

success of the research. The first step is the identification of the wastes present

in the production, they are inputs. Next is to use Lean tools and principles of the

data gathering and treatment to the data in order to make a solution to the

problem. And lastly, the output, which is the result or the outcome of the study.

Basically, these outputs are a great help to the company. Such outputs expected

to come up are eliminated wastes, lower cost and variability of the products,

shorter lead time and the best quality of the products produced.
Significance of the Study

The research entitled “Implementation of Lean Manufacturing in a Food

Products Enterprise in Bawi, Padre Garcia, Batangas” to investigate the effect of

lean on the performance of manufacturing company.

To the management of the Food Products Enterprise, useful in identifying

the possible ways on how to reduce waste and mistakes in the workplace in

order for them to achieve the optimum efficiency and effectiveness. Through lean

manufacturing, the management will have an increased in profits with better

utilization of time and resources. The company and its employees would be

easier to manage if there is a standardized work. It let workers to know what they

do and if problems arise in the company, it is easier to solve.

To the workers of the Food Products Enterprise, the findings of the study

would help them to be aware of the different wastes in the production and how it

affects them. Staffs are involved so there is improvement in their morale and

participation in the business. There is an increased for employee efficiency.

Standardized work will make sure that every worker does the work properly

following the same method every time.

To University of Batangas Lipa Campus, moreover, to the College of

Industrial Engineering, the research study would provide a reference for further

class discussion thus; this could be utilized in their future studies.

To fellow IE students, the study would provide them further knowledge

about lean, its importance and benefits to improve effectiveness and efficiency.
Scope, Delimitation & Limitation of the study

This study entitled “Implementation of Lean Manufacturing in a Food

Products Enterprise in Bawi, Padre Garcia, Batangas” focused on the reduction

of wastes, costs in order to achieve the desired production rate of the company.

The duration of the study in Nita’s Food Products Enterprise is from February to

December 2019 that accompanied by 15 to 20 workers.

The study covers the other kinds of wastes, but not discussed any further.

The study intended to focus on the wastes identified the manufacturing

company and the application of lean in order to improve the company’s

efficiency. Through this, the Food Products Enterprise will eliminate wastes,

improve profitability and reduce costs and product’s variability.

Definition of Terms

The following terms were defined lexically & operationally for better

understanding.

Customers. This term refers to individuals who purchase products or services to

use in the production of other products. In this study, customers refer to both

external and internal customers.

DMAIC. This term refers to a data-driven improvement cycle used for improving,

optimizing and stabilizing business processes and designs. It is a structured

problem-solving methodology widely used in diversified businesses. (Lee and

Choi) It is used when improving a current process, if the problem is complex or

the risks are high, DMAIC should be the go-to method.

Five Whys. This term refers to an iterative interrogative technique used to

explore the cause-and-effect relationships underlying a particular problem. It is

an effective technique that can be used to ensure that symptoms and effects are

not mistaken for the root causes of a problem (Taiichi Ohno of Toyota Motors). It

is used in the study as a tool for identifying problems in the company and the

wastes present.

JIT.  This term refers to an inventory management method whereby materials,

goods, and labor are scheduled to arrive or be replenished exactly when needed

in the production process. It is a Japanese management philosophy applied in

manufacturing which involves having the right items of the right quality and

quantity in the right place and at the right time. (T.C. Cheng S. Podolsky of Just-

in-Time Manufacturing: An Introduction). It is used in the study to lower the

inventory carrying costs, increase efficiency, and decrease waste.

Kanban. This term refers to a scheduling system for lean

manufacturing and just-in-time manufacturing. Kanban has been successfully

deployed in many non-manufacturing environments where reliable replenishment

is just as important. It is used in the study to identify potential bottlenecks in your

process and fix them so work can flow through it cost-effectively at an optimal

speed or throughput.

Lean. Adding value by eliminating waste, being responsive to change, focusing

on quality, and enhancing the effectiveness of work force". (Liker, 2004). It is

used as a tool in identifying the wastes and how to eliminate them.

Overproduction. Overproduction is unnecessarily producing more than

demanded, or producing it too early before it is needed. Overproduction is

regarded as the most serious waste as it discourages a smooth flow of goods or

services and is likely to inhibit quality and productivity. (Capital, 2004). This term

refers to the excess product made by Nita’s Food Products Enterprise.

SOP. This refers to set of step-by-step instructions compiled by an organization

to help workers carry out complex routine operations. It is used in the study to

achieve efficiency, quality output and uniformity of performance, while reducing

miscommunication and failure to comply with industry regulations.

Waste.  This term refers to the production of unwanted materials as a by-product

of economic processes. Waste is defined as anything that does not add value to

the end product from the consumer perspective (Meyers and Stewart). The term

refers to the wastes identified in the company, which are overproduction, excess

inventory and defects.

 Chapter II

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter presents the review of related literature and studies, which

were assumed to provide the researchers in-depth knowledge and background of

the subject under study.

Related Literature

Lean principles are unified to the processes of any manufacturing

company or service firm. The discipline opt to have a zero tolerance for

unnecessary/wastes or non-value adding decisions, actions, programs that may

result to great production expenses and limit the effectiveness and productivity of

the company as stated by Petersen (2009). Also, lean theory is the development

of improvement that showcases principles that aids any organization to amend

down wasteful expenses, time, workers and further administrative resources

throughout the production.

The application of lean in every organizations is essential because it

encompasses broad understanding, great assurance and deep analysis of

problems. Many organizations implement lean in the long term basis to improve

quality, reduce costs, fast transport and efficient queue times. A committed

management is necessary to give support to the organizations in order to

succeed in lean implementation.

 External support in the company might be helpful in short term to increase

the knowledge of organizations towards Lean. However, the organizations should

not be reliant on them because it is a continuous progress that last long. In line

with this, an external support might convey a new way of thinking and transfer

information to organizations by recommending the areas that Lean application is

necessary. Thus, organizations should be aware that Lean cannot be

implemented overnight. There is a need to work continuously to reduce waste

and increase commitments by looking at opportunities and limitations as stated

by Petersson (2010).

Alves (2012) mentioned that lean production is demonstrated as a model

where the persons assume a role of thinkers and their involvement promotes the

continuous improvement and gives companies the agility, they need to face the

market demands and environment changes of today and tomorrow.

Lean manufacturing is a management philosophy that focuses on the

decreasing of different types of wastes in order to develop total customer value

by removing waste, enhance quality, production time and costs are improved to

make effective and efficient organization as stated by Mburu (2009).

Waston et al., (2011) indicated that lean manufacturing practice is

envisioned to make best use of the performance of the production and

conveyance processes in providing customer value while minimizing waste since

it has been described as an integrated system. Performance dimensions are

measured by conformance to quality standards, costs, and variability in

processing times and delivery reliability. Lean production facilities may not

necessarily be equipped with bulky machinery as in mass production facilities.

Instead, it utilizes compact, movable, and easily set up machines as mentioned

by Micietova (2011).

An effective lean implementation is anticipated to convey greater

performance for customers, employees, shareholders and society at large as

specified by Bhasin (2012).

According to Jennie Angelis (2012), positive lean application is

conditioned by an evolutionary problem-solving capacity of the rank and file. This

is in itself liable on employee involvement in improvement programs and the

implementation of appropriate practices.

The main target of lean manufacturing is the total elimination of waste.

Anything that does not add any value to the final product is called a waste based

from a customer’s point of view. Through the use of lean tools and methods,

these wastes can be identified, reduced and eliminated. Upadhye (2010) have

successfully implemented the lean philosophy in a North Indian company. In its

earlier stages, the lean manufacturing approach was having been found

successful in finding and eliminating wastes in medium-sized industries.

 A multi-dimensional methodology that involves of production with

minimum volume of waste, continuous and uninterrupted flow, well-maintained

equipment, well-established quality system, and well-trained and empowered

work force that has a progressive influence on operations such as quality, cost,

fast response, and flexibility as stated by Taj and Morosan (2011).

As stated by Arlbjorn et al., (2011), implementation of lean manufacturing

practices appears the best solution, subsequently it has the extensive tools to

decrease variability within products, reduce waste and is efficient to run a smooth

and competitive business.

It is just lean production methods that increase the quality of the

organization’s processes, products or services. The link between quality and the

application of lean production principles as presented by Roriz et al. (2017).

Quality management contributes to the implementation and integration of lean

production methods. They show how improvements based on the 5S technique

and visual management achieved an average reduction of 47% setup time in a

carton company. Nicholas (2016) describes the factors related to successful

implementation and sustainment of TQM/lean production initiatives.

It is obvious that the innovation methods must change. Improvements will

not only concern the current production, but the entire value chain, from the

development of new products, through production, to recycling at the end of their

life as mentioned by Mařík et al. (2016).

Related Studies
 Achiral Karim (2013) conducted a research that discussed about the

development of an effective method for the implementation of lean manufacturing

strategies. Some of the mentioned in the study is the adaptation of lean team

study, performance variables and how it affects the company. VSM and MTM as

identified in the study, when put together, obtain an effective approach in

reducing lean times and used in measuring productivity of the company based on

lean principle and standardized processes.

George L. Hodgen (2011), an Associate Professor in Textile Engineering,

used lean tools for textile industries to eliminate wastes and non-value added

activities in the United Stated to boost the satisfaction of their customers. Hodgen

stated the following barriers for implementing lean manufacturing they are

resistance to change both shop floor employees and management; shop floor

employees are reluctant to offer suggestions for improvements; disconnect

among marketing, sales, product and development; shop floor personnel are not

native English speakers; so training needs to be multilingual.

Making mistake is a human nature so we can’t blame human being for

each and every mistake. A study conducted by Ferreira et al., (2016), in their

research Applicability of the Lean Thinking in Bakeries, identified the critical and

particular aspects of the MSEs Bakery industry in Brazil that should be

considered before implementing lean as: high workload of the owners and

managers; low education levels of the owners, managers and employees; flat

organization structure; number of employees; high turnover; low profit margins;

low investment capital; scarcity of workforce and skilled labour; Informality; low

availability of data and the necessity to obtain short-term results. This suggests

that a specific theoretical implementation framework must be further developed

to help the implementation process in this business segment.

Ferreira et.al (2016), also implemented lean manufacturing in one bakery

and confirmed that lean can be applied to Bakery Industry and MSEs in Brazil

despite the critical aspects that must be taken in consideration. We were able to

implement different tools like 5S, Kaizen activities, waste analysis and reduction,

visual communication improvement and standardization.

Even in a short-term implementation, Lean can give impressive results. In

addition, more case studies could be conducted concerning the implementation

of the methodology Lean at MSEs of Bakery Industry not just in short term but in

medium and long term range. Additionally, the participation of the researchers

can understand as one of limitations of this study. Since it adds qualified human

resource during lean transformation, then, it is also important analysed the

capability of the bakeries sustain the results, start or continue Lean

transformation by themselves.
 Despite its global context and applicability of lean, the findings of the study

indicate that those bakeries do not apply the lean and that lean management still

is not a well-known concept at the bakeries in the region of Belo Horizonte – MG.

Few companies knew about some lean practices such as the “5S”. Despite the

bakery industry organizations in Brazil be active and offer different services, they

still do not indicate lean as part of programs to help in the development of this

business sector.

Lean concept is closely related to productivity as good implementation of

the methodology translates to improvement in productivity. An example SME

namely; Campus bread factory is used as case study. Bread is a popular stable

food in Nsukka in particular and most parts of Nigeria in general. Freshly

processed and baked bread is enjoyed by all and sundry since it commands

good aesthetic appeal and tastes well. Even though the optimal resource and

product mix for maximum profit in bread baking business has been reported

(Okolie et al., 2013), there is still no corresponding increase of investors in the

industry to cater for the upsurge in its demand. Hence the increasing cost of its

major raw materials coupled with the need to improve the productivity of the

business in Nsukka municipality necessitates a complementary study.

The implementation of lean philosophy through layout modification for

reduction wastages in motor manufacturing industry have been demonstrated

through the use of Value Stream Mapping (VSM) and Taguchi method of
parameter of design analysis (Vendan and Sakthidhasan, 2010). The work

prescribed better wages for workers, higher profit for owners and better quality

for customer as improvement strategies. Lean manufacturing methodologies

have also been applied to productivity improvement in a tyre manufacturing firm

through method and time studies, as well as VSM (Vieira, 2010). Several

problems leading to productivity inefficiency were identified, with particular

attention to the lack of flexibility of the productive line, excesses of stocks, lack of

available space in the factory, ineffective communication between sectors as well

as gaps in the planning and control activities. Solutions that permit bringing a

new perspective of productive thinking and a new attitude to the production lines

were suggested.

The automotive industry has received a share of application of Lean

concept (Hemanand, 2011), with the objective of waste reduction. In the

methodology, problems in the process layout were identified through time study

and analyzed through simulation. The layout was modified and simulated to

enable comparison of results with the current layout. A new material handling

system was designed and developed to reduce the motion wastes and unwanted

transportation. The approach increased productivity by 11.95%. A typical lean

production system was designed for fishing net manufacturing using lean

principles and simulation optimization (Taho et al., 2015).

 Boppan V. chaudhary (2012), implement the lean manufacturing in a

pharmaceutical company, in this paper take a case study of the product line is

creams and ointment. Also in industry problem was fixed operating cost and

inability to supply products. In this paper improve the operation with help of lean

manufacturing so detect the problem where is the waste are occurs, and use the

lean tools is VSM. VSM is a mapping method, with the help of detecting value

added and non-value added process. Prepare a current state map and use the 5-

why method for the collect information. And after create future state map for the

improvement with the help of 5s tool. and also used cellular manufacturing and

after get the result is reduce inventory, and customer satisfaction, and on time

delivery, total cycle time reduced, non-value added time has been decrease and

reduced the floor space area.

Appiotti and Bertels (2010) contributed in the literature of CSF’s for Lean,

specifically for the financial service companies by identifying these factors: the

importance of focusing on strategy, identifying customers’ requirements and

values, measuring the valuable factors to understand the success of Lean

implementation, simplifying the process and understanding the system before

making changes. Appiotti and Bertels (2010) emphasized that in financial

service, companies try to apply Lean processes, which are similar to

manufacturing processes; however, this is not the right approach because Lean

should be applied in the area where it has a strategic importance. This way,
companies can enhance the core competences to gain the competitive

advantage by enhancing the process, which will in turn save money and build

customer trust.

The main challenge is the lack of standardized process within the service

industry. Sarkar (2009) points out that it is more difficult to identify processes

within the service, because they are not as evident as in manufacturing. Also,

due to the size and complexity, it is difficult for organizations to deal with

processes to minimize the waste. Sarkar (2009) emphasize that Lean should

engage all people from organization. This involves strategic changes because of

the hierarchy’s barriers. It requires low level of organization to be more

empowered as they are the ones working in the operation, who can identify the

waste easier.

To correct this problem, they use simply drilled a hole through the

electrode that holds the nut that is attached to the panel in the welding operation.

They put a wire through the hole in the electrode, insulating it away from the

electrode so as it passes through it will only make contact with the weld nut.

Since the weld nut is metal, it conducts electricity and with the nut present,

current will flow through, allowing the machine to complete its cycle.
Synthesis of the Study

The synthesis of all the given related studies and literatures corresponds

on human behaviour on which to commit mistakes and errors from the results of

low education levels of the owners, managers and employees; flat organization

structure; number of employees; high turnover; low profit margins; low

investment capital; scarcity of workforce and skilled labour; Informality; low

availability of data and the necessity to obtain short-term results that leads to

different kind of waste not only in product but also in the energy exerted by the

workforce. Based on the studies, they used powerful lean tools such as Lean Six

Sigma, VSM and Kaizen to eliminate waste, overproduction and produce highly

skilled workers.

Through the these different studies we can make a theory,

recommendation and provide a conclusion on what are the main problems that a

food industry face an what are the powerful lean six sigma tools to use depends

on the given situation therefore no matter what problem arise from the company

we are going to eliminate, improve then recommend on how to deal with their

problems through the help of these related studies and literatures about food

enterprises and bakeries.

 Chapter III

RESEARCH METHODOLOGY

This chapter presents the research design and the methods to be used in

the study. Furthermore, this chapter presents the data gathering instruments and

procedures followed by the researchers to come up with the conclusion that

would lead to the vital recommendations of the researchers for this study.

Participants of the Study

The researchers gathered information from all the employees of the Nita’s

Food Products Enterprise. The current employees of the company from the top

organization to the production workers are 15 to 20. In order to come up with the

required information, the researchers study concentrated within the company.

The purpose of the study was to classify the wastes in the manufacturing

company and the application of lean in order to improve the company’s

efficiency. Through this, Nita’s Food Products Enterprise will eliminate wastes,

improve profitability and reduce costs and product’s variability.

Data Gathering Procedure

First, the researchers looked for a company where researchers can

conduct the study. After finding a company which is Nita’s Food Products
Enterprise located at Bawi, Padre Garcia Batangas, we started conducting the

study. A permit to conduct the study will be obtained from the thesis adviser and

an approval from the management of the Nita’s Food Products Enterprise. The

researchers observe inside the production area and interviewed the workers and

the owner about the problems they encounter in the company.

In the conduct of the study, the researchers started to gather the materials

necessary that will be utilized in the study. The researchers convey a self-made

questionnaire.

DMAIC

DMAIC refers to a data-driven quality strategy for improving processes,

and is an integral part of the company’s Six Sigma Quality Initiative, but in

general can be implemented as a standalone quality improvement procedure or

as part of other process improvement initiatives such as lean. DMAIC is an

acronym for five interconnected phases: Define, Measure, Analyze, Improve, and

Control.
 Figure 3. DMAIC Process

A3

A3 problem-solving tool is a bright example of how problems should be

treated in order to be eliminated efficiently. The A3 process allows groups of

people to actively collaborate on the purpose, goals, and strategy of a project. It

encourages in-depth problem solving throughout the process and adjusting as

needed to ensure that the project most accurately meets its intended goal. The

A3 process helps an organization sharpen its proverbial axes by fostering

effective collaboration, bringing out the best problem solving in teams.

 Figure 4. A3 Sample

Value Stream Mapping

Value stream mapping (VSM) is a lean manufacturing technique to

analyze, design, and manage the flow of materials and information required to

bring a product to a customer. It uses a system of standard symbols to depict

various work streams and information flows. Items are mapped as adding value

or not adding value from the customer’s standpoint, with the purpose of rooting

out items that don’t add value.

The first step towards creating a lean environment – increasing value and

removing waste – is analyzing the value stream.

 Figure 5. VSM Sample

5 Why’s

5 Whys is an iterative interrogative technique used to explore the cause-

and-effect relationships underlying a particular problem. The primary goal of the

technique is to determine the root cause of a defect or problem by repeating the

question "Why?”. Each answer forms the basis of the next question. A problem-

solving analysis technique that seeks to find the root cause of trouble quickly.

When a self-evident problem arises, a question of why it happened is

posed. Once the why question is answered, another why question is posed to

address the previous answer. This continues until at least 5 levels of cause and
effect for the problem are exposed. This generally provides an adequate

overview of what is happening and points to a solution.

Figure 6. 5 Why’s Proces

Data Treatment
This section explains the data collected and what to do with the data

gathered. Through this, data can be verified and extended. In this study, the data

treatment used is Lean tools and principles. Treatment of data is necessary in

order to make use of the data gathered in the right method. The collection of data

is only one of the aspect of research. Thus, the researchers identified different

Lean tools for the data to come up with the appropriate conclusion and

recommendation.
Just-In-Time (JIT)

This strategy helps companies lower their inventory carrying costs,

increase efficiency, and decrease waste. Ordering inventory on an as-needed

basis means that the company does not hold any safety stock, and it operates

with continuously low inventory levels. The JIT system can produce long-

term benefits like cost savings, lower production costs and better customer

satisfaction. Rather than producing goods and supplying customers from stock,

JIT processes focus on producing exactly the amount you need at exactly the

time your customers need it.

Kanban (Pull System)

It is a method of regulating the flow of goods both within the factory and

with outside suppliers and customers. Based on automatic replenishment

through signal cards that indicate when more goods are needed. Eliminates

waste from inventory and overproduction. With Kanban, products and

components are only manufactured when they are needed. This eliminates

overproduction. Raw materials are not delivered until they are needed, reducing

waste and cutting storage costs.

 
Standard operating procedure (SOP) 

Standard operating procedures are written, step-by-step instructions that

describe how to perform a routine activity. Employees should complete them in

the exact same way every time so that the business can remain consistent. It is

use for elimination or reduction of operator errors, used in continuous

improvement initiatives in operations, useful in solving production problems and

used as evidence of compliance to quality standards and quality standards.

5S

5S is a system to reduce waste and optimize productivity through

maintaining an orderly workplace and using visual cues to achieve more

consistent operational results. Implementation of this method "cleans up" and

organizes the workplace basically in its existing configuration, and it is typically

the first lean method which organizations implement. The 5S pillars, Sort (Seiri),

Set in Order (Seiton), Shine (Seiso), Standardize (Seiketsu), and Sustain

(Shitsuke), provide a methodology for organizing, cleaning, developing, and

sustaining a productive work environment.

 Chapter 4

Presentation, Interpretation and Analysis of Data

Every Friday po at pag maaga po labas namen, pumupunta kami sa

company tas tinitimbang po naming kung ilan ang defects na product.

Gawa po ng maling material handling. Are po ay nasa timba tas tinimbang

po namen yung mga wastes minus timbang ng timba

August 23
Aug 30 2.8 kgs
2.4 kgs

Sept 13 1.9 kgs, 2.3 kgs

Sept 27 1.5 kgs
Oct 3 1.2 kgs , 1.1 kgs
Oct 4 1 kg , 2.3 kgs
Oct 11 1.6 kgs
Oct 14 1.3 kgs
Oct 22 2.1kgs, 2 kgs
Oct 25 1.7 kgs
Nov 7 1.4 kgs
Nov 8 2.4 kgs
Nov 14 2.2 kgs, 1.3 kgs
Nov 19 2.7 kgs
Nov 22 2.6 kgs, 1.4 kgs
Nov 25 2.8 kgs