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This study about Improvement of Raw Material in Outbound Process to demonstrates the
application of Lean techniques to improve the working process by reducing non-values added
activities. The Value Stream Mapping are utilized to identify the value-added activities, non-value
activities and necessary. After that, the ECRS in waste reduction is applied to improve the working
process by using product line balancing of process layout for changing the flow of raw material to
balance production line. To keep the flow of goods on a continuous basis, do not waste time
moving products during production. And reduce the free time of worker to the minimum, transfer
time and waiting time can be reduced. In this study, the proposed layout is a design on the basis of
operation process for fuel pump packing. After the renovation, not only it can reduce wasted time
in the work process but the company can use the space effectively and can reduce the risk of health
problems that can create safety for workers.
I
Acknowledgement ACKNOWLEDGEMENT
I have been working in Kerry Logistics (Thailand) Limited at Hemaraj Eastern Seaboard
Industrial Estate, 500/25 Moo3 Tambol Tasit, Ampher Pluakdaeng, Rayong 21140, Thailand.
Since 8 January to 27 April 2018. During I work there, I got a lot of knowledge and more of great
experiences. So my Co-Operative Education and Co-Operative Education report will not be
successfully completed if I don’t have any suggestion and assistance from these people as
following:
Mr.Somkit Boonyasornsiri
And many more people who had given the support and recommendation in processing the
report, I would like to thank to everyone who support, supervisor and give me every good
suggestions until the report is successfully completed.
II
Table of Content
Abstract ...................................................................................................................... I
Acknowledgement .................................................................................................... II
Table of Content.......................................................................................................III
Table of Figure .......................................................................................................... V
Table of Tables.......................................................................................................... V
Chapter I .....................................................................................................................1
Introduction ............................................................................................................................................... 1
Company Profile ....................................................................................................................................... 1
About Nature of the Assigned Department and Job Supervisor ........................................................... 3
About Student Assigned Position and Job Description......................................................................... 3
Chapter II ...................................................................................................................4
Student Assigned Job Responsibility ........................................................................................................ 4
Chapter III ..................................................................................................................5
Theory and Related Content ..................................................................................................................... 5
Principles and roles of warehouses ........................................................................................................... 5
Basic Principles of Warehouse and Inventory Management ................................................................ 5
The Problem of Traditional Inventory Planning Approaches ................................................................... 5
First in First out Method ........................................................................................................................... 6
Warehouse Operations .............................................................................................................................. 6
Definitions of Time Study ........................................................................................................................ 7
Standard Time ........................................................................................................................................... 9
Determining allowances and Standard time ......................................................................................... 9
8 Steps in Time Study .......................................................................................................................... 11
Theory and formulas for standard time calculation ................................................................................ 11
Production time per work piece (Takt Time) ...................................................................................... 11
Production time (Cycle Time) ............................................................................................................. 11
Concepts and Principles of Lean ............................................................................................................. 12
Finding a Standard Time .................................................................................................................... 12
Predetermined-Time System or Synthesis Time .................................................................................. 13
ECRS Principle for Reducing the Average Cycle Time ......................................................................... 13
III
Value-Stream Mapping ........................................................................................................................... 13
New plant layout ..................................................................................................................................... 14
Conceptual Framework ........................................................................................................................... 14
Chapter IV ................................................................................................................15
Method of Project and Result of Study................................................................................................... 15
(I) Study the current work of the company ....................................................................................... 15
(II) Study the workflow ...................................................................................................................... 16
Determining allowances and Standard time ............................................................................................ 20
Cycle Time Calculations ......................................................................................................................... 21
(VI) Summarize the results ................................................................................................................. 25
Reference..................................................................................................................25
Appendix ..................................................................................................................26
Author Biography ....................................................................................................28
IV
Table of Figure
Figure 1: Flow Chart of the Organization ...................................................................................................... 2
Figure 2: Flow process of raw material inside warehouse ........................................................................... 6
Figure 3: Formula to finding standard time .................................................................................................. 9
Figure 4: Value stream mapping showed the outbound process of Delphi ............................................... 22
Figure 5: Existing Layout ............................................................................................................................. 24
Figure 6: Propose Layout ............................................................................................................................ 24
Figure 7: Welcome lunch, Figure 8: Checking stock ................................................................................... 26
Figure 9: Safety Hours, Figure 10: Investors visit ........................................................................................ 26
Figure 11: Scanning labels, Figure 12: Onsite project learning ................................................................... 27
Figure 13: Labeling, Figure 14: GMP Training ............................................................................................. 27
Figure 15: Facilitate customers ................................................................................................................... 28
Figure 16: Farewell Party, Figure 17: Senior from faculty .......................................................................... 28
Table of Tables
V
Chapter I
Introduction
Company Profile
About Kerry Logistics (Thailand) Limited
Kerry Logistics Network is headquartered in Hong Kong. As of 2016, they managed 46 sq.
m. of logistics facilities (24m sq. self-owned) globally, with a fleet of 8,100+ self-owned vehicles
and over 700 service locations. KLN's business in ASEAN started in 2002, with both integrated
logistics and international freight forwarding operations in Thailand. In 2003, KLN completed the
development of a logistics centre, with a total GFA of approximately 181,000 sq. m. in Laem
Chabang, south of Bangkok, Thailand. In 2004, KLN acquired an initial equity interest in Kerry
Siam Seaport Limited (formerly "Siam Seaport Terminal & Warehouses Co., Ltd.”). As of 2013,
KLN holds 79.52% interest in Kerry Siam Seaport Limited. Kerry Siam Seaport Limited operates
Kerry Siam Seaport, a multi-purpose port terminal located near Laem Chabang.
Kerry Logistics has purchased 55,000 sq. m. of land at the Eastern Seaboard Industrial
Estate (ESIE) in Thailand’s Rayong Province, 35km from the Laemchabang Seaport. The company
plans to set up a 35,000 sq. m. for serve the logistics parts of automobile industry on the site that
nearby Ford and Mazda Factory.
About the service of Kerry Logistics Rayong the service status in the logistics line is 3PL
(Third Party Logistics) It serves as both a warehouse and a distribution center. Intermediate to
transport cargo. Kerry Logistics is the bridge between a supplier and its customers. To store
products efficiently and to efficiently meet customer requirements by one stop service from
inbound to outbound. The type of service is Cross dock it’s a convenient way to transport goods.
When a truck arrives with a product that needs sorting. Collection of goods for delivery with the
other goods. And outboundtruck may be heading to manufacturer factory (Manufacturing site).
1
Figure 1: Flow Chart of the Organization
2
About Nature of the Assigned Department and Job Supervisor
Warehouse operations managers are tasked with ensuring the efficient flow of products in
and out of the facility, optimizing the building’s layout, making sure orders are fulfilled and
products are in stock, but not overstocked. Add ensuring profitability and minimizing overhead
and labor costs to the mix, and warehouse operators have their work cut out for them.
3
Chapter II
The main purpose of warehouse is to manage movement of product it’s depend on type of
product or material. To reduce time for customers. All have an impact on the expected roles that
warehouse management. The design and use of the warehouse must be in line with the specific
requirements of the goods. Warehouses are cost effective when it is low cost and designed to meet
the level of service required by the customer. For increase efficiency of operation in warehouse
we must to design the process to match with storage area in warehouse and specialty products and
packaging. Because the product of our customer is material for produce the medical equipment.
5
First in First out Method
The first in first out method (“FIFO”) simply means that what comes in first will be handled
first, what comes in next waits until the first one is finished. In other words, FIFO is a method of
inventory valuation based on the assumption that goods are sold or used in the same chronological
order in which they are bought. FIFO describes the principle of a queue processing technique or
servicing conflicting demands by ordering process by first come, first serve behavior.
Warehouse Operations
Each warehouse is designed to meet specific requirements of the product. There are several
functions or functions that are common in most warehouses. The operation will be applied to the
warehouse of Kerry Logistics is Manned labor force to store goods in the warehouse. The flow of
raw materials is shown in Figure 3.1.
RECEIVING
WAREHOUSE STORE UP
PICKING BY ORDER
CUSTOMER
6
Receiving – the process of unloading, checking quality and quantity, and dissembling or
repacking items for storage.
Pre-packaging – this process for sorting and packing product to matching lot and quantity.
Put away – defining the appropriate location for items and transferring them to the specified
storage location to wait for demand.
Order picking – retrieving items from their storage locations that bases on FIFO Method
and transporting them either to a sorting process or straight to the shipping area.
Shipping – inspecting, packing, palletizing and loading items into a carrier for further
delivery.
Time study may be defined as “the art of observing and recording the time required to do
each detailed element of an industrial operation”. The term industrial operation includes manual,
mental and machining operations, where:
(i) Manual time is divided into three types of operations, i.e. handling of tools, machines
and materials.
(ii) Mental time includes time taken by the worker for thinking over some operations.
(iii) Machining time includes time taken by the machines in doing its share of work. Task
time study standardizes the time taken by average worker to perform these opera-tions.
It can also be defined in the following words “work measurement” is the application of techniques
designed to establish the time for a qualified worker to carry out a specified job at a definite level
of performance.
(i) It is useful in determining the standard time for various operations, which helps in
fixing wages and incentives.
(ii) It is useful to estimate the cost of a product accurately.
(iii) It helps in production control.
(iv) It helps in predicting accurately as to when the work will be completed and hence
customers can be promised to take delivery on a fixed date.
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(v) Using the time study techniques, it can be found that how much machines an opera-tor
can run.
(vi) Standard time data is used as the basis for labor cost control.
Interpreting these result, K. Jirapatarasil (2002) suggested that the meaning of time education
is finding a standard time to work. Used to measure the work time. The results of the study
were: Standard Time (Standard Time)
8
Standard Time
It is the time, which is taken by a normal worker for a specific task or job, working under moderate
conditions and includes other allowances such as fatigue, setting of tool and job, repairing of tool,
checking of job etc.
1. Relaxation Allowance: This allowance depends upon the nature of the job, and includes
following two categories of allowances:
It provides for the necessity to go away from the work place to attend the personal needs
such as washing, going to lavatory, getting a drink etc. It is commonly taken as 5% for
male and 7% for female worker.
1. A constant portion, (the minimum or basic fatigue allowance) which must be adequate
for a worker who carries out the job while seated engaged on light work in ideal working
condi-tions. This is generally considered as 4% for both men and women.
2. A variable portion is added when the working conditions are severe. It is based on factors
which vary the working conditions. These factors are (a) standing or other abnormal
position, (b) use of force, (c) light, (d) air, (e) visual strain, (f) manual-strain, (g) mental
strain.
9
Standing: When an operator works in a standing position, he feels more tired. To overcome
this fatigue an allowance (usually 2%) is given to the workers. However, a seat must be
provided wherever possible. Depending upon the strain involved in working while
remaining in the abnormal position, an allowance of 2.5 to 10% is allowed based on the
posture.
Use of Force: For lifting or carrying weights, muscular energy is consumed, for which due
allowances are given depending upon the quantum of weight. It requires an al-lowance of
10% for force up to 2 kg. And 20% for loading weights up to 50 kg.
Light: When lighting is below the prescribed illumination level and it is not possible to
improve it, an allowance in proportion to amount of strain is allowed.
Visual Strain: Visual strain is caused by giving very close attention to the work piece or
the instrument being used, as in watch making. Maximum visual strain allowance is 4% in
good light and 8% under poor light conditions.
Manual Strain: This is the strain caused by the repeated use of certain members of the
body.
Mental Strain: Mental strain is caused due to prolonged concentration or due to repeated
use of certain mental faculties’ viz. to attend to a number of machines, as in weaving, or to
do mental arithmetic.
Other Factors: Allowances for fatigue is also required to be allowed in following cases:
10
8 Steps in Time Study
So, the theory that will reference timekeeping to standardize the number of employees and
improve the process is as follows.
Is the clock count of the clock when used in the production it will mean the most
time employees can use to produce work pieces to respond to customer’s need. This will
allow you to produce one piece of work. The Takt Time can be calculated from the formula
below. Excluding time, meetings and repair.
𝐴𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒 𝑇𝑖𝑚𝑒
𝑇𝑎𝑘𝑡 𝑇𝑖𝑚𝑒 =
Customer Demand
Cycle Time refers to the time that an employee uses the product for which he or she
is responsible for each work cycle. An employee may be responsible for only one task. Or
many jobs. This will start from the start of the work until the time back from the beginning
to start production in the next round. (K. Jirapatarasil, 2002, p.08)
11
Concepts and Principles of Lean
- Towards Perfection
There are two types of goods and services. Value Adding Activity is any activity that
changes a product. Or to add value to the product, such as the assembly of equipment or parts into
the assembly line. Forming parts. Non-Value Adding Activity is any activity. That does not change
the product. Do not add value to the product, such as repair work due to wrong assembly.
Employees sit while machines are working. Looking for work pieces, walking, etc.
Finding the standard time of the job is a step that follows from the study of how it works
until found how the work best. If the way of doing the study is a new way, let the practitioner to
work until he is familiar with the skill. It may take a week or a month to begin studying.
Standard Time It is a time to work one piece under the following conditions.
12
Predetermined-Time System or Synthesis Time
Time study to obtain standard time from prediction before actual occurrence or time
synthesis using time-varying, And in time study, use a stopwatch. The time scale used to study
time is 1/100 minutes or 0.01 minutes.
ECRS is one of the motion study technique used to improve production lines. ECRS processes
activities with the following core principles:
E= Eliminate unnecessary work
C= Combine operations
R= Rearrange sequence of operations
S= Simplify the necessary operations
Earlier research works applied work study and ECRS technique to improve efficiency of
production line.
Value-Stream Mapping
Value stream mapping is a lean-management method for analyzing the current state and designing
a future state for the series of events that take a product or service from its beginning through to
the customer. A value stream focuses on areas of a firm that add value to a product or service,
whereas a value chain refers to all of the activities within a company. At Toyota, it is known as
"material- and information-flow mapping".
Purpose of value stream mapping The purpose of value stream mapping is to identify and remove
or reduce "waste" in value streams, thereby increasing the efficiency of a given value stream.
Waste removal is intended to increase productivity by creating leaner operations which in turn
make waste and quality problems easier to identify.
13
Improve Workplace Layout
The revision and rewriting of the plan is aimed at eliminating waste in a prolonged process.
The layout of the plant to suit the production process, such as changing the location of the machine.
To reduce the time spent moving and moving employees. The new layout is: (1) Process Layout
(2) Layout by product type (Product Layout). In improving this flowchart, we will implement
improvements in the layout. Product Line Balancing, which processes the machines according to
the production process. And balancing the production line to keep the flow of goods on a
continuous basis, Do not waste time moving products during production. And reduce the free time
of work to the minimum.
Conceptual Framework
Earlier research works applied work study and ECRS technique to improve efficiency of
production line. Awapak et al. (2011) used ECRS technique and single minute exchange of die
(SMED) method to reduce idle time during the ice-cream making process.
Miranda (2011) proposed to adopt ECRS in increasing man efficiency of the clean room
assembly process that was affected on manpower cost reduction of one electronics manufacturer
in Philippines.
Somkit Boonyasornsiri (2016) conducted a study to reduce the problem of late delivery of
goods and high cost. Improve the efficiency of product delivery in time. Using “Fishbone analysis”
and part of problem solving using “Lean Concept”. The results of the study showed that the
problem can be solved for the purpose set in the third month.
This was one basic effective tool that can be used in manufacturing efficiency improvement. It
was applied for improving in this study.
14
Chapter IV
15
(II) Study the workflow and record time of each process by using the Predetermined-Time
System or Synthesis Time
a. In Time Cycle Delphi Packaging, Delphi customers have a short and fast process.
So, the timer to study the right time for the job is “Continuous Timing” is a timer
without stopping the clock to record the time. I will let the clock go on. The time
recorder observes the time at the end of the subtitle. Match any time in the clock. It
records the time, so the time of the various tasks. It is a time record that is
continuous. This is called "R" time. The R-value of the sub-task must be calculated.
Subtract the R-value of a given sub-task. We obtain the time of the subtask, called
the time T.
b. The time study in each of these processes is based on direct time study,
Which is the study of time spent by skilled employees. Use normal situations and
normal locations. Counting times are calculated in order to divide the average
standard time in each process. Study steps are as follows. (1)Find the basics of the
work to study time.(2)Split each task and record it.(3)Observe and measure
employee timekeeping.(4)Summary of performance rates.(5)Find work
allowance.(6)Find a standard time to work.
16
Table of Net Time Captured by Each Process
S tep 1 : Time to remove items out of the box.
Worker 1 Worker 2 Worker 3
Row 1 0:00:00 0:00:20 0:00:20 0:00:10 0:00:32 0:00:22 0:00:30 0:00:54 0:00:24
Row 2 0:00:20 0:00:43 0:00:23 0:00:35 0:00:56 0:00:21 0:00:55 0:01:20 0:00:25
0:00:21 0:00:22 0:00:25 0:00:23 0:01:31 0:00:04
Row 3 0:00:44 0:01:06 0:00:22 0:01:00 0:01:22 0:00:22 0:01:21 0:01:47 0:00:26
Row 4 0:01:06 0:01:26 0:00:20 0:01:22 0:01:47 0:00:25 0:01:49 0:02:15 0:00:26
17
Piece 1 0:01:52 0:02:00 0:00:08 0:09:02 0:09:12 0:00:10 0:00:02 0:00:12 0:00:10
Piece 2 0:02:00 0:02:11 0:00:11 0:09:12 0:09:22 0:00:10 0:00:12 0:00:18 0:00:06
Piece 3 0:02:11 0:02:20 0:00:09 0:00:09 0:09:22 0:09:31 0:00:09 0:00:09 0:00:18 0:00:26 0:00:08 0:00:08 0:00:09 0:02:57 0:00:09
Piece 4 0:02:20 0:02:28 0:00:08 0:09:31 0:09:40 0:00:09 0:00:26 0:00:34 0:00:08
Piece 5 0:02:28 0:02:37 0:00:09 0:09:40 0:09:49 0:00:09 0:00:34 0:00:43 0:00:09
1 st time 0:11:05 0:12:00 0:00:55 0:10:40 0:11:30 0:00:50 0:02:06 0:03:01 0:00:55
2 nd time 0:14:50 0:15:41 0:00:51 0:01:03 0:02:01 0:00:58 0:01:52 0:02:49 0:00:57
0:00:53 0:00:53 0:00:55 0:00:53 0:00:53 00:00:10
3 rd time 0:14:47 0:15:39 0:00:52 0:02:16 0:03:06 0:00:50 0:01:41 0:02:37 0:00:56
4 th time 0:09:08 0:10:00 0:00:52 0:00:37 0:01:32 0:00:55 0:09:10 0:10:01 0:00:51
Box 1 0:04:54 0:05:22 0:00:28 0:01:38 0:02:03 0:00:25 0:03:56 0:04:20 0:00:24
Box 2 0:05:22 0:05:49 0:00:27 0:03:15 0:03:42 0:00:27 0:05:12 0:05:35 0:00:23
0:00:27 0:00:26 0:00:24 0:00:25 0:08:30 0:00:09
Box 3 0:05:49 0:06:15 0:00:26 0:04:25 0:04:51 0:00:26 0:00:00 0:00:25 0:00:25
Box 4 0:06:15 0:06:42 0:00:27 0:04:51 0:05:16 0:00:25 0:02:58 0:03:21 0:00:23
S tep 5 : Raise each box up the pallet with tagging and wrapping film.
Table 3: Table of net captured by each process (2)
Pallet 1 0:00:00 0:02:47 0:02:47 0:00:03 0:03:01 0:02:58 0:00:00 0:00:00 0:00:00
18
Pallet 2
0:02:52 0:02:48 0:00:00 0:02:50 0:02:50
Pallet 3 0:00:00 0:02:59 0:02:59 0:05:58 0:08:45 0:02:47 0:00:00 0:00:00 0:00:00
Pallet 4 0:03:03 0:05:54 0:02:51 0:08:50 0:11:25 0:02:35 0:00:00 0:00:00 0:00:00
S tep 6 : Forklift lift up the pallet on the car and employee sorting the box
Round 1 Round 2 Round 3
1 Pallet 0:00:00 0:20:55 0:20:55 0:00:05 0:20:02 0:19:57 0:00:01 0:20:55 0:20:54
2 Pallet 0:00:03 0:19:59 0:19:56 0:00:02 0:20:01 0:19:59 0:00:00 0:19:47 0:19:47
0:20:10 0:19:59 0:20:28 0:20:12 0:20:12
3 Pallet 0:00:05 0:20:02 0:19:57 0:00:03 0:20:05 0:20:02 0:00:55 0:21:06 0:20:11
4 Pallet 0:00:00 0:19:51 0:19:51 0:00:06 0:20:02 0:19:56 0:00:04 0:21:05 0:21:01
Average time to wait for transportation (starting from the car to pick up goods at Kerry warehouse)
Day 1 Day 2 Day 3
Round 1 8:50:00 ###### 2:00:00 ###### ###### 2:30:00 ###### 0:00:00 ######
2:02:30 2:27:30 0:00:00 2:15:00
Round 2 8:55:00 ###### 2:05:00 ###### ###### 2:25:00 ###### 0:00:00 ######
Schedule of work breaks by deducting the break time specified by the company.
19
Determining allowances and Standard time
The allowance to be added to the normal time, following types of allowances are
considered. (1)Personal Need Allowance: It provides for the necessity to go away from the
work place to attend the personal needs such as washing, going to lavatory, getting a drink
etc. It is commonly taken as 5% for male and 7% for female worker. (2)Fatigue Allowance:
The allowance is based on the following conditions: Comfortable condition 23 minutes /
day. (3)Basic Fatigue Allowance: set by the International Labor Organization (ILO) at 4%.
The data from the time study of work can be as follows:
20
Cycle Time Calculations Is the actual time each process is accomplished. If
cycle time is less than Takt Time, the average time per work piece is no problem. Bottle
neck is a bottleneck that causes loss to the production line. This will cause the waiting time
of the work during production) and will result in the production does not meet the needs of
customers. Cycle Time is derived from the real time at the site. The unit is the time unit,
seconds per piece. Seconds on the process. Minutes per process, etc.
The value obtained from the cycle time of each process compared to the value
calculated from the production time to work (Takt Time). Takt Time is displayed as False,
which is a process that needs to be modified.
21
(IV)
3 Shift /Days
Lunch : 1 Hr.
Value Stream Mapping
Available Time : 8 Hr.
Production Control
Supplier Customer
Delphi (IND) POAI and SYC
INFORMATION FLOWS
SKU : RT 50 D : 1080 pcs/Days
I I I
Weekly Order SYC 1200 pcs
2500-5500 360 pcs
pcs * 2 TEU Kerry Production Supervisor Daily Order
Productions, QC, Thirt Party
Transportation Data Box
Delivery 1 Shift/ POAI
frequency : Days
Transportation Data Box Lot size : 1200 pcs/
Delivery 1 Shift/ Transport 1 Days/ Transportation Data Box
22
frequency : Week Daily Daily fime : Week Delivery 3 Shift/
Shift schel : 3 Hr. frequency : Days
2500-5500
Lot size : Daily Daily Lot size : 360 pcs/
pcs/ TEU
Daily Daily Transport 7 Days/
Transport 1 Days/ MATERIAL FLOWS Inventory Data Box fime : Week
fime : Week FIFO Days : 15 Shift schel : 2 Hr.
Shift schel : ## Hr. SKUs : RT 50 Returnable 72 Box/
Box : Round
Loadign Process
Checking Resistance Marked After Check Cleaning And Packing Sorting, Tagging,
Unpacking 1
Loading 1
1 1 1 Wrapping 1
T/T : 49 sece T/T : 49 sece T/T : 49 sece T/T : 49 sece T/T : ## sece T/T : ## secs
C/T : 13 secs C/T : 30 secs C/T : 3 secs C/T : 30 secs C/T : 170 secs C/T : 20.12 min
Avail : 28,800 secs
I Avail : 28,800 secs
I Avail : 28,800 secs
I Avail : 28,800 secs
I Avail : 28,800 secs
I Avail : 28,800 secs
Up time : 99% 72 pcs Up time : 99% 72 pcs Up time : 99% 72 pcs Up time : 99% 72 pcs Up time : 100% 72 pcs Up time : 95%
Batch size : 20 pcs Batch size : 20 pcs Batch size : 20 pcs Batch size : 20 pcs Batch size : 72 pcs Batch size : 72 pcs
Total Time : 9.36 min Total Time : 21.6 min Total Time : 2.16 min Total Time : 21.6 min Total Time : 7.5 min Total Time : 20.12 min
23
2. The present workplace layout was analyzed to identify the problem under flow
material operation.
Door
1 2 3 5 7
Unpackin Checking and
Store
g Packing
Existing Layout
Figure 5: Existing Layout
3 2 1
Empty Unpacking, Checking and
Store
Box Packing
Prepose Layout
Figure 6: Propose Layout
24
(VI) Summarize the results of the problem solving that analysis from the time study in the
work process of the employees in the organization.
In this study, the proposed layout is a design on the basis of operation process and based
on material flow. According to the tables of workflow for fuel pump packing, it should be
modified for the layout for convenient workflow. The distance of the process can be
reduced not only reduced the waste time but after the renovation, the company can use the
space effectively and can reduce the risk of health problems that can create safety for
workers because it can reduce accidents from the object which were not in process.
Reference
Rushton, A., Croucher, P., & Baker, P. (2014). The handbook of logistics and
distribution management: Understanding the supply chain. Kogan Page Publishers.
Ram D. Vaidya & Prashant N. Shende (2012). Design and Improvement of Plant
Layout: Production Engineering & Mech. Department YCCE, Nagpur.
25
Appendix
Figure 7: Welcome lunch Figure 8: Checking stock
26
Appendix
27
Appendix
28
Author Biography
29
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