Assela Malt Factor: Ambo University Hachalu Hundesa Cumpas

Assela Malt Factor
AMBO
UNIVERSITY HACHALU HUNDESSA CAMPUS
DEPARTMENT OF INDUSTRIAL ENGINEERING FINAL
INTERNSHIP REPORT AND PROJECT
HOSTING COMPANY:- ASSELA MALT FACTORY
TITLE:- IMPROVING THE LAYOUT OF BELT CONVEYOR
AND PACKAGING MACHINE
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Assela Malt Factor
DECLARATION
We are fourth year industrial engineering student, whom we took internship experience from
ASSELA MALT FACTORY from the period of march -23 2020 to February-5 2021G.C under
the guidance of MR. MISGANEW ABDISA (Advisor) and MR. SHIMALIS DEBEBE
(company supervisor) All relevant resources of information used in this paper have been duly
acknowledged.
Name of student Signature Date
This is to certify that the above statement made by the candidate is correct to the best of our
knowledge and belief. This report has been submitted for presentation with my approval.
MISGANEW ABDISA
Name of monitor Signature Date
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Assela Malt Factor
ACKNOWLEDGMENT
First and foremost, we would like to acknowledge God who helps us and being with throughout
our endeavour. Then we would like to express our deepest gratitude to all management and staff
members' of Asella malt factory for kindly assistance in all aspects.They have worked to keep us
on the right track and timely accomplishment of the study. Really without their committed
support it would have difficult for us to successfully complete my internship activity.
We would also like to thank our Advisor Misganew Abdisa and our supervisor Shimalis Debebe
they earnest attend and constructive comments throughout the analysis and preparation of the
report. we are grateful to all employment of Asella Malt Factory that responded to all questions
with patience and gave necessary for this study and for the lovely interaction during our attach.
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Assela Malt Factor
SUMMARY EXECUTIVE
This document is a report about our internship in Assela Malt Factory. The Internship has been
given a great experience for us who shined us with great exposure to the practical world besides
the theoretical knowledge that we gained from academic institution. The report is presented in
two parts. Part one is the report of our internship and part two is project each chapter in outline
as below.
Part one has five chapters: chapter one is concerned about the back ground of the company; its
activities, organizational structure and end users. The second chapter is about the overall work,
responsibilities and assignments experience gained during the internship period. Consequently
the third chapter focuses on the process description of Assela malt factory.
In the fourth chapter the overall benefits we gained from internship and the final in chapter five
the general conclusion and recommendation.
Part two has five chapter: chapter one is concerned about the introduction of our project. The
second chapter is literature review and the third chapter is methodology and data collection The
fourth chapter is result and discussion and the finally chapter five are conclusion and
recommendation of our projects
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Assela Malt Factor
Table of Contents
DECLARATION............................................................................................................................II
ACKNOWLEDGMENT.................................................................................................................II
SUMMARY EXECUTIVE...........................................................................................................IV
PART ONE:- REPORT PART OF OUR INTERNSHIP AT ASSELA MALT FACTORY. 1
CHAPTER ONE............................................................................................................................1
BACK GROUND OF ASSELA MALT FACTORY (AMF).....................................................1
1.1 Brief history of Assela malt factory.......................................................................................1
1.2 The main product or service...................................................................................................3
1.2.1 Main customers...............................................................................................................3
1.3 Vision of the Factory..............................................................................................................3
1.4 Mission of the Factory...........................................................................................................4
1.5 Values of the Factory.............................................................................................................4
1.6 Strategies................................................................................................................................4
1.7 Objective of the Company.....................................................................................................5
1.8 Organizational Structure and work flow................................................................................5
CHAPTER TWO...........................................................................................................................7
OVERALL INTERSHIP EXPERIENCE...................................................................................7
2.1 How we get into the company................................................................................................7
2.2 The section we have been working........................................................................................8
2.3 The work flow in the section..................................................................................................8
2.4 The work task we have been execute.....................................................................................9
2.5 The procedure I have been using when performing my task.................................................9
2.6 How good we have been in performing our work task........................................................10
2.7 The challenge we have been facing during performing our work task................................10
2.8 The measure that we have taken in order to overcome our challenges................................11
2.9 Types of barley and Variety.................................................................................................11
2.9.1Two row barley has........................................................................................................11
2.9.2 Six row barley has a......................................................................................................11
CHAPTER THREE.....................................................................................................................12
PROCESS DESCRIPTION........................................................................................................12
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Assela Malt Factor
3.1 Process description of malt production at the factories.......................................................12

3.2 Process Description of malt production...............................................................................13
3.2.1 Machine tower...............................................................................................................13
3.3 Parts and Working principle of machines............................................................................14
3.3.1 Hopper...........................................................................................................................14
3.3.2 Chain conveyor..............................................................................................................14
3.3.3 Elevator.........................................................................................................................15
3.3.4 Pre cleaned machine......................................................................................................15
3.3.5 Magnetic separator........................................................................................................15
3.3.6 Cyclone..........................................................................................................................16
3.3.7 Balancing Machine........................................................................................................17
3.3.8 Cleaning and grading.....................................................................................................17
3.3.9 Decupling......................................................................................................................19
3.3.10 Grain cooler.................................................................................................................20
3.3.11 Dispatching machine...................................................................................................21
3.3.12 Silo...............................................................................................................................21
3.3.13 Steeping.......................................................................................................................22
3.3.14 Germination.................................................................................................................24
3.3.15 Old Germination Box..................................................................................................24
3.3.16 New Germination........................................................................................................26
3.3.17 Kilning........................................................................................................................27
3.4 General utility of the factory................................................................................................29
3.4.1 Water treatment.............................................................................................................29
3.4.2 Goiler.............................................................................................................................29
3.4.3 Cooling..........................................................................................................................30
CHAPTER FOUR.......................................................................................................................31
OVERALL BENEFITS WE GAINED FROM INTERNSHIP...............................................31
4.1 Value of Internship...............................................................................................................31
4.2 Benefit In terms of Improving My Practical Skills..............................................................31
4.3 Improving interpersonal communication skill.....................................................................32
4.3.1 Improving team playing skill........................................................................................32
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Assela Malt Factor
4.3.2 Improving Leadership skill...........................................................................................32

4.4 Understanding about work ethics and related issues...........................................................33
4.5 Benefit in terms of gaining entrepreneurship skills.............................................................34
CHAPTER FIVE.........................................................................................................................35
5. CONCLUSION AND RECOMMENDATION.....................................................................35
5.1 conclusion............................................................................................................................35
5.2 Recommendation.................................................................................................................35
5.2.1 For cleaning and grading machine:...............................................................................35
5.2.2 Design of cover grain on steep tank..............................................................................36
5.2.3 In germination process..................................................................................................37
5.2.4 In kilning process..........................................................................................................37
5.3 Recommendation for company............................................................................................38
5.4 Recommendation for University..........................................................................................40
PART TWO: PROJECT.............................................................................................................41
IMPROVING LAYOUT OF BELT CONVEYOR AND PACKAGING MACHINE..........41
CHAPTER ONE..........................................................................................................................41
INTRODUCTION.......................................................................................................................41
1.1 problem statement................................................................................................................42
1.2 Objective of project..............................................................................................................42
1.2.1 General objective...........................................................................................................42
1.2.2 Specific objective..........................................................................................................43
1.3 Significant of the study........................................................................................................43
1.4 Limitation of the study.........................................................................................................43
1.5 Scope of the study................................................................................................................43
CHAPTER TWO.........................................................................................................................44
LITERATURE REVIEW...........................................................................................................44
2.1 Facility layout......................................................................................................................44
2.2 Types Of Plant Layout.........................................................................................................45
2.2.1 Process Layout..............................................................................................................45
2.2.2 Product Layout..............................................................................................................47
2.2.3 Fixed Position Layout...................................................................................................48
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Assela Malt Factor
2.2.4 Cellular Plant Layout.....................................................................................................49

CHAPTER THREE.....................................................................................................................50
METHODOLOGY AND DATA COLLECTION....................................................................50
3.1 Primary data collection........................................................................................................50
3.2 secondary data collection.....................................................................................................51
3.3 Data Collection....................................................................................................................51
3.4 Data Analysis tools..............................................................................................................52
3.4 Conceptual frame work of project.......................................................................................52
CHAPTER FOUR.......................................................................................................................53
RESULT AND DISCUSSION....................................................................................................53
4.1 Data Analysis.......................................................................................................................55
4.2 Proposed Solution.................................................................................................................57
CHAPTER FIVE.........................................................................................................................58
CONCLUSION AND RECOMMENDATION.........................................................................58
5.1 Conclusion...........................................................................................................................58
5.2 Recommendation.................................................................................................................59
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PART ONE:- REPORT PART OF OUR INTERNSHIP AT

ASSELA MALT FACTORY
CHAPTER ONE
BACK GROUND OF ASSELA MALT FACTORY (AMF)
1.1 Brief history of Assela malt factory
Assela malt factory was established on the main road of Addis Ababa to Assela near Kulumsa
Agricultural Research Center on around 14.7 hectares of land with 9.3 million Birr capital on
September 1/1984 G.C. It was established with the aim of producing malt for domestic breweries
cutting-edge the country.
The factory was established in the region of potential malt barley producing zones known as
Arsi, Western Arsi and Bale zone. The initial capacity of the factory was 100,000 quintals per
annually whereas the demand of the breweries during this time was also nearest to this capacity.
After the down fall of Derg regime in 1991, the Ethiopian Federal Democratic Republic
Government commenced free market economic policy and following this policy new breweries
are emerged and the existing breweries are expanded. This could create rising demand for malt
products.
In response to the growing demand, the factory went through its first expansion to increase the
annual production capacity from 100,000 quintals to 150,000 quintals in December 1995 G.C.
This production capacity can cover 35-40 percent of the breweries demand at the time where the
remaining 60-65 percent of the malt requirement had been fulfilled by import which exhausting
country’s foreign currency reserves. With the aim of satisfying domestic demand of malt
product, the implementation of its third expansion project was started in 2010 which increases its
production capacity from 220,000 quintals to 360,000 quintals per annum and begins its
production on full capacity starting from May, 2012. The expansion project increased the
production capacity of the factory by 64%. According to the study from The Federal Democratic
Republic of Ethiopia Ministry of Industry, Assela Malt Factory can only cover 44% of domestic
breweries malt demand in the year 2012.
To produce 360,000 quintals of malt in a year, the factory needs more than 500,000 quintals of
raw malt barley per annum. The main constraint of the factory is to get that amount of malt
barley in the local market. Thus, to minimize the shortage of malt barley in the local market, the
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Assela Malt Factor
factory has been taken different types of measures together with stakeholders. Besides the
actions are taken still now, the factory is in the problem of malt barley shortage both in quality
and quantity.
Delivering quality goods and services can be major target to stay in the competitive market. So,
to deliver quality products the factory has been applied different types of reforms such as total
quality management, Integrated Performance Measurement System (IPMS), Kaizen and
Business Process Reengineering. In addition, the factory has been started to implement Balanced
Score Card from mid-2006 budget year the system will be fully implemented. The
implementation of these systems enabled the factory to excel/improve its production activities
and productivity. Since 2009 the factory has been the owner of ISO: 9001-2008 quality
certificate.
The company addresses its product for the many of the companies in the country which produces
beer. Every single batch of their production passes through a careful quality analysis by the
quality control unit. So, every beer company checks the result of the analysis before purchasing
the malt.
From the much known customers of the factory BGI Ethiopia, Meta Abo beer, Harar beer and
Bedele beer have a long time agreement. Dashen beer is a former customer of the factory
because now a day the company produces the row material on its own and to some extent it uses
imported malt. For sure, Assela Malt Factory couldn’t meet the total demand of malt for the beer
companies in the country. Therefore, such private malt factories needed to be built in the
country. From the newly emerging beer companies in the country Heineken and Raya beer have
committed an agreement to work together as a supplier and consumer and they already started it.
Besides this the coming Habesha beer company asked to be a new customer.
The factory has its own services for its employees, such as treated drinking water, shower rooms,
canteen, health center, transportation and coffee with tea houses to spend some rest times with
their friends. The factory has 36 storage silo, 24 old and 12 new, which can store the raw barely
up to 10,000 quintals in each silo, 6 steeping tanks, 4 old and 2 new, which can contain up to 750
quintals each and 10 germination box, 6 old and 4 new modernized boxes which can contain up
to 1100 quintals each. Moreover, to meet its target since 2005 EFY the factory has been
fullyimplemented Business Process Reengineering with new organizational structure. This
organizational structure includes one Core Process and Seven Support Processes. The factory has

Assela Malt Factor
created encouraging work probabilities for the peoples living around the factory, Kulumsa town,
and for many professionals emerging from the different universities and colleges inside the
country. It has a total man power of 264 (230 males and 34 females)
1.2 The main product or service
The main product of this factory is malt which is produced from barley and the major raw material for
beer production. Other raw materials for malt production are wheat, rye, sorghum or millet can also be
used to produce malt but from these raw materials, barley has produced to be the most suitable malt beer
production.
Year Barely buy in quintal Malt sell in quintal
2010 432,719 318,700
2011 482,569 324,826
2012 582,249 377,244
700,000
600,000
500,000
400,000
Barely buy in quintal
300,000 Malt sell in quintal
200,000
100,000
0
2010 2011 2012
As pair we see on the graph above the production and the intake of barely year to year increase
this means that the company success his goals
When we see 2010 it takes 432,719 quintals of barely from their supplier as well as it produce
318,700 quintals of malt so there is 114,019 quintals of barley is on his storage or silos for the
next year and on the next year 2011 it takes 482,569 quintals of barely from his suppliers and it
produces 324,826 quintals of malt and it have 157,743 quintals on its silos as well as in 2012 it
takes 582,249 quintals of barely and it produces 377,244 quintals of malt this can show as us per
the companies barely intake increase it also increase its production of malt and also it increases
its production year to year so for the future it proves the import of malt for the brewery
companies.
1.2.1 Main customers

Assela Malt Factor
Assela Malt Factory has supplying malt barley for domestic brewery factory in high quality and
quantity. The factory is trying to profit the country economic development by producing high
malt which was imported to the country. So it saves foreign import. The main customer of Assela
malt factory is BGI Ethiopian, Harare brewery, Dashen brewery, Bedele Brewery and MetaAbo
brewery factory country.
Table 1.1 main customers
. S/N Company Amount of malt sold In Amount of

Quintals malt sold in Birr
%
Quintal
1 BGI Ethiopia 154,952 41.1 333,921,560
2 Harer Brewery 60,390 16 130,140,450
Share Company
3 Bedele Brewery 70,855 18.78 152,692,525
Share Company
4 Meta Brewery 90,925 24.12 195,943,375
Factory
Total 377,244 100 812,960,820
1.3 Vision of the Factory
 The factory envisioned to be a known malt producer in 2018 G.C by
producing and delivering high quality of malt product for domestic and
foreign market which meets international standards.
 Producing universally standardized quality malt production transfer the
country’s foreign market supply.
 To fulfill quality policy of the world.
 To supply inside the country, outside the country & become famous malt
factory.
1.4 Mission of the Factory

 Satisfying customers’ needs and to be a competitive organization by producing
quality malt with the application of latest technology.

Assela Malt Factor
 Assisting researchers and producers of malt barley to increase malt barley

production in quality, quantity and its continuity.
 By reducing country’s foreign malt product import to save foreign currency and
contributing to national economic development.
 To improve production and reduce the cost of production.
 To ensures high employee job satisfaction and customer satisfaction
1.5 Values of the Factory
 Following the National and Factory Vision,
 Focusing on malt quality,
 Satisfying customers need,
 Excelling workers skills and competency,
 Respecting all professional ethics,
 Sustaining profitability and productivity,
 Supporting all social and economic responsibilities,
 Committed to team spirit and common goals,
1.6 Strategies
Assela Malt Factory designed three year strategic plan. Based on this plan the factory tries to
increase current production capacity in quantity and improve the quality. By the time the factory
is supplying excess product to the market and improving it selling activity. The main issues the
factories success profit at the moment is strategic plan and minimizing production cost.
Assela Malt Factory has done many successful events from those activities some are the
following.
 The factory sees itself first and foremost as part of local community. It believes that the
health and wellbeing of the community and health of the factory are linked together as
the company’s profitability is depend on the wellbeing of its work force and barley
producer farmers. The factory believes it has the responsibility to support community led
initiatives. Among its many community based programs some are the construction and
equipment of schools, construction of coble stone roads in Assela city and rural gravel
road, provision of ambulance to support Red Cross service in the vicinity, reforestation
program and so on.

Assela Malt Factor
1.7 Objective of the Company

The factory envisioned to be a known malt producer in 2018 G.C by producing and delivering
quality malt to domestic and foreign market which meets international standards.
 Satisfying customers’ need and to be a competitive organization by producing quality
malt with the application of latest technology.
 Assisting researchers and producers of malt barley to increase malt barley production in
quality, quantity and its continuity.
 By reducing country’s foreign malt product import to save foreign currency and
contributing to national economic development.
 Excelling workers skills and competency and supporting all social and economic
responsibilities, are some of the objectives
1.8 Organizational Structure and work flow
In Assela Malt Factory the biggest power of influence lies on the board of directors which have a
direct relation with the managing director and audit committee. The managing director has four
main parts including the legal expert, ethics officer, gender expert and Addis Ababa coordination
office, and also has eight sub parts including technique support process, finance management
support process, supply, production and sales core process, human resource management and
organizational design and development, purchase, property and facility administration support
process, plan preparation and performance monitoring support process, information technology
support process and internal audit support process. Since the internal audit support process is
directly responsible to the audit committee, it also has a direct relation with the board of
directors.
From the eight sub parts of the Managing Director, the five have another sub parts inside them.
The technique support process includes mechanical maintenance team, electrical utility
maintenance team and vehicles maintenance and transport team. The finance management
support process includes distribution and collection accounts and cost and budget analysis team.
The supply, and sales core process includes malt barley supply sub process, marketing research
and sales sub process, production sub process and quality assurance and product improvement
sub process. The human resource management and organizational design and development sub
process includes human resource management and development team, organizational design and
development team and health and occupational safety monitoring team. And finally the purchase,
Assela Malt Factor
property and facility administration support process includes purchase team, property
administration team and facility administration team.
Board of Director
General Manager
Administrative and human power
Production and technique
management
director
Finance office manager Internal audit
ICT Manager Ethical and anti corruption Manager
Agricultural production manager

Comers planning secretary
Executive Secretary
Human Finance Marketing Production & Quality Procurement &

Resource & Sales Technique Assurance Supply
Service
Production Auto Electrical Mechanical

Section mechanical Maintenance Maintenance
Section Section Section
Fig1.1 Company organization and work flow AMF
The factory has been implemented the kaizen philosophy starting from 2013/2005E.C and can
achieve most of its goals regarding kaizen philosophies. Assela Malt Factory gave Reward and
Recognition to its employees, Teams and Facilitators who are best achieved at a time of the

Assela Malt Factor
factory applying Kaizen and Development army together. Among these, 4 teams, 15 employees
of these team members and 4 facilitators are rewarded and recognized. The recognition and
reward were given to them through factory board of Directors Ass. Chairperson and Invited
guests. As the above figure shows the hierarchies of authority in the factory proceed basing from
the board of directors. It is clear that these are not the only organizations, but they emerge
according to their power of authority and responsibility. Every single part and sub part of the
organizations are accountable in both direct and indirect manner for their higher body which
finally relies on the higher authority possessor i.e. the Board of Directors.

Assela Malt Factor
CHAPTER TWO
OVERALL INTERSHIP EXPERIENCE
2.1 How we get into the company
Before We went to Assela malt factory most of the process finished by our University.The
University asked the company to train students that what they have learned theoretically. Then
the company accepted their question and permittedus to work there for four months. We are the
one from those students we have got the chance to get practical experience in the company. first
we took out our identification card and showed to the factory’sguard and we entered to the
factory and goes to Mr.Megersa,who is the factory technique department offices and he received
our letter. Then he introduced us to Mr. Enyew, who is the process manager of the factory. After
we met Mr. Enyew,he told us the general requirement to be taken in the factories as follows.
Safety: You are expected to work safely in laboratory and production process sections. This
includes wearing proper uniform, implementing proper procedures when working in laboratory
and processing area, using gloves to touch chemicals, and correctly using manuals required for
the tasks.
Cleanliness: You are expected to keep your work area clean and orderly just as you will be on
the job. This include putting chemicals and tools back where they belong after you are finished
with them, and participating in all scheduled lab clean-up sessions.
2.2 The section we have been working
In Assela Malt Factory there are five sections for controlling the factory. Such as:-
 Sub Production section

 Auto Mechanical section
 Electrical maintenance section
 Mechanical maintenance section(Work shop)
 Laboratory section
From those sections we have been joined in sub production process planning and Laboratory
section.
We have been working under the sub production process planning office and laboratory section.

Assela Malt Factor
This office is under production process and technique administration. Production office is
organized, basically for the producing high quality and quantity of malt and producing attainable
brewery quality to the customer. Additionally, production plan, organizing laboratory, materials
and resource, and controlling production flow, operational techniques of machine, testing and
controlling inlet and outlet malting barley, equipment’s and machineries used in the factory.
2.3 The work flow in the section
Production manager
Sub-production manager
Production Quality Assurance
Supervisor of the product
Production Techniques (operator)
2.4 The work task we have been execute

As we joined the sub production process and laboratory section of the factory, we were
participating in the laboratory and production section. In the laboratory and production process
section, as an industrial engineering we were involved by evaluating the following parameters: -
 raw material quality control parameters
 steeping barley quality parameters
 germination barley quality parameters
 green barley quality parameters
 finished malt quality parameters and
 Identifying the problem in the steeping, germination and kilning, concerning on safety
and quality of malt product.

Assela Malt Factor
2.5 The procedure I have been using when performing my task

When we come to Asella malt factory for internship we have been performing our work task in
different ways. During we performing our work task in the sub-production process section we
follow up the following procedure by:-
 Visiting
 Asking technicians and processors
 Identifying inlet and outlet of the process
 Identifying variety of barley used for malt purpose
 Help of laboratory analysis
 Doing assignment and discussing with supervisor
 Identifying parameters of malting process like Temperature, moisture, Time in
each of malting process
 Identifying the types of the malting process
 Identifying the types of machine and their use
In the stay of four months of internship program in Assela Malt Factory, we are under stood the
following ideas
 Types of the malting process

 The intake of raw barley into malting
 The initial preparation of raw barley for malting
 The objectives, importance and methods of steeping, germination and kilning process
 The essential feature of germination process(the fully development of enzymes)
 Process modification by controlling Temperature, moisture, Time and enzyme
 What happen in malt kilning (color ,aroma, flavor produced) and how malt quality is
affected
 The flow chart of malt process.
2.6 How good we have been in performing our work task
In our internship the active participation in every day activity of the company we must to be able
to develop our knowledge and practical experience on our field .As a result we are trying to be
part of the factory by actively take parting on the work and discharging our responsibility

Assela Malt Factor
properly. As we have tried to explain before we spending our work time on visiting and
observing of the activity and adopting to the environment of the factory, after we have
familiarized within environment and we have been performing our task by discussing with
company workers, technician, labor worker who being very experienced and professional people
by asking the question and answer the question regarding practical skills our approach for worker
and involvements in any work make us very useful
2.7 The challenge we have been facing during performing our work task
 In the morning and night air condition is difficult.
 Attending attendance is difficult
 If the service is left us it is difficult to rich the company on foot
 We haven’t got safety materials during work with technician
 Getting full information is difficult b/c all employers have their own job
2.8 The measure that we have taken in order to overcome our challenges
 To overcome these or survive these problem by buying ansola and big jacket
 we can signed by arrive at a place before reach time of signing and stand in front of the
office to keep the sharp time
 we stand this problem by paying transport from birr from our selves
 After we found starting from morning to up evening we return cost house and we live up
to end
 To overcome these challenge we change preparing of wet from charcoal to stove
2.9 Types of barley and Variety

2.9.1Two row barley has
 Lower enzyme content
 Less protein
 More starch and Thinner husk than six-row barley.
2.9.2 Six row barley has a
 Higher enzyme content for converting starch into fermentable sugars
 More protein
 Less starch

Assela Malt Factor
 A thicker husk than two-row barley

 higher level of Dia static power which makes six-row barley desirable for conversion of
adjuncts, starches during mashing higher protein content results in greater amount of
break protein poly phenol complex’s during work boiling and cooling.
Malting barley has a high complement of enzymes for converting its starch supply into simple
sugars.
Figu re 2.1 Types of

barley
There is different variety of barley which used for malting purpose such as:-
 Holker,
 Savine
 Beka and Traveller
From this traveller are the most important for malt process now a day

Assela Malt Factor
CHAPTER THREE
PROCESS DESCRIPTION
3.1 Process description of malt production at the factories
Malt is cereal, usually barely, which has germinated for certain period of time and then dried.
The process of production is starting from buying barely. Barely purchased in large amounts and
the quality of barely must much with the agreement of the factory and checked by taking the
sample of the barely. The major process activities include;
Dust CO 2
QC
QC
Barley Barley Cleaning & Steeping
Delivery Storage Grading
Air
Water QC
QC
CO2
QC
Polishing & Germination
Kilning
Weighing
Hot air
QC
Weighing & Turning

Bagging Dispatching to Customer Cold Air Water
3.2 Process Description of malt production
Machine Tower
Steeping
Germinating
Utility service
Kilning

Assela Malt Factor
Silo
3.2.1 Machine tower

Machine tower is the place of starting and end of malts. There are many machines found in
machine tower like as; hoper, chain conveyor, elevator, grading, polishing, balance, pre cleaner,
magnets separator, dust sucker (cyclone) etc. Through a sieve designed for it from unloading car
first barely is poured in to intake hoper by man power. After barely is poured in to the
hopersome process is taken at machine tower house.
 Intake chain conveyor  Intake bin

 Intake elevator  Cleaning and Grading
 Pre cleaner  Polishing and weighting
 Magnetic Separator  Weighting and bagging
 Cyclone  Decupling
 Intake balance  Dispatch
Intake hopper up to Intake bin

From intake hopper, intake chain conveyor takes the barely horizontally to the intake bucket
elevator that moves the barely vertically. From bucket elevator barely moves to pre- cleaner ;
unwanted fiber,Sticks, grass and material that are large exist within it can be removed through
these pre-cleaner. In pre-cleaner machine a circular sieve which is rotated by motor exist on it for
their operation and the cleaned barely and unwanted material pass through different pipe by
gravity.
From pre-cleaner the cleaned barley pass through magnetic separator to clean it from metallic
substance. Magnetic separator contains surrounded permanent magnet that works without
electric to operate and an existing door to clean inside of it when filled with metals. From
magnetic separator barley moves to the intake balance to know it is total weight after cleaned
these large substance. From intake balance they move to intake bin which is used to store the
barley temporarily. Intake bin store barley up to 100 ton and if the other process is ready they
continue unless they moves barley by conveyor to store on the silo. If the process is ready the
barley moves to grading and cleaning machine to get it is size specifications.

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3.3 Parts and Working principle of machines.

3.3.1 Hopper
Is storage container used to dispense barley through the use of a vertically or inclined plane
channel, passage through which barley is moved by means of gravity. Due to gravity force the
barley is passes in to the intake chain conveyor.
Fig 3.1 intake hopper

3.3.2 Chain conveyor
A chain is a transmission element made as a series of pin-connected links. The chain conveyor is
a type of conveyor system for moving barley through the factory. This conveyor chain is consists
of
 Motor- is main part of chain conveyor which rotates the chain.
Link -is small part of chain and a series of connection of this links are forms a chain.
 Wings or pedestal’s- is wing that is wound on the chain conveyor is used to transport
barley for their destination given.
3.3.3 Elevator
The barley that comes from the intake chain conveyor will move vertically by use of intake belt
conveyor. The elevator consists of:
 Drum- is the circular shafts made up of stainless steel material
 A belt-is a flexible power transmission element that seats tightly on a set of pulleys or
sheaves.
 Motor- is the driven device used to rotate drum
 Shaft- is wounded or attached fixed to the drum.

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 Cup- is a concave structure that is mounted to belts

Working principles of elevator:The belt is tighten on the pulleys or sheaves so the electrical motors
rotates the pulleys due to shafts attached on the pulleys. So because of high tension the belt is
rotate with the drum. So the cups that are wounded on the belts are takes the barley vertically.
3.3.4 Pre cleaned machine
Due to the gravity force the barley from the intake elevator is falls in to the pre cleaning
machine. This machine have brush and rotating drum , so the ropes, stones ,piece of woods and
over- sized materials are cleaned by this machine. Working principles of machine is uses simple
operation; it have motor which is the main production of rotary motion. The main shaft is rotated
with this rotary motor so the drum and brush is cleans barley from dust particles and ropes.
Fig 3.2 pre

3.3.5 Magnetic separator
It is the machine that consists magnets, is used to attract the magnetic material from the barley.
Working principle of this machine consists magnets so that the magnetic materials such as nails,
piece of metals are attracted by this magnet from the barley.
It is the machine that consists magnets, is used to attract the magnetic material from the barley.
Working principle of this machine consists magnets so that the magnetic materials such as nails,
piece of metals are attracted by this magnet from the barley.

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Fig 3.3 Magnetic Separator

3.3.6 Cyclone
Is the machine used to sucked dust particles from the barley with air. It has rotating motor that
connected to pipe that exhaust tube.
Fig 3.4 Cyclone

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3.3.7 Balancing Machine

The barley that is cleaned by cleaning machine is balanced in balancing machine. In this
balancing machine they know the amount of barley takes from the market in to the factory.
Fig 3.5 Balancing Machine

The working principles of balancing machine it is controlled or programed by computer. It could
be weighted 436kg of barley once a time. It’s a hydraulic system which works by opening the
upper and bottom parts. When the 436kg is balanced the upper parts is closed and the bottom
parts are opened. Then the balanced barley move to the bin and the bottom parts closed and the
upper parts opened until it becomes 436 kg is balanced. Bin- The bin is the temporary storage
of balanced barley that is comes from balancing machine by gravity force.
3.3.8 Cleaning and grading
The next process is the production process of malt which starts from cleaning and grading of
received barley into grades of different sizes 2.6 mm, 2.4mm and 2.2mm grain. Grading into
different size is principally performed to germinate similar sizes of grain in the same batch to
have an even germination during the process.
Germinating grains of similar size in the same batch will all depend on the available quantity of
grain having kernels with a size above 2.5 mm and /or below 2.5mm but above 2.2mm. If the
incoming grain does not contain adequate quantity of the required size kernels, the storage of
such identical size grain will unnecessarily occupy thesilos for a longer period, until the required
quantity is collected from the bulk delivery. Thus the type of barley with respect to its kernel size

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has an impact on the germination process. Kernel size which are <2.2 sizes are does not used for
production, they are used for another purpose out of the company by selling it.
Grading machine is a huge machine which contains different accessories mainly work with an
eccentric vibration system to grade the barley through their different size of sieve inside of it.
After grading has been finished each grade is balanced to the balancing weight and pass to their
grade silo by conveyor system. If the next process is ready grade A or grade B continue (one of
them) directly to the steeping.
Fig 3.6 Balancing and cleaning
Fig 3.7 Balancing and cleaning

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3.3.9 Decupling
The roots and shoots grown during germination are removed in this process. The removal of the
roots helps the malt not to absorb moisture during storage. Thus in the process of Decupling, the
roots are polished and then separated from the malt by blowing air into the polished malt by
pneumatic sifter. Finally after going through all the above processes, the malt will be kept in the
silos for at least 2 months before delivery to the breweries, so that the enzymes activated during
germination settle down.
Fig 3.8 Malt polishing machine

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Fig 3.9 Dispatching Process
3.3.10 Grain cooler

Is used to blown the air to silo for the purpose of cooling the malt. The grain cooler have a
compressor which blown the air to silo. Grain cooler of stored grain has four main purposes —
 Preventing mold,
 Inhibiting insect development,
 Maintaining seed viability and
 Reducing grain moisture.
3.3.11 Dispatching machine
It is the end process of the malt in which the grain malt that comes from the drum sieve or silo is
balanced and sealed. It balanced 50 kg per sack and manually take the sack it to the belt
conveyor for the customer.The stored malt is take out at under of silo and it is conveyed into a
machine tower by using chain conveyor and bucket elevator .In machine tower the malt transfer
to dispatching machine .In this machine the malt is cleaned from impurity and foreign particles.
During this the cyclone suck and separate the dust and rootlets from malt ,then the cleaned malt
transfer to weighing machine .This machine contain 200 kilo gram of malt ,from this 50
kilogram of malt is weighed and transfer into sack then the is sack packed by sawing machine.
At the end the product is loaded on the lorry by using belt conveyor and finally delivery to the
brewery.
Fig 3.10 Dispatching machine

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3.3.12 Silo
Silo is used to store barley and malts for the factory. There are 36 silo in Asella malt factory.
Each silo can store 10000 quintal’s of malts and barley.
Fig 3.11 Silo
3.3.13 Steeping
There is six (6) steeping tanks in these host company, which are two (2) new and four (4) old
steeping boxes. The four old steeping tanks consist in pair at least 690 quintals and the two new
steeping tanks contain at least 750 quintals. During the steeping process, the cleaned barley ready
for malting is washed and steeped to raise the moisture content in the barley so that the enzymes
are activated to enhance germination process. The process is as follows; from silo barley
received by small reversible chain conveyor and then given to steeping elevators, steeping
balance, steep chain conveyor and steeping tank. Grains that float and do not germinate due to
their size are skimmed in this process. The process usually takes 12-18 hours. The required
moisture that could facilitate germination is achieved within the period. Water pumps are the
main operational devices in which it allows the water and moisture.
They use aeration system to wash the barley, which is a ratio of compressed air and pumped
water to the boxes of steeping in circular forms. When ones the box is filled with barley by

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gravity from a conveyors the aeration starts to operate and wash the barley, when the aeration
time is ended the water inside box is drained in the bottom of box when the pneumatic valve is
opened and all the water and some barely can be passed through the sieve as a waste. After
thesteeping time is finished again water filled the box and takes the barley to the germination box
by pump which uses high amount of water to move barley.
Fig 3.12 Steeping Tank

Steeping tank is made up of steel and used for store and washing barley that is ready for malt and
moist the barley. It has slider at the top of the tank which is used for taking out the floating
material from the steeped barley.
Aeration fan (blower)
Blowers or aeration fan is used to compress the air by taking from the surrounding atmosphere.
This compressed air used for washing and aeration purpose.
Carbon dioxide extraction fan
CO2 extraction fan is used to suck the carbon dioxide from the steeping tank because during the
steeping process the water makes moist and hot, at this carbon dioxide is produced. So this
carbon dioxide is removed or sucked out from the steeping tank by this carbon dioxide extraction
fan. Discharge pump It is used to pump or push steeped and moist barley to the germination box
with help of water
Water pump; the water pump creates an increase in pressure by transferring mechanical energy
from the motor to the fluid through the rotating impeller. The water flows from the inlet to
theimpeller Centre and out along its blades. The centrifugal force here by increases the fluid
velocity and consequently also the kinetic energy is transformed to pressure.

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Hydraulic components; the principles of the hydraulic components are common for most
centrifugal pumps. The hydraulic components are the parts in contact with the fluid. It consists;
 Impeller; the blades of the rotating impeller transfer energy to the fluid there by
increasing pressure and velocity. The fluid is sucked into the impeller at the impeller eye
and flows through the impeller channels formed by the blades between the shroud and
hub,
 Impeller seal; A leak flow will occur in the gap between the rotating impeller and
stationary Pump housing when the pump is operating. So in order to reduce the linkage
between them is mechanical is used.
 Volute casing; the volute casing collects the fluid from the impeller and leads into the
outlet flange. The volute casing converts the dynamic pressure rise in the impeller to
static pressure.
At the end of steeping the grain will contain 44-46% moisture.
Fig 3.13 Aeration and carbon dioxide removal tube
3.3.14 Germination
The steeped barley is pumped over to the germination boxes by two way diverters as
transportation system from steeping room with high amount of water and germinates in which
the starch in the barley changes to fermentable sugar. The process takes 4- 4½ days depending on
the quality and the kernel size of the barely. Small size grains usually germinate faster than large
size grains. During the process, the temperature and the moisture are controlled to the desired
conditions. The mastery has been observed not to have any difficulty in such processes. There is
a big fan near each germination boxes to exchange the air from outside to inside and from inside

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to outside and used for blowing up the cooling air which comes from cooling room. Generally
there is two germinations boxes which are old and new germination boxes.
3.3.15 Old Germination Box

Which contain six (6) boxes each contain 690 quintal germinate capacity and the machine used
in these process is manually operated. It contains four motors which are used for lifting, turning
and unloading. While it’s lifting and turning they are used for separating the barley by equalizing
the temperature inside of it with the help of screw turner. While it’s lifting and unloading, they
used for cleaning the barley from the box with the help of a shovel which are operated manually
and with high risk for personal safety. The machines duration are age of the company they are
using still an old technology and the machine are always in temporary maintenance. For a shovel
there is a train in which they are moving from one box to other boxes. In addition there is a
carriage of a machine which are two in number used in exchange.
It consists of the following parts;
Mechanical system are
Worm turner; It is a machine that is used to turn the malt or germinating barley to prevent the
tightening of malt barleys, or attaching of malts to each other. It is a machine that turns the malt
by moving forward and backwards by using mechanical and electrical system.
Gear; it is the spur gear which is meshed to each other to rotate the screw turner. It transmits the
rotational energy that from motor through pinions gear.
Shovel-is made up of steel, which is used to level the barley and take out the green malts from
the germinating.
Screw turner-which is used to turn the malts by rotating with the help of energy that get from the
electrical motor.

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Fig 3.14 Turning screw
Electrical system
Motor-is used to rotate the screw turner, means every screw turner have their own motor.
Sensor-is used to motion of worm turner, it controls the motion of the worm turner.
Cooling system
It is used to control the temperature of the green malts in the germinating box. It consists of
Spray water- is used to pump water in front of radiator.
Radial fan- it is centrifugal flow fan moves air that is perpendicular to the axis of rotation to the
germinating box through the parts of the radiator, and spray of water.
3.3.16 New Germination

In new germination the system is with a modern technology and all the process is automatically
operated. There is four boxes each germinate a barley capacity of 750 quintals and contains their
own machine not like old germination. Their main advantage of this box is there is no shovel that
at risk for personal safety. They contain 13 motors totally in cooperation to operate the machine
for lifting the machine, for turning the screw and unloading the barley from the box to the
conveyor.
Fig 3.15 New Germination and its boxes

All the system are in time delay and sequentially operate without any help of human because of
they are using an integrated computer program which are called PLC(programmed logic control).
It consists the following;

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Germinating box; this germinating boxes are made up of concrete, and a rectangular which is
perforated floor which is made up of sieve. It is used to store germinating barley or malt up to
time, to complete germinating process.
During germination process the main action done for malt quality are:-
 Turning
 Cooling
 Water spray
 Aeration and Duration 3-5 day/batch
Objective of germination process
 To produce maximum balanced enzymes
 To hydrolyze cell wall and protein matrix
 To minimize extract loss
 To produce correct kilning characteristics and to make hygienic malt
In germination process the following parameters are controlled properly in 24 hours.
 Temperature 15-17 CO
 Moisture content 44%-45%
 Fresh air supply
 Check fully development of enzymes and to check exhausting of CO2.
3.3.17 Kilning
Kilning in which the germination of the grain terminates by drying the germinated barley, green
malt is the final production process in malting. In the kilning process the moisture in the green
malt is reduced from (44-46) % to (3-4.5) % with the kilning period of 17-19 hour which is
depending on the grain size of barley. Enzymes activities terminate and the malt will have the
flavor, taste, and color in the end of process. The working principles of kiln process using central
suspension loading and unloading machine green malt from green malt chain conveyor is poured
in to the sieve of kilning room. The steam that is pumped by steam pump comes from the boiler
with insulated covered pipe is a given to the heat exchanger or radiator. With heating system

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valves, next given to the malt using high power pump. The heat exchange process in the radiator
is hot air or steam circulates across the radiator and the hot air losses its heat and it becomes
colds (water) then return to the boiler. There are two types of tubes in radiator. Which suck out
cooling air (liquid water) from the radiator and the other is steam comes from the boiler high
power fan blowers hot air from the part of the radiator the malt through the sieve. This process
takes 17 to 19 hour.
Input of green malt moisture content 44%-45% and output of malt product moisture content 3%-
5% with the kilning period of 17 hours and the Enzyme activities preserved without denature.
Classes of kilning room
Depending on the duration of construction and working principle of machine they use, the kiln
room is divided in to two types; new kiln room and Old kiln room.
New kilning room:-Is constructed during the second expansion of factory. New kilning room
tank or box is circular shape and in order to level the green malt is used rotating screw and also
in order to take out dry from the box it use this screw.
Fig 3.16 New kilning room with screw

Old kilning room:-It is constructed during the construction of the factory. So why it is called
old kilning room, it is rectangular shapes and uses shovel to take out dry malt from the kilning
box and also use shovel to level green malt in the kiln box.

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Fig 3.17 Old kilning and its boxes

Reversible tabular screw conveyor
By the use of screw it takes the green malts to the new and old kilning room. When it wants
takes to the new kiln room the motor rotates clock wise and for the old kiln room the screw
rotates clock wise.
3.4 GENERAL UTILITY OF THE FACTORY
3.4.1 Water treatment
First impure water coming from outside of the factory through the channel and then, in the
factory aluminum sulfate (500L water for 50kg aluminum sulfate), sodium carbonate(500L water
for 50kg of sodium carbonate) and chlorine(160L water for 50kg of chlorine liquid) is added to
each dosing tank. Then mixed by using mixer and given to the water by using dosing pump. Next
filtered water is stored to the tanker. There are three water treatment tankers. With in water
treatment process there is gauge and meter, clear water pump with level sensor and back wash
pump with level sensor to control the water purity. At the end water is distributed to germinating,
steeping and other parts of the factory.
Fig 3.18 water treatment tanker

3.4.2 BOILER
Boiler is a machine that produces the steam heat for malt kilning. According to the Assela malt.
factory the steam was is produced by the use of water and furnace During this the boiler heats

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water or evaporate water inside the boiler by adding of small amount furnace to the center of
boiler surrounding the water to the furnace in order to prevent the damage of the boiler and
generated or produced 15000C of steam heat through the process.
There are four fuel tankers which are joined by line connector. Among those four fuel tankers it
is the only the main tank which deliver fuel to the boiler furnace. The main tank has heater and it
holds the fuel for temporary. There are four furnace transfer pumps and operate alternatively.
They are controlled manually. There are two pipes namely the delivery and the retuning pipe.
The returning pipe returns the excess fuel to the main tank. It is a closed vessel in which water or
other fluid is heated.
General
The produced steam is transported for kilningAssembly
malt exactly when green malt enter to the kilning
room by pump pressure push the steam through the tube reach the radiator to hot the radiator
Board of Director
then pass to the fan or blower and the fan traps the steam energy and transfer to kilning room and
enter from bottom but before that the dry air trapped by fan penetrate from bottom to top then
General Manager
Administrative
steam heat start to dry from bottom to top up to 17 hours and human power management
is completed.
Production and technique director
Internal audit
Finance office manager
Ethical and anti corruption Manager

ICT Manager
Agricultural production manager
Comers planning secretary Fig 3.19 boiler

Executive Secretary
3.4.3 Cooling
Cooling is the process cool dawn the kiln malt at a place for 45 minutes by the use of ammonia
cooling agent .The dried malt is cooled in kilning by reducing the Temperature malt from 920 C
to 45 0 Service
Human Resource C for 45 minutes ,then
Finance it is transferred
Marketing & Sales into temporary
Production storage
& Technique byAssurance
Quality chain conveyor .In the
Procurement & Supply
temporary storage the moisture content, Diastatic power ,colour, wort extraction,PH and
friability of dry malt checked by taking the sample in laboratory then transfer to polisher
machine, in polisher the rootlets deculmed separated then transferred to silo for storage.

Auto mechanical Section
Electrical Maintenance
Mechanical
Section Maintenance Section
Production Section
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CHAPTER FOUR
OVERALL BENEFITS WE GAINED FROM INTERNSHIP
4.1 Value of Internship
An internship is an important way of learning to improve the theoretical knowledge and practical
skill of students. This also helps the students after graduation to enter directly in to the practical
world. The internship had benefits in many aspects those were:-
 The internship improve our theoretical knowledge into experienced and balanced
practical skills
 Internships help us become viable, experienced job applicants when seeking
employment after graduation.
 An internship provides an opportunity for us to apply and reflect on knowledge and
concepts acquired in the classroom.
 Internships help us better grasp (to make the motion of seizing) concepts, techniques,
and theories covered in classes.
 Internships provide opportunities to experiment and pursue careers that match
academic and personal interest.
4.2 Benefit In terms of Improving My Practical Skills
During our internship we have got many practical skills. That means practically we have
improved our skills in performing the given tasks.
The practical benefits we have gained: -
• How the process are operates in the malt processing factory
• How the theoretical knowledge and real practical application are related
• we have gained the way to change what we have in our mind into practical world as
much as possible
• How to solve out the problem in processing area and come with solution
• How to operate and work malt processing machines in the sub production process and
laboratory room and etc.

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4.3 Improving interpersonal communication skill

The interpersonal communication skill is the lifeblood of the engineering profession. To do
activities and works alone in the factory is a difficult task. Therefore, by good communication
among the different sections in the factory we got wide knowledge. In the factory, working with
any workers and by asking open- ended questions and listening effectively to the answers.
Advantage of good communication skill:-
 To analyze and perfect performance of targeted evaluating and inspection
 To exchange information with the different section in the factory
 To improve relationship with others
4.3.1 Improving team playing skill
Work performed by individual person does not have efficiency like team activity. The
most important point in team playing skill is just reach an agreement from different
points on the work to be done. For instance, in the case of applying kaizen working
principle, all the factory workers were participating to insure the targeted goal. In
addition, the technique division head, senior planners, laboratory workers, Forman’s and
technicians discusses on issues are led them to the team working. Furthermore, to have a
common understanding on the task to be accomplished, we always listen carefully those
individuals with whom we are working with. Thus, achieving a good team playing skill
is essential to grasp good knowledge, develop communication skill, increase
understanding of the task, effective completion of tasks, saving times and increasing
productivity.
4.3.2 Improving Leadership skill

Leadership is one of the functions of management which including Planning, organizing,
stetting, leading and controlling. This internship program guides us to be an ethical leader that
means ethical
leader that means ethical leadership provides the momentum, guidance and motivation among
members, significant traits for effective leadership in our working area.

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In my section, I have met different chairman and I have seen how they treat me in different
issues.I also got different leadership skills from them, starting from the Forman to the mangers.
Generally I got the following leadership skills from them.
 How to organize different work divisions
 How to treat customers in different issues
 Taking risk during any activities
 Supervisory ability: -getting the job done through others.
 Need for occupational achievement: - seething responsibility and the motivation to
perform hard to succeed.
 Intelligence: - the ability to use good judgment, reasoning and thinking capacity.
 Decisiveness: -the ability to solve problems and make decisions competently.
 Supports the employees by answering their questions and by accepting their suggestions.
 Give very detailed instructions such as describing exactly what where and how to
perform the task.
In addition to this, the internship program allows us what a good leader should fulfill like a
change agent innovative skill and entrepreneur for him. If there is activities that we not done, he
arranges and performs the tasks rather than insult his staff members. Therefore, this is a good
collaboration between the leader and his staffs the company or the agency also successful or fruit
full. Generally, what we understand for the past four months from internship program is that
anyone who is willing to make the effort can become a good leader.
4.4 Understanding about work ethics and related issues
Work ethics are generally accepted guidelines for right and wrong behaviors in work place. As
workers made to specialize in different fields, specific codes of conduct were expected from each
worker. In today’s complex world, ethical conduct of workers is very important for developing
healthy working environment and increasing productivity. While we were in the factory, most
workers told us what misbehavior cause workers to disappear from their working area. The
following principles allow good work ethics in working area.
Punctuality: this means arriving at work on time
Honesty: honesty at work means spending working hours and resources totally on work.

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Willingness to learn: this means understanding the way things are done at our work place and
trying to do it better.
Initiative: this means being prepared to see what needs doing and to do the work without always
being asked or told to do it.
Loyalty: it is important always to support your employer and do what best for the growth of the
organization.
Maximizing productivity:this is the ability to do high quality work faster and efficiently
→The following are ethics we get from the internships;
 We observed that group work was better than individual work.
 We learnt that no need of playing during work.
 Saving money and time was must within the work ethics.
 We observed safety was first for work.
 How we have been punctual for a future.
 Being responsibility for a future.
4.5 Benefit in terms of gaining entrepreneurship skills
 A self-confident multi- skilled
 Innovative skills
 Results oriented
 A risk taker
 Total commitment
Finally, to cope with this changing nature of work we must be enterprising and flexible and may
need to become entrepreneurial.
Assela malt factory use qualified barely for the reason of Customer satisfaction
 To increase market share
 To be company competitive over the all
 To eliminate waste
 Lower cost
 Enhance profitability
 Reduction rework

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CHAPTER FIVE
CONCLUSION AND RECOMMENDATION
5.1 conclusion
We have involved in the internship program for the last four months in Assela Malt Factory
(AMF). In these four months of industrial internship program, we got enough knowledge. During
this time, we have been done practical activity that concerning on sub production process and
laboratory analysis to understood technological process of malt and importance of malt for
brewery’s factory. In the industrial internship program, we improved the practical experience by
supporting the theoretical knowledge and increased the inter personal communication skill
among individual workers and employees in the hosting company. In our stay, we have
developed the following point: -
 To upgrade and improve our theoretical and practical knowledge.

 An internship provides an opportunity for us to apply and reflect our knowledge and
concepts acquired in the classroom
 It creates confidence of doing and managing any career related to our work.
 It enables us to be creative, knowledgeable and to be a risk taker for one company.
 The development of strong teamwork skills balanced with the exercise of individual
responsibility.
 Internships help us to become variable, experienced job applicants when seeking
employment after graduation.
 Generally, we have seen a lot of practical works that we have theoretically learned.
5.2 Recommendation
5.2.1 For cleaning and grading machine:
Starting from intake up to finished malt product stage, many losses are observed. Example in
tower room many losses are occurred during grading and cleaning of barley due to mechanical
problem and low efficiency of machine. Because the grading is a continuously work by electric
power in rotating and vibrating system.Due to this mechanical problem faced gradually when the
machine work continuously for long time and the efficiency of the machine decreased gradually.

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To solve this problem, the technician must maintain and repair this machine even if changed to a
new grading machine to avoid these losses because in this grading and cleaning machine the
quantity of final malt product faced
Generally dispatching machine, polisher machine, pre-cleaner machine and magnetic separator
have some mechanical problem in which reduce the final product of malt. As we observed the
efficiency of this machine most of these machines have low efficiency, because they make stick
and make over load due to this problem some foreign material passes with the product and affect
the final quality of the product. So it is better to check and maintain each processing machine.
Additionally,Assela malt factory have no magnetic separator for malt, they have only magnetic
separator for raw barley so they must have this machine in order to separate magnetic material
from final malt product because may be this metal have health problem on human being.
5.2.2 Design of cover grain on steep tank
Assela malt factory is the factory that produce malt product from raw barley. In the malt process,
there are three malting process such as steeping, germination and kilning. From those, steeping
process is the one in which many losses and cross contamination occurred. So it is reducing the
quantity and quality of malt product and also reduces the quality of beer. This loss occurred
during aeration process when the impurity of barley washed and the light material over flow then
the barley falling down on the flower from steeping tank.
This problem is highly observed in this process because steep tank has no cover grain from top
of the tank which is used for protecting loss of grain and cross contamination of malt product.
To solve this problem, the company must be construct cover grain on the top of the steep tank in
order to reduce loss and the cross contamination of steeping barley that occurred during the
aeration process.
The main objective of this design is
 To solve the problem of loss and cross contamination of malt during steeping and
aeration stage.
 To prevent the corrosion of steep tank when water over flow in room
 To reduce over flow and drained of barley with water through the tube
5.2.3 In germination process

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In this process biochemical reaction start and enzymes fully developed for the extraction of wort.
In this room the company should have to be carefully controlling the Temperature, Moisture and
Time in order to prevent the over shooting of the green malt. If the green malt over shoot the
starch is disappeared. As a result of this capacity of wort extraction of the product reduced and
also if moisture content above the range the germination is not initiated. So to solve this problem
the moisture reduced by using circulation air principle. This are exhausting air (CO 2)and supply
fresh or air off and air on. When fresh air blowing by fan from bottom of germination room, CO2
exhausted to the environment the moisture of green malt reduced. So the moisture content and
Temperature should have to be checked twice in a day. Generally, if the moisture content,
Temperature and Time is not controlled in proper way, enzymes not fully developed and
mobilized. As a result of this the quality of final product should be decreased. So every processor
careful check by laboratory and use the continuous supply of fresh air flow in order to: -
 Remove CO2
 Supply fresh air
 Check barley bed Temperature three times in a day
 Fix Temperature, moisture and Time in optimum
In Assela malt factory there is no sufficient Temperature decreasing system they only use flaps
for Temperature decreasing system in all the malting process. They open the flap or window for
decreasing Temperature from the malting room. So it is not enough for decreasing Temperature
It should have to be design Temperature controlling system for steeping, germination and kilning
process in order to get good quality of malt product.
5.2.4 In kilning process
In old kilning room there is high Temperature that used to drying green malt. This Temperature
transferred to germination room due to its nearest kilning room. For this reason, the Temperature
of germination room fluctuate. This affect the enzyme development. So to prevent this kilning
room and germination room should have to construct separately on the distance.
In old kilning room, all malt grain does not have uniform friable. This happen due to not uniform
hot air distribution in old kilning, so to solve this problem it is better to change old kilning into
modern kilning.
Kilning is the final malting process in which many quality criteria like color, flavor, aroma,
enzymes, and friability and Diastatic power characteristics are produced. In this stage the

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measure parameter like Temperature, Moisture and duration of drying should have to be
controlled in proper way according to their range but if Temperature above range the following
problems faced.
 Alpha and beta amylase enzymes produced during germination become denatured.
 Work extraction of the malt low.
 Flavor and color is disappeared.
 Moisture content completely removed and friability over.
 The color of the beer production become low and blackness.
 The customer is not satisfactorily received the malt from the factory.
5.3 Recommendation for company

In ourobservation, we would like to recommend the following points:
 The factory is willing to accept student during internship program because those
students service the factory in difference way.
 In the factory there is no internship student office, safety device, fix assistance and
computer, so they should have to make suitable condition for those internship students
in this company.
The first thing to be considered under this topic is the factory waste water management case. As
explained previously the company didn’t construct a purposive stuff on the organizational
structure which is responsible for the waste water management. The waste water is not
discharged only from the production area, but also from the laboratory, from shower rooms and
from the food preparing rooms. This discharged waste water leaves the factory and passes
through the canal fronting towards the nearby Agricultural Research Center, in well a manner
that it won’t create any bad smell to the factory compound. But the factory needs to provide a
waste water management organization. This will help the factory to reuse the waste water for the
different operations held on in the factory. Indirectly the company will save the money which it
spends for the raw water throughout the year.
The other thing is that the company is established on an area in which it can produce barley on
its own. This will have so many benefits to the company, for the people who lives around there
and for the traditional barley producers and delivers to the factory. During our staying in the
laboratory, we had chance to grade the raw barley on reception time. we observed that most of

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the barley delivered to the factory is third grade and there was also rejected barley. So, the
factory incorporating with the nearby Agricultural Research Center can produce quality barley
for malting process. Indirectly the factory teaches the traditional barley producers how to
produce quality malt barley and this improves the factory production quality. Not only this but
also it can create a job access for the youths living around the factory.
In our stay we also saw that there are many chemical and dust discharge from different sources
that will cause health problem on the factory employees. The big generator of electricity
discharges a harsh chemical that can disturb the normal breathing system of a person and affects
your eye. This generator also creates a great sound pollution which can disturb the work
environment and create a boring condition and it will affect the work. The company also releases
the dusts from the different cyclones, which are originated from the pre cleaning and polishing
room, simply to the air and it also affects human health. So, the factory needs to replace the
generator by a soundless or needs to place it far from the work environment. The chemical
should also be collected and treated rather than simple discharge together with the dust from the
cyclones.
Getting back to the laboratory where we were assigned, we need to recommend some. The
laboratory does not have some of the analysis instruments and also do not use the available
instruments appropriately. Some of the chemicals were out of date and were disturbing the
analysis undergoing. For instance, protein content analysis was one which takes place in the
laboratory. But with mismanaged use of instrument and outdated chemical, sulfuric acid, it
wasn’t successful once during my stay. That is why I didn’t mention this analysis in the quality
analysis topic. The laboratory doesn’t have a colorimeter. The lab technicians estimate the color
of the extract by their naked eye. These all problems put the quality control and product
improvement stuff under a big suspect. So, they need to fulfill the necessary analysis instrument,
replace outdated chemicals and use the available instruments appropriately.
5.4 Recommendation for University

Even if the internships is very interesting to relate the theoretical knowledge with practical, there
should be same improvement action taken by university management and department heads to
make the program more Comfortable with company. Those are:
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 The university management and department heads should communicate with the
companies about the aim and objective of the internship as well as responsibilities given
to the students during internship program.
 Before the internship program, the university management and department head make the
program of visiting with every company in order to make industrial linkage and visiting
industrial area to develop practical knowledge of students

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PART TWO: PROJECT

IMPROVING LAYOUT OF BELT CONVEYOR AND
PACKAGING MACHINE
CHAPTER ONE
INTRODUCTION
Little adjustments in the position of machines and equipment in a manufacturing plant can
greatly alter the easy flow of materials; this also affects the production costs and efficiency of the
entire manufacturing process. The inability to get manufacturing processes right leads to delays,
inflexibility, inefficiency, excess inventory, high costs, low product quality, and unhappy
customers. Modifying an ineffective layout is quite expensive; hence the need to design a
functional plant layout right from the onset. Designing and operating an effective plant layout
that can promptly and efficiently adjust to the requirements of ever-changing technology and
customer demands is becoming increasingly vital to the success of manufacturing companies.
With the realities of reduced product life cycle and lead times, as well as increased variety of
products and random customer demands, manufacturers are realizing that operating a single line
of product can no longer be profitable. This is because production efficiency entails that plant
layout should quickly adapt from a product line to another without equipment replacement,
extensive retooling, and re-arrangement of resources. To manufacture high quality products that
will meet the customer demands, it is pertinent to concurrently produce several products, to
enable low volume products to be produced alongside others, thereby easily accommodate
volume and product mix variations. Today’s manufacturing layouts must demonstrate adequate
robustness and flexibility regardless of constant changes in operating requirements. This explains
why proper plant layout design has turned out to be an essential basis of current industrial
facilities, thereby enhancing the efficiency of product outputs. Plant layout is the systematic
arrangement of a firm’s physical facilities to enhance the efficient use of machines, material,
equipment, energy, and the workers. It can also be defined as the plan or act of planning an ideal
facility arrangement, which include equipment, storage space, workers, machines, inventory
flow, and other services that enhance production, alongside the design of an efficient structure to
accommodate the facilities. According to Kumar (2013), plant layout is “a plan of an optimum

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arrangement of facilities including personnel, operating equipment, storage space, material

handling, equipment, and all other supporting services along with the design of best structure to
contain all the facilities.” He explained that it involves proper space allocation, as well as the
arrangement of equipment to ensure that the overall operating costs are minimized. In his work
Singh (2012), explained that Plant layout “decisions entail determining the placement of
departments, work groups within the departments, workstations, machines, and stock-holding
points within a production facility.” He pointed out that the objective include the arrangement of
these elements in a manner that ensures a smooth work flow in a manufacturing unit or a
particular traffic pattern in a service organization. A good plant layout is designed to offer
competitive advantage to manufacturers by enhancing the flow processes of inventory and
information, thereby leading to reduction in manufacturing cost and improved productivity.
Thinklink (2014), observed that “The production efficiency of a manufacturing unit depends on
how well various machines, flow paths, storage facilities, and employee amenities are located in
the plant.” They observed that a systematically designed plant layout will guarantee a smooth
and rapid movement of material from the raw material stage to the end product stage..
1.1 problem statement
There are many problems existing in the production area that are holding back the company from
improving productivity. The main problems are
 During the packaging malt there was no the interconnection of belt conveyors and
packaging machine. This can lead increase cost of the company for transport malt by
manually (employer) from packaging machine to belt conveyor. Due to these the
company loss around 2,074,842 birr annually this lead to decline in the productivity so
we want to improve by using layout of both the packaging and conveyor belt machines
1.2 Objective of project

1.2.1 General objective

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 The objective of this project is reduce cost of company by improving the existing layout
of belt conveyor and packaging machines
1.2.2 Specific objective
 It is easier, safer, faster, more efficient to transport materials from one processing stage
to another with the aid of material handling equipment devoid of manual handling.
 durable and reliable in materials transportation
 minimize wastage of time and cost of the company
 Reduction of humans fatigue/exertion and number of workers in compact area
 To avoid injury to workers from repetitive movement
1.3 Significant of the study

The main concern of the study is to improve the inter connection between the conveyor and the
packaging machines. which can be used to transport the malt from the packaging machine to the
transport .Additionally, these ways can improve un necessary movements of malts and
employees from one area to the other so this is used to reduce unnecessary flow of materials by
employees and to increasing the productivity of the company.by changing the layout of both
machines in Assela malt factory
1.4 Limitation of the study
In the course of this study some problems were faced that considerably affected the depth of the
study. Some of them;
 Lack of data from the host company.
 Lack reference & libraries access internet.
 Inadequate source of information
 Lack of collaboration of group members
1.5 Scope of the study

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This project is limited in reducing cost of company and wastage time for the transporting malt in
between packaging and conveyor belt machines by improving existing layout of belt conveyor
and packaging machine in Assela malt factory.
CHAPTER TWO
LITERATURE REVIEW
2.1 Facility layout

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Facility planning accurately as planning and integration of the paths that the components and
parts of a certain product or products follow in order to achieve the most effective and
economical interrelationship between equipment staff and the movement of material from
receiving point through production until the dispatch of the finished products according to the
author facility layout is the critical to the productivity of the plant and if not optimal negatively
effects non operating time the level of man power used to move parts as well as the capital
investment for the material handling of equipment thus non operating time will increase causing
the production lead time to increase which in turn causes an increase in the work in progress
inventory additionally non value adding material handling and movement takes place within the
facility contributing to more labor hours and finally a costlier product[1] Philip d rufe
The layout of a facility also has a significant impact on the performance of the production
operations of the facility an appropriate facility layout and process flow is critical to ensuring
effective movement work space utilization and thus the facility throughput and performance [2]
it s extremely important that the facility layout is applicable to the type of product being
produced as if greatly effects the successes of production an applicable layout must be
determined zheng et al 2013
A well known procedural solution approach for the layout problem is the Systematic Layout
Planning (SLP), which is developed in the early 1970s by Muther[3] (Muther 1973), is by far the
most popular facility design approach in practice. A primary reason the SLP technique has
remained popular for more than 30 years is its simple step-by-step approach to facility design [4]
(Tompkins, White et al. 2003). It consists of four phases: determining the location of the area
where facilities will be laid out, establishing general overall layout, establishing detailed layout
plans, and installing the selected layout. Of these phases, the second and the third phases are the
most important. Establishing the general overall layout involves determining the flow of
materials between facilities, examining special adjacency requirements, determining the space
required for each facility, balancing it with the space available, incorporating practical
constraints (e.g., budget, safety), and generating alternative layout plans [5] (Heragu 1997).
2.2 TYPES OF PLANT LAYOUT
The modern manufacturing factories are designed to have advanced and sophisticated plant
layouts. The three basic types of layouts by which production sections are organized in a plant,
which are defined by the type of workflow are process layout, product layout, fixed-position

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layout. The fourth type of plant layout which has gained wide acceptance and often regarded as a
hybrid layout is called cellular layout. However, some manufacturing companies have a
combination of more than one type of layouts; like setting out the area of production by cellular
layout, while another section or department will be laid out by process.[6] Nptel (2015). “Layout
Types” [Online]
2.2.1 Process Layout
Process layouts are designed to handle varied processing requirements a variety of jobs being
produced on this layout frequently requires equipment to be adjusted which can cause production
interruptions usually similar processes are grouped together and placed as departments relative to
each other on the factory floor to create interdepartmental flow [7] William j. Stevenson 2012
Also referred to as functional layout, process layouts are very suitable for applications where the
products that are gotten from raw materials and work- in progress entails high variations while
processing the individual operations. The layout which is designed to engender the processing of
activities that need many value additions is widely adopted, if the operation’s system require
large amount of products in small volumes. It is very useful in situations where the production
process is structured in batches as the different product are organized to move from an area to
another, based on the succession of operations earlier established. Small Business (2013),
explained that process layout “groups workstations together according to the activities being
performed, regardless of which products each workstation is working on.” Here the machines
and workers needed to perform similar function are assigned in the same place, also the distance
between sections should be very close to reducing the waste of movements and materials
handling. The machine shop is a good example of a process layout, as it has different
departments for boring, milling, pressing, and milling operations, which ensure that imbalances
present in one section is not allowed to interfere in other sections, thereby achieving better
utilization of the available machines and equipment
The characteristics of process layout include rapid change-over, delayed lead time, high rate of
work in progress inventory, flexibility of material handling equipment, requirement of highly
skilled workers, technical supervision, and general purpose equipment. To design a functional
process layout the following are required: the need for the closeness of the work centers or
sections, the required area for the different sections, the limitations of the sections, as well as the

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flow direction between the sections. The numerous advantages and disadvantages of process
layout are tabulated
Advantage
 Reduced overhead cost
 Increased utilization of machine
 Encourages efficient supervision
 High products variety
 Enhanced flexibility
 Reduced initial capital investment
Disadvantage
 High work in progress inventory
 Low operations and expensive material handling compared to the product layout
 Requires constant inspection
 High production gap
 Requires highly skilled operators
 Requires expensive machines
The process layout is mostly suited for production processes where: equipment and machines are
very costly, the products are not standardized, products are produced in batches, lower
production volumes are required, and also frequent alterations of style and product’s design.
2.2.2 Product Layout
A layout that uses standardized processing operation to achieve flow of large volume of goods
within the system the flow of work with in a product layout usually follows the product
production sequence which forms a pattern that is repeated during production [8] Tompkins 2010
Also referred to as line layouts, product layouts which has small cycle of manufacturing with
reduced material handling is a type of plant layout where machines, equipment, and workers are
organized in a line based on the operation’s progression needed for a product. Here machines and
equipment are grouped together, thereby enabling inventories to flow successively in a clear and
easy to control manner from one machine to another as values are being added on them. A good
example of product layout is the vehicle assembly line which entails the movement of nearly all
types of similar models in the same operation sequences. The decisions to be made before
designing a product layout include the amount of the required cycle time, the number and the

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arrangement of the various manufacturing processes, how to tackle the time variations for the
different processes, and the need to effectively balance the layout.
Here the cycle time is calculated as
Available time
be processed ¿
number of product ¿
Product layouts are employed to attain a faultless and constant flow of large quantity of raw
materials or work in progress through the plant; it achieves an increased volume utilization of
equipment and labour. Here continuous flow is achieved as the entire production process
Product layouts are employed to attain a faultless and constant flow of large quantity of raw
materials or work in progress through the plant; it achieves an increased volume utilization of
equipment and labour. Here continuous flow is achieved as the entire production process is
formed to reduce the problems that are associated with unpleasant bottlenecks. Transtutors
(2015), listed the following as some of the benefits of product layout: “less work in process
(WIP) inventory as the flow of material is continuous along a line, compared to process layout, it
requires less space for same volume of production, conveyorized material handling or
automation in the material handling is cost effective as the flow of material is well known.”
More advantages and limitations of product layout are shown below
Advantages
 Reduced material handling cost, activities, and throughput time.
 Efficient floor space usage
 Continuous and little amount of work in progress
 Reduced manufacturing cost
 Can be easily learnt and managed by unskilled operators Simplified sequence of
operations [9] Transtutors (2015). “Advantages of Product Layout.”
Disadvantage
 Expensive investments in machines and equipment
 Breakdown of any machine will lead to serious bottlenecks
 Little or no flexibility in manufacturing processes
 Expensive overhead cost
 Monotonous and boring operations
 Changes in product design requires major layout alterations

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The continuous flow of inventory which entails little amount of work in progress, fixed
equipment for material handling, expensive and delayed changeovers, little or no direct
inspection, requirement of general purpose machines and equipment, and lead time reduction are
some of the characteristics of Product type of layout. It is recommended for repetitive and simple
production processes, products with very high demands, and mass production of products.
2.2.3 Fixed Position Layout
Fixed position layout is not applicable for small projects or products as it is the plant layout type
where the machines, equipment, and workforce are transported to the site of the major product to
be produced. It is used in the construction of bulky or fragile projects like bridges, space rockets,
ships, aircrafts, dams, flyovers, road construction, and buildings.
Advantage
 Very flexible and can accommodate changes in design and production processes
 Saves cost and time involved in incessant movement of work from one location to
another
 It is very economical as jobs at different levels of completion can be produced
concurrently
Disadvantage
 Very expensive capital investment
 Requires large amount of space for the warehouse close to the plant.
 Lengthy production period
2.2.4 Cellular Plant Layout
This type of layout in which work station are grouped in to what is called a cell at which items
can be processed that task similar processing requirement a cell takes on the shape of small
product layout[10] William j. Stevenson 2012
Cellular plant layout can be defined as a layout type where machines and equipment are properly
arranged in order to enhance the steady and uninterrupted movement of materials and tools,
through the process of production without stoppages and time wastage [11]. Levinson and Rerick
(2002) observed that it is “only by relating each machine with the others in such a way that
production will follow in straight lines without confusion, can the highest economy operation be
attained.” As depicted in figure 5, Cellular Layout does not allow easy accumulation of inventory
as materials are immediately processed one after the other. The importance of the application of
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Cellular layout is that it makes electronic layout less complicated, thereby allowing for cheap
transporting equipment like the conveyors, unlike the functional layout that requires forklifts and
very costly automation.
Advantages
 Shorter lead time
 Set up time reduction Reduced work in
 Reduce work in progress inventory
 Reduced inventory handling processes
 Reduces the wastage of shop floor space
Disadvantage
 Not suitable for many variety of products
 Applied for low throughput volume
 Increased set up cost
 Requires more machines
 Leads to reduced plant Utilization
The main benefit of Cellular layout is that it assists organizations to reduce the overhead cost, as
an individual worker can monitor and manage series of machines and equipment in a production
channel. Also it encourages flexible manufacturing as well as reduces the wastage of shop floor
space.
CHAPTER THREE
METHODOLOGY AND DATA COLLECTION

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The flow of our project design is by identifying the problem of the current layout in order to
make the most important aspects of the connection of conveyor and packaging machine layout is
depend on data collection. The major problem is generally the lack of good data on which base a
design. Assela malt factory do not know how much this problem can reduce their profit. So
Assela malt factory have to be these information and also they have profitable by new design the
conveyor by connecting with the packaging machines.
3.1 Primary data collection
 Direct observation
 Formal Interview or Meetings with workers at that level in the company.
 Informal or unstructured interview with concerned persons such as company supervisor,
technicians, finance and store man of the spare part store in the company.
 By collecting data
3.2 secondary data collection
 Written materials in the organization like reports, plans, manuals etc.
 Referring to some books and Handouts related to the study.
 Using the internet.
 By reading journals that concerned to our project work
3.3 Data Collection

Data gathering and analysing is an extremely important tool to use for the identification and
clarification of problem area
Summarized table of malt sell in the past three year in Assela malt factory.
Table 3.1 Malt sell in quintal

Year Barely buy in quintal Malt sell in quintal
2008 419,290 284,376
2009 421,719 318,706
2010 432,719 318,700

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2011 482,569 324,826

2012 582,249 377,244
600,000
500,000
400,000
300,000 Barely buy in quintal

Malt sell in quintal
200,000
100,000
0
2008 2009 2010 2011 2012
Assela malt factory increase its malt production capacity from year to year.
3.4 Data Analysis tools

In this project work different types of Tools can be used, such as:
Excel,
Replacement analysis
3.4 Conceptual frame work of project

Step by step procedure is the most important for improving the layout of both belt conveyor and
packaging machines through using effective layout designs by reducing un necessary costs. We
try to develop a conceptual framework for our work. This frame helped to accomplish our project
in a systematic way. And to achieve this, a nine step approach has been used.
Project Frame Work
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Concept Literature
development review
Gathering
data
Select the
job
Observe all machine layouts
(Examine) Identify the existing problems by critical

technique
Analysis problems and develop new technique
(Define) Suggest more effective method
(Install)Apply new effective method
Maintain
Improve the layout of some machines
Figure 16 project Frame work
CHAPTER FOUR
RESULT AND DISCUSSION

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Figure 4.1 packaging machine
figure 4.2 existing belt conveyor
A belt conveyor consists of an endless and flexible belt of high strength with two end pulleys
(driver and driven) at fixed positions supported by rollers. In this work, 3 roll idlers are required
for adequate support of materials transported and protection of the belt along its length. Pulleys
are used for providing the drive to the belt through a drive unit gear box powered by an electric
motor. It also helps in maintaining the proper tension to the belt. The move the belt and its loads.
Materials are transported over the required distance as a result of friction generated between the
roller surface and the moving belt set in motion by a rotating pulley (drive pulley). The other
pulley (driven or idler pulley) acts as a wheel around which the material rotates and returns in a
continuous process
advantage
 It is one of the cheapest ways to move material long distance
 Simple and easy to use

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 Can be loaded from any place along the belt

 Used to transfer bulk materials
 Used to control moving speed that reduces the chance of breakage and loss to the
material
 Used for transforming materials from one place to another without any labor
Disadvantage
 Belt conveyor construction is simple so limited features available in belt conveyor
 Belt cleaning problem
 Only one side is working and other side is ideal
 Its late when compared with proposed design our conveyor belt chain
4.1 DATA ANALYSIS
Instead of money
In 2010 Assela malt factory sell 365,000 quintal malt. The factory pay 5.5 birr for one quintals
for transport malt manually from packaging machine to belt conveyor.
Now we can calculate amount of money pay for transport malt manually from packaging
machine to belt conveyor in2010 :
Number of quintal*money pay for one quintals
365,000*5.5 birr=2,007,500 birr per year
machine to belt conveyor in 2011
370,000*5.5 birr=2,035,000 birr per year
machine to belt conveyor in 2012 :
Month No of Malt sell in quintal Money pay for worker in birr
January 30,180 30,180*5.5=165,990
February 30,640 30,640*5.5=16,8520
March 30,880 30,880*5.5=169,840
April 31,430 31,430*5.5=172,865
May 33,437 33,437*5.5=183,903.5
June 34,240 34.240*5.5=188,320

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July 34,345 34.345*5.5=188,897.5

August 32,420 32.420*5.5=178,310
September 31,232 31,232*5.5=171,776
October 29,880 29,880*5.5=164,340
November 29,780 29,780*5.5=163,790
December 28,780 28,780*5.5=158,290
Total 377,244 2,074,842

377,244*5.5 birr
2,074,842 birr per year
Generally the company loss 2,074,842 birr for salary of worker for transport malt manually from
packaging machine to belt conveyor annually.
Instead of Distance
The movement between packaging machine, temporary packaged malt storage

and belt conveyor within the facility was analysed. These flow can be measured quantitatively
by recording the amount of distance moved takes place between departments.most often in this
case as summarises the movement that took place.
The movement is in between packaging machine belt conveyor machines and temporary
packaged malt storage
Belt
Packaging
conveyor
machine
7m 6m
Temporary
packaged
storage

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Figure 4.1Existing flow diagram

The distance takes between packaging machine and temporary storage of packaged malt is 6
meter long as well as the distance between temporary packaged storage to the belt conveyor
machine is 7 meter long so it takes more movement than of proposed design,
PROPOSED SOLUTION
Belt Packaging
conveyor machine
Figure 4.2 Proposed flow diagram

Distance analysis of improvement approach
In the proposed design there is no movement between packaging machine, temporary storage of
packaged and belt conveyor it reduces the time takes for the transport malt manually between
those places so as a company it must reduces their waste in terms of time ,distance and money
for getting better profit and makes their employer profitable.
Figure 4.3 proposed belt conveyor and packaging machine

Economic analysis of improvement approach
After the application of the above improvement approach, the reduce cost improvement analysis
becomes:
These approaches almost completely change the manually transport malt from packaging
machine to belt conveyor into full automation(no need of employer for transport malt ). That
means starting from packaging malt up to transport on car are full automation. These is
definitely reduce the cost of company that pay birr annually 2,074,842 for employer.

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CHAPTER FIVE
CONCLUSION AND RECOMMENDATION
5.1 Conclusion
 This project has been carried on improvement of malt transportation system by design a
layout for belt conveyor and packaging machine for transporting of malt from packaging
machine to the transportation area. The proposed layout design of belt conveyor and
packaging machine reduce cost of the Assela malt factory that pay for employer who
transport malt from packaging machine to belt conveyor by 2,074,842 birr per year and
minimize wastage of time during transport by worker.
 Therefore, with a proper implementation of proposed design, the factory can be
improve productivity as well as profit margin.
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 We studied different type of conveyors and there configuration and there working. Thus
Conveyor System use for material handling to improves the speed of material handling.
Also this system reduces the human effort. This system is beneficial and safety for the
material handling.
5.2 Recommendation
Although the company has many constraints to implement all suggestion for improvement within
short period of time, the company recognized that the suggestion will provide significant
decrease cost in the long run.
 Workers and Management personnel should have trust in the layout design of machines
for improving customer satisfaction and enhancing organizational performance
 We recommend to use machine layout to reduces un necessary costs and to increase the
profit of the company
Some Project questionnaires
1. How many barely buy in quintal daily, monthly, annually?
2. How many malt sell in quintal daily, monthly, annually?
3. How much money pay for manually transport malt from packaging machine to belt conveyor
for one quintal?
4. How many time does it takes for transport malt from packaging machine to belt conveyor?
5. How many of you are doing in transport malt from packaging machine to belt conveyor?
6. The speed of workers by manual transport in between packaging machine and belt
conveyor?

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7. Transport malt by manual or by machines which is better? Why?
REFERENCE
1. ^ McGuire, Patrick M. (2009-08-05). Conveyors: Application, Selection, and

Integration. CRC Press. p. 35. ISBN 9781439803905.
2. "Thomas Robins, Inventor, 89, Dies. Developer of Heavy-Duty Conveyor Belt
Had Headed Hewitt-Robins Company".
3. The New York Times.^ Digiscend (October 2014). "Conveyor Belt System
Services". Digiscend.com. Archived from the original on 2014-10-31.
4. Nptel (2015). “Layout Types” [Online]
5. http://nptel.ac.in/courses/112107142/part2/facility%20design/lecture4.htm
[Accessed 13 July 2015]9
6. Transtutors (2015). “Advantages of Product Layout.”
7. [Online] http://www.transtutors.com/homeworkhelp/
8. industrial-management/plant-layout/advantagesof-product-layout.aspx [Accessed
13 July 2015]

Assela Malt Factor
9. Small Business (2013), “Difference Between Process and Product Layout’’

[Online]
10. http://smallbusiness.chron.com/difference-betweenprocess-product-layout-
manufacturing-15991.html[Accessed 13 July 2015]
11. Mr.werku , [ interview] Dec. 2008 E.C
12. A.M.F production manual of Asella malt factory
13. www.asmalt gov.com
14. Company profile

Assela Malt Factor: Ambo University Hachalu Hundesa Cumpas

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Assela Malt Factor

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Name of student Signature Date

Name of monitor Signature Date

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3.1 Process description of malt production at the factories.......................................................12

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4.3.2 Improving Leadership skill...........................................................................................32

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2.2.4 Cellular Plant Layout.....................................................................................................49

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PART ONE:- REPORT PART OF OUR INTERNSHIP AT

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Table 1.1 main customers

. S/N Company Amount of malt sold In Amount of

1.4 Mission of the Factory

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 Assisting researchers and producers of malt barley to increase malt barley

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1.7 Objective of the Company

Finance office manager Internal audit

ICT Manager Ethical and anti corruption Manager

Agricultural production manager

Human Finance Marketing Production & Quality Procurement &

Production Auto Electrical Mechanical

Fig1.1 Company organization and work flow AMF

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 Sub Production section

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2.3 The work flow in the section

Production Quality Assurance

Supervisor of the product

Production Techniques (operator)

2.4 The work task we have been execute

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2.5 The procedure I have been using when performing my task

 Types of the malting process

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2.9 Types of barley and Variety

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 A thicker husk than two-row barley

Figu re 2.1 Types of

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Weighing & Turning

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3.2.1 Machine tower

 Intake chain conveyor  Intake bin

Intake hopper up to Intake bin

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3.3 Parts and Working principle of machines.

Fig 3.1 intake hopper

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 Cup- is a concave structure that is mounted to belts

Fig 3.2 pre

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Fig 3.3 Magnetic Separator

Fig 3.4 Cyclone