1

A WORK STUDY ON THE IMPROVEMENT OF

PRODUCTION FLOW OF MEDAL
OF F. BERNAL METAL CRAFT

A Work Study Submitted to the

Industrial Engineering Department, Faculty of Engineering of the
University of Santo Tomas

In Partial Fulfillment of the Requirements

for the Degree of Bachelor of Science in Industrial Engineering

Altares, Carmella M.
Gripal, Geonne Karl A.
Miano, Kimberly Willyn T.
Ocampo, Miguel Crisso R.

Engr. Gabriel C. Bucu

May 2018
 2

ACKNOWLEDGEMENT

First and foremost, we would like to offer our sincerest gratitude to our Father God

for giving us the strength and guidance throughout the course of accomplishing the study.

Without His guidance, we could have easily given up during the challenges, frustrations,

and shortcomings we faced in developing this study.

To our loving family who endlessly supports, inspires, and understands us in terms

of our busy times. Also for allowing us to leave the house for plant visits even if it is our

free day with regards to our class schedule.

We also extend gratitude to Mr. Ferdinand SJ. Bernal, Mrs. Ludivina S. Laboy, and the

employees of F. Bernal Metal Craft for accommodating us in every plant visit that we conduct

and for generously providing us with the data needed for this study. Without their cooperation,

the accomplishment of this study would not be possible.

We would like to thank each and every member of this group. We would not be

able to finish this study without our collaborative time and effort and contribution of

knowledge and skills to finish this study.

Lastly, to our Professor, Engr. Gabriel Bucu for sharing his knowledge and expertise

on the subject of work study and for constantly guiding us towards the improvement of

this requirement.
 3

TABLE OF CONTENTS

TITLE PAGE 1
ACKNOWLEDGEMENT 2
I. Introduction
a. Executive Summary 5
b. Company Profile 6
i. Organizational Chart 6
ii. Mission and Vision of the Company 7
iii. Types or Products/Services 7
II. Review of Related Literature 8
III. Define Phase
a. Problem Statement 19
b. Significance of the Study 23
c. Objectives of the Study 24
i. Primary Objective/s 24
ii. Secondary Objective/s 24
IV. Measure Phase
a. Work Sampling 26
b. Documentation of the Current System (with Time Study) 27
i. Process Sequence Charts 28
ii. Diagrams 31
c. Performance Ratings Matrix 33
V. Analyze Phase
Examine
a. Questioning Technique 34
i. Primary Questions 34
ii. Secondary Questions 34
Develop
b. Operation Analysis 35
c. Principles of Motion Economy 37
VI. Improve Phase
Evaluate
a. List of Proposed Alternatives 39
b. Documentation of Proposed Alternatives (with Time Study) 42
c. Evaluating Alternatives 53
Define
d. Written Standard Practice 56
VII. Control Phase
Install
a. Project Implementation Matrix 58
VIII. Conclusion and Recommendation 61
 4

IX. References Cited 61

X. Appendices
a. Gantt Chart of the Work Study 67
b. Computations 68
c. Photo Documentations 71
 5

I. Introduction

a. Executive Summary

F. Bernal Metal Craft is a manufacturing company located at Barangay

Maybunga, Pasig City, Metro Manila. The company offers products used in

different awarding ceremonies such as medals, trophies, and plaques, and the

like. Moreover, they also offer other products such as citations, pins, buckles,

keychains, marker, brass table signs, and stainless signages. The company is

formerly known as A.B. Bernal Engravers Inc. until they changed their name to

F. Bernal Metal Craft in 2012. The company has a various range of customers –

from different academic institutions including public and private schools,

universities, government organizations, as well as private industries and

individuals.

F. Bernal Metal craft is owned by Ferdinand SJ. Bernal and is currently

under the management of Mrs. Ludivina S. Laboy, who is the operations

manager of the company. It owns 8 different machines namely: machine press,

buffing machine, drilling machine, plating machine, grinding machine, cutting

machine, and sandering machine utilized in their production of medals. The

company with 30 employees is capable of having a job order finished in seven

days.

Company Address: 451 Rainforest Drive, F. Legaspi St., Barangay Maybunga,

Pasig City
 6

Contact Person: Ludivina S. Laboy – Production Manager

Contact Number: 654-3766 / 654-9800 / 641-2550 / 09162456957

E-mail Address: bernalcompany@yahoo.com

b. Company Profile

i. Organizational Chart

FERDINAND SJ BERNAL
Manager/Owner

LUDIVINA S. LABOY
Operations Manager

MARILYN SANTIAGO MILAGROS SJ BERNAL EDUARDO DB. INAL

Production Supervisor Treasurer Warehouse Supervisor

RENATO DELA LORINA D. DINO AARON DE LEON

CRUZ Marketing Head Computer Operator
Consultant

Figure 1 – Organizational Chart of F. Bernal Metal Craft

 7

ii. Mission and Vision of the Company

Mission

To develop and manufacture high quality metal products, awards and

citations such as: mementos, plaques, medals, pins, keychains, table

signs and signage’s and attain long lasting customer’s satisfaction.

Vision

Be the undisputed leader and developer of world-class metal products

both in local and international market.

iii. Types of Products/Services

F. Bernal Metal Craft Company produces different products mainly

made of brass & copper metals. These are the following:

● Trophies

● Plaques

● Brass and Stainless Signages

● Lapel Pins

● Medals

● Badges

● Nameplates

● Keychains

● Belt Buckles

● Bag Tags

● Table Signs
 8

● Markers

II. Review of Related Literature

Throughout the years, manufacturing metal products has been constantly

improving. In our world today, medal production has become machine-dependent

as it requires different types of machines in almost all of its process from forming

its mold to adding finishing touches. Usage of such machines has greatly increases

the rate of production of medals for it has lessen the amount of man effort needed

that is sufficed by the machines.16

In a study conducted to provide academicians in Productions and

Operations Management with information on the major problems concerning local

manufacturing companies, manufacturing problems and techniques for

improvement are asked to the companies in their survey of 65 companies in the

Philippines.18

The problems on the highest mode (in decreasing percentage) are:

· high or rising material cost

· producing to high quality standards

· low labor productivity

· insufficient manufacturing capacity

The techniques for improvement on the highest mode (in decreasing percentage)

are:
 9

· Productivity improvement program

· Training in production control systems

· Production and inventory control systems

· Worker skills development

· Maintenance improvement program

· Worker safety and health programs

· Production lead time reduction

· Zero defects program

· Defining a manufacturing strategy

· Integrating manufacturing information systems

· Integrating information systems across functions

· Quality circle program

· Vendor quality improvement program

· Capacity expansion

· Giving workers a broader range of tasks

· Changing labor-management relationships

· Purchasing management

· Developing new processes for old products

· Training in manufacturing management

· Modernization/reconditioning of physical plants

· Statistical quality control: process

· Making existing systems work better

 10

Among these problems in the highest mode, the results of the survey stated

that the four most critical concerns/problems among the sample companies are

concerned with material cost, product quality, productivity, and manufacturing

capacity. Although there was no technique/ approach that was critical in improving

manufacturing operation from the results, the top ten to fifteen

techniques/activities mentioned above appeared to address the critical

concerns/problems.18

The metal craft industry from village to urban center in the Philippines

indicates the large potential for labor-intensive industries to raise a high income

and standard living of people. Industries of this type are very well suited for the

rural part because of the small capital requirement relative to large absorption of

low-skilled labor. But importantly, such industries can adequately exploit the

potential of entrepreneurship that is relatively abundant in villages and local towns

of the Philippines.7 (Hayami, 1998)

Nowadays, there seems to be little need for regulations in this industry.

Competition is strong and entry is open, leaving no room for monopolistic

exploitation. Some contractors are eager to develop reliable and mutually

beneficial relationships. Government support will have to increase greatly if the

Philippines is to advance beyond the supplying of cheap craft goods to the low-

income to high-income economies. It might be more efficient in terms of both

equity and economic growth for the government to focus on its scarce resources.7
 11

As we all know, the process of manufacturing medals, trophies, awards and

such is a complicated thing in which only the skilled people would be able to go

through it. It’s complicated as producing it would need the bases having planar,

cylindrical, spherical or any other geometric form. These are usually formed or

manufactured that would be reinforced with fiberglass and also processed usually

in an optimized sequence which would preferably be done manually. The fiberglass

also plays a part of being a decorative design which has a form of transparency that

would contain characters, drawings, paintings, pictures, illustrations, signatures,

etc.10

The process of manufacturing these things may be simplified into: (1)

Applying organic alcohol in four or five transverse layers and then dry them out

afterwards. (2) By applying a first catalyzed resin part on the dried alcohol layer

until the resin part of this becomes tacky and then apply the second and third

catalyzed resin layers. (3) The next one would be the placing of fiberglass in textile

or roving form into the resin layers until it is totally absorbed by the layer in which

there would be no more air bubbles. (4) Placing a decorative object on to the

fiberglass would be optional. (5) Repeat the step of applying another resin part and

place another fiberglass like the first one. (6) Now you could place a plastic film on

it then rouletting it until there are no more air bubbles. (7) Just wait until all the

resin layers would polymerize for at least a day and then do the cutting of the

finished pieces. All of this, of course, should be according to the appropriate

measurements for the chosen product to be done.10

 12

Brass and copper are widely-used as raw materials in the production of

medals. Brass is used in producing gold and silver medals while copper is used in

making bronze medals. Brass and copper are adequate metals having low cost.

However, brass and pure Copper (Group 1) are difficult to machine for they have

properties of high-level toughness and deformability (Klocke, 2011).11

Brass manufacturing industry has evolved through centuries. There are

many gaps compared to modern manufacturing industries. But it faces some

threats from different aspects including expansion of raw material prices, proper

reverse logistic mechanism to collect scarp brass material, absence of

competencies to adapt new technology. Manufacturing sector especially the SMEs

(Small and Medium Scale Enterprises) have a greater purpose by converting their

processes towards green while minimizing importation of foreign raw material and

launching new businesses to increase value for local raw materials while focusing

on foreign trade markets.9

In late 1970s, traditional brass manufacturing industries forced to be

diminished. Rapid urbanization and introduction of similar products with low cost

materials as well as with advanced technologies from other countries are the main

causes for this deterioration. Economic sustainability of this industry gradually

diminishes due to three main reasons like: marketing related problems due to the

policy changes by the successive governments, inability to find resources such as

quality raw material and skilled labors and as well as lack of opportunities to adapt

modern manufacturing technologies (Jayawickrama, 2016).9

 13

Evaluation phase focuses on how to achieve resource efficiency,

process efficiency and product efficiency. Resource efficiency is subdivided into

fuel efficiency, utilization of man hours and raw material efficiency. Design and

Development works are carried out with commonly used technologies such

as computer aided design and computer aided manufacturing (CAD/CAM). This can

be also applied in the brass-made medal manufacturing production.9

An example of medal production is the production of Olympic Medals.

These Olympic medals are made using CAD/CAM (Computer Aided Design/

Computer Aided Manufacturing) process and it composes of few major steps. First,

an oversized 3d plaster is to be made from the artist’s drawing. Then the model is

to be scanned with a laser. This is to produce the CAD. The computer needs to have

the software of producing a program to drive numerical control machine to cut a

die set. Next would be the cutting of blanks from the bronze metal sheet stock

using an abrasive water jet under 2-axis CNC control. After cutting, the blanks are

heated and places between the top and bottom die. A press, called hot isostatic

pressing, would then apply a very high pressure at very slow rates to plastically

deform into the medal. Some of the steps in the process also include chemical

etching; gold or silver plating; and packaging.2

Two of the major steps that involve a machine in the manufacturing of

medals on Bernal Company are forging and machining. Forging uses presses,

hammers, dies or other applicable machinery in applying controlled pressure in

order to have the desired shape or design. There are two classifications of forging,
 14

hot forging and cold forging, based on the initial temperature of the material. There

are also two ways of forging, open die and closed die. In open die, lateral

movement of the metal is free while on the closed die, there is a controlled

movement on all of its sides.4

The second is machining. This is also known as cutting, metal cutting, or

material removal.4 Machining, or metal cutting, has been a significant contributor

in the production of metal crafts. In the middle of 18th Century, metal crafts were

scarce for its difficulty to process and manufacture until steam engines are

developed in the 1760s. This has led to the major developments of metal cutting in

the passing years. Various metal cutting types have been developed, which are:

turning, boring, drilling, shaping and planing, and broaching. 11 The most common

type of machining process is the mechanical machining. Some tools that are used

in this process are milling cutters, drill bits, reamers, broaches hacksaws and band

saws.4 Each metal cutting has its own purpose and significance in the appropriate

cutting of metals. They contribute to the reduction of costs, maximization of raw

materials, and increase in the productivity as well as the rate of production.11

Manufacturing plaques or awards may be nearly impossible to be done

without having any decoration on it. These decorative designs can be generated by

computer, handmade, or otherwise produced. Common decorative award plaques

are provided which usually use a plastic laminate article that’s capable of being hot

stamped into the plaque with the desired lettering or design. The plaque is made

by a process of continuously imprinting with different colors and surface effects.

 15

This process would include forming and cutting the plastic on a rigid backing,

especially one simulating a fine hardwood panel. These decorative and award

plaques are used to personalize many items, such as trophies given as a prize or

recognition of an achievement. Most aesthetically acceptable plaques have been

produced on a metallic material, usually gold or silver color plates in which these

plaques have been imprinted by engraving or etching methods. The most

conventional method would still be the engraving method that would be limited in

fineness of details and would often lack contrast between the imprinted lettering

and remaining surface of the plate.13

The history of the awards, medals and other different kinds of things that

show appreciation or recognition of something is usually not recognized by a lot of

people since it seems that it’s pretty simple. The history of awards and honors prior

to 16th century England is somewhat sketchy, but what emerges from assembled

evidence is a pattern of honorific recognition usually accompanied by a token of

esteem bestowed by a supreme ruler in his name or in that of the nation or

kingdom. Although the exact origin of emblems of honor is clouded by time, it

seems obvious that they incorporated elements of religious symbolism. This would

be somewhat a proof of the past that before there were any medals or awards,

custom made symbols, usually religious symbols, are given out to the people being

recognized. Even though badges were given for war services that started in 1625,

medals were just used in the 19th Century. The cycle would just continue up to
 16

what we have today that could be given as a symbol of recognition or appreciation

to a person.12

It is easier to see the problems if there is a standardized work. Whitmore

stated that “Detailed understanding of the steps needed to be taken to complete

tasks is necessary to eliminate root causes of variability and permanently resolve

issues.” When workers use various ways of performing their work, development of

their methods will be impossible. Thus, standardized work allows continuous

improvement to be possible in the process. Having standardized work will also have

security in preventing the improvements in the process to decline. Standardized

work is said to be the secret weapon in becoming lean because the lack of it is very

rampant in “lean” processes. The standardized work, which is the detailed process

steps, represent the current best way for workers in doing their jobs. Standardized

work is designed to lessen the variations of the workers’ ways in the process and

also to eliminate unnecessary motion because this will reduce waste, ease problem

solving, and enhance productivity within the process.17

Whitmore also included an example, “Like everything in the Toyota

Business System (TBS), standardized work is focused on what workers need to do

to satisfy the customer. Unlike the routers developed by engineering, which focus

on the part and how it’s processed, standardized work focuses on the workers and

the steps they must take to produce the product or service. Improvement of

standardized work is the responsibility of the work team. Maintenance of the

standardized work documentation is the responsibility of the cell leader. Just as the
 17

TBS is a business system, standardized work is a management system. It’s a

management system for the front-line leader (cell manager), who is responsible for

the performance and output of this cell.”17

5S approach is one of the most effective lean manufacturing tools used by

companies in order to increase their productivity. 5S stands for 5 Japanese terms

which are seiri (sort), seiton (straighten, set), seiso (shine, sweep), seiketsu

(standardize), and shitsuke (sustain). 5 The approach helps in the utilization of

workplace as it removes the unnecessary tools in a workplace, organizes the

equipments and tools in order to maximize the production line, administers

standardized measures and rules and regulations, and most importantly, maintains

the behavior and practices being developed over a long time.

The 5S method also helps the company to immediately identify the

problems that may occur in the production line. It does not only help in the increase

of the productivity of the company, but also ensures the company in having a safe,

efficient, and repeatable ways of working. An application of 5S approach can

increase a company’s productivity by 15%.6 According to Hiroyuki Hirano’s 5 Pillars

of Visual Workplace, organization and orderliness are disciplines that must be

consistently done. The five pillars will be the key factors, which are: Discipline,

where habits of maintaining established procedures are made; Organization,

where necessary items are clearly distinguished and unnecessary items are

removed; Orderliness; where items/tools are kept in their appropriate places in

order to maintain the ease in getting and returning them; Cleanliness, where the
 18

workplace is kept clean and good housekeeping is maintained; And lastly,

Standardized Cleanup, where it supports the maintenance of Discipline,

Organization, and Orderliness.8

Small adjustments in the position of machines and equipment in a

manufacturing plant can greatly change the easy flow of materials; this also affects

the production costs and efficiency of the entire manufacturing process. The

incompetency to come up with the right manufacturing process leads to more

delays, excess inventory, inefficiency, low product quality and unsatisfied

customers. 14

Designing and operating an effective plant layout that can directly and

efficiently adjust to the requirements of ever-changing technology and customer

demands is becoming increasingly essential 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. This explains why proper plant layout design has

turned out to be a vital basis of current industrial facilities, thereby enhancing the

efficiency of product outputs.14

Thinklink (2014), observed that “The production efficiency of a

manufacturing unit depends on how well various machines, flow paths, storage
 19

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.14

III. Define Phase

a. Problem Statement

F. Bernal Metal Craft’s production of metal requires eight to nine steps

which are: (1) forming of mold with pantograph, (2) heating of raw materials,

(3) forming of medal with machine press, (3) buffing, (4) cutting of excess metal,

(5) sandering of medal, (6) bench drilling, (7) second sandering, (7) buffing, (8)

plating, and (9) painting (if necessary). In the company’s production line, before

they move on to the next process, they first finish all the medals in the

preceding process. For example, in their production of five hundred medals,

they proceed to sanding process (4) only after they finish cutting the excess

metal in all of the medals (3).

There is a big difference in the time needed for each process which

results to an existence of bottlenecks in the production line. In addition, the

current plant layout of the company is disorderly. They do not have any storage

area for their excess products and unclaimed orders. This results to an idle time

in the process which slows down the production.

Table 1 - Pareto Chart

 20

Production Delays

Cumulative Cumulative
Activity Delays Frequency Percentage
Count Percentage

Waiting to 16 16 27% 27%

finish
preceding
1 step

Absent 14 30 23% 50%

2 Worker

Walking 10 40 17% 67%

from one
station to
3 another

4 Late Worker 9 49 15% 82%

Looking for 6 55 10% 92%

tools/materi
5 als

6 Others 5 60 8% 100%
 21

Production Delays
100% 100%

92% 90%
80%
82% 80%
70%
67% 60%

50% 50%
40%
27% 30%
23%
27%
17% 15% 20%
10% 8%
10%
0%
Waiting to Absent worker Walking from Late Worker Looking for Others
finish preceding one station to tools/materials
step another

Percentage Cumulative %

Figure 2 - Pareto Graph

Table 2 - Vital Few and Trivial Many

Vital Few Trivial Many
Waiting to finish preceding step Finding materials/tools
Absent Worker Later Worker
Walking from one station to another Others
 Workers Environment

Excessive Break Poor

Time Housekeeping
No Specialization Disordered
Absent Workers Plant Layout

Slow Workers Lack of Storage

Area

Figure 3 -
Late Workers Slow
Production

Synthesis on Ishikawa Diagram

Flow
Lack of Planning Unorganized
Arrangement of
Tools Easygoing
Management
Long Idle Absence of
Time of Storage for Raw
Machines Materials

Method Materials/ Management

Tools

Ishikawa Diagram
22
 23

The Ishikawa Diagram shows the causes of the slow production flow of

F. Bernal Metal Craft. The causes are divided into five categories, which are

workers, environment, method, materials/tools, and management.

In all of the causes, workers, management, and environment has the

largest impact for they also affect the other causes. As shown in the Figure 3,

the vital few are waiting to finish preceding step, absent worker, and walking

from one station to another. The inconsistency of the workers in standard shifts

(being late and absent) has resulted to a huge amount of idle time in the

production line. As the management goes easy to its employees, they keep on

disobeying standard shifts. Environment has also made a huge impact on the

production flow as the plant layout is disorderly, housekeeping is poorly

maintained, and storage area is lacking. Having said, these factors contribute

the most in the existence of bottlenecks in the process flow of medal

production.

b. Significance of the Study

Majority of the medium-scale companies tend to settle on the

conventional ways, which limits them to their production and their

performance as a whole. The findings of this study will help the company in

terms of being aware of the possible improvements, which when acted upon

through implementation of solutions, may increase the company’s efficiency

and competitiveness. The researchers will focus on analyzing the machines and
 24

worker condition and thus, acquire information in that scope. Furthermore, the

company will be more productive if they are willing to adapt for possible

changes obtained from the recommendation of this study, which will require

them to some risks and effort to be undertaken in order that the company may

achieve its full advancement.

It will benefit the company in which the new and proposed method will

be applied and the new arrangement of the company’s workplace and the

positioning of the machine will be maximized and can diminish the idle time

during the operation in the company. The implementation of the proposed

solutions and methods will give the company a competitive advantage in the

market place of manufacturing industry which in turn will also increase the

opportunities for greater production and more jobs for the people as the

performance of the whole operation becomes efficient.

c. Objectives of the Study

i. Primary Objectives

 To minimize the idle time between the worker and the machine.

 To provide a solution to the stated problem with the help of decision

making tools and the different principles of work study.

 To suggest a cleaner/more organized workplace for the workers to

improve the time of production.

 25

ii. SECONDARY OBJECTIVE/S

 To analyze the overall process of the production in F. Bernal Metal

Craft.

d. Scope and Limitations of the Study

The scope of the study is mainly on the production of medals in F. Bernal

Metal Craft, excluding the other products of the company. The development

on the current plant layout and floor design is the focus of the study. It includes

the improvement on the placement of the machines, equipment and storage in

improving the flow of the production process of the medals. The study will only

be limited to the general processes involved since the detailed process will not

be thoroughly explained due to the time restrictions and preference of the

company.

IV. Measure Phase

a. Work Sampling

Confidence Interval (CI) = 80%

 26

Percent Error (E) = 15

100 (1-α) = 80

α = 0.2

zα/2= =1.282

𝐸 15
δp = = = 11.7
𝑧 1.282

p = 20; q = 80

𝑝𝑞
δp = √
𝑛

(20)(80)
11.7= √
𝑛

n = 11.68 ≈ 12 samples

b. Documentation of the Current System (with Time Study)

Table 3 - Time Study Observation Sheet

 Department Manufacturing Analyst Miano, K.
Operator
Operation Medal Making Date 5/18/2018 Remarks

Rating

i.
Total Time
Units

Performance
Normal Time

Observed Time
No. Element 1 2 3 4 5 6 7 8 9 10 11 12
Produced
1 Cut brass metal 12 0.051 0.048 0.042 0.039 0.042 0.039 0.052 0.044 0.056 0.044 0.046 0.044 0.546 0.045 1.000 0.045

2 Mold brass in machine Press 12 0.205 0.196 0.173 0.152 0.169 0.181 0.151 0.170 0.170 0.184 0.140 0.195 2.085 0.174 1.000 0.174

3 Transfer to buffing machine 12 0.232 0.250 0.258 0.280 0.233 0.256 0.245 0.271 0.263 0.265 0.263 0.272 3.086 0.257 1.000 0.257

4 Buff Medal 12 0.405 0.344 0.276 0.251 0.251 0.373 0.216 0.242 0.281 0.193 0.184 0.281 3.295 0.275 1.000 0.275

5 Transfer to cutting machine 12 0.097 0.113 0.098 0.117 0.105 0.115 0.107 0.098 0.100 0.107 0.107 0.120 1.284 0.107 1.000 0.107

6 Cutting brass into shape 12 0.329 0.329 0.349 0.283 0.264 0.258 0.256 0.278 0.292 0.310 0.294 0.313 3.554 0.296 1.000 0.296

7 Transfer to Sandering Room 12 0.075 0.089 0.085 0.077 0.082 0.106 0.096 0.080 0.077 0.089 0.097 0.078 1.031 0.086 1.000 0.086

8 Sander edges 12 0.237 0.206 0.155 0.174 0.183 0.185 0.192 0.164 0.157 0.175 0.150 0.173 2.150 0.179 1.000 0.179

9 Transfer to drilling machine 12 0.264 0.273 0.258 0.258 0.267 0.271 0.261 0.256 0.275 0.270 0.258 0.268 3.178 0.265 1.000 0.265

Process Sequence Charts

10 Drill the hole in the medal 12 0.069 0.080 0.065 0.070 0.066 0.049 0.074 0.064 0.061 0.087 0.077 0.067 0.828 0.069 1.000 0.069

11 Transfer to sandering machine 12 0.049 0.058 0.055 0.068 0.055 0.048 0.055 0.057 0.050 0.049 0.055 0.044 0.641 0.053 1.000 0.053

12 Finishing/polishing the medal 12 0.128 0.196 0.207 0.215 0.210 0.200 0.176 0.223 0.160 0.197 0.198 0.244 2.356 0.196 1.000 0.196

13 Buff Medal 12 0.252 0.267 0.258 0.300 0.252 0.287 0.300 0.225 0.255 0.252 0.277 0.262 3.185 0.265 1.000 0.265

14 Check if all residue is removed 12 0.021 0.033 0.035 0.021 0.024 0.050 0.033 0.030 0.033 0.022 0.022 0.024 0.348 0.029 1.000 0.029
Transfer to table for tying of
15 12 0.108 0.124 0.119 0.114 0.117 0.106 0.124 0.112 0.300 0.110 0.115 0.130 1.578 0.131 1.000 0.131
wire
16 Put metal wires 12 0.130 0.120 0.140 0.150 0.130 0.130 0.120 0.140 0.120 0.130 0.120 0.130 1.560 0.130 1.000 0.130

Figure 4 - Operations Process Chart (Present)

17 Transfer to plating area 12 0.122 0.135 0.131 0.122 0.122 0.123 0.131 0.122 0.125 0.128 0.118 0.138 1.517 0.126 1.000 0.126

18 Plate medals 12 3.960 3.960 3.960 3.960 4.180 4.190 4.190 4.190 3.750 3.750 3.750 3.750 47.590 3.966 1.000 3.966

19 Check if medal is fully plated 12 0.307 0.275 0.292 0.287 0.311 0.315 0.265 0.283 0.303 0.317 0.307 0.306 3.567 0.297 1.000 0.297

20 Transfer to painting area 12 0.366 0.372 0.377 0.359 0.400 0.396 0.355 0.374 0.402 0.379 0.373 0.374 4.527 0.377 1.000 0.377

21 Paint medals 12 4.300 4.640 4.480 4.040 4.550 3.290 4.620 4.430 4.500 4.160 4.390 4.140 51.540 4.295 1.000 4.295

22 Dry medals 12 9.080 8.500 8.970 9.030 9.210 8.400 9.140 8.720 9.430 8.650 8.770 9.160 107.060 8.922 1.000 8.922

23 Varnish medals 12 0.070 0.060 0.070 0.070 0.050 0.070 0.080 0.080 0.070 0.060 0.070 0.080 0.830 0.069 1.000 0.069

24 Tranfer to packaging room 12 0.299 0.309 0.309 0.312 0.305 0.296 0.322 0.298 0.307 0.326 0.310 0.325 3.717 0.310 1.000 0.310

25 Pack medals 12 0.650 0.620 0.640 0.650 0.640 0.640 0.670 0.650 0.660 0.650 0.650 0.670 7.790 0.649 1.000 0.649
Additional Comments Sum of All Normal Time 21.570
Allowance Factor
Standard Time
27
 28

Raw Material: Brass Bar

0.044 min O-1 Cut Brass Bar

Mold brass in
0.174 min O-2
machine press

0.275 min O-3 Buff medal

0.296 min O-4 Cut brass into shape

0.179 min O-5 Sander edges

0.069 min O-6 Drill hole in medal

0.196 min O-7 Finish medal

0.265 min O-8 Buff medal

Check if medal is
0.029 min I-1
clean

0.130 min O-9 Tie wire in medal

3.966 min O-10 Plate medal

Check if medal is fully

0.297 min I-2
plated

4.295 min O-11 Paint Medal

0.069 min O-12 Varnish Medal

0.649 min O-13 Pack Medal

EVENT NUMBER TIME
Operation 13 10.607 min
Inspection 2 0.427 min
 29

Figure 5.1 - Flow Process Chart Sheet 1 (Present)

 30

Figure 5.2 - Flow Process Chart Sheet 2 (Present)

 31

ii. Diagrams

Figure 6 – Flow Diagram (Present)

Plaque Area

Sandering
Room

Table

Cutting
4 Machine

Buffing
Machine 3
Varnishing Area
Excess Products Wood Painting/
and
Raw Materials
Sandering
Machine
Buffing
Machine Drill Press Pantograph
6 7
Table

Metal
Cutter
Toolbox
Cabinet
1

2 Unclaimed Orders/Excess
Products/Broken Machine
Machine Press

9
8

Painting
Plating
Room

Area
Stairs
Mold Stand
10

Packaging
Room

Scale: 1 m : 1 cm
 32

c. Performance Rating Matrix

The researchers chose to apply the Westinghouse System in determining the

performance rating of the workers. In this system, four factors are considered

to each worker which are skill, effort, condition, and consistency. Table 4

shows the performance rating of the workers in the production of medal.

 33

Table 4 – Performance Rating Matrix

Performance Rating Matrix

Cutting Brass Metal Put metal wires
Skill C1 0.06 Skill C2 0.03
Effort C1 0.05 Effort C2 0.02
Condition D 0.00 Condition C 0.02
Consistency C 0.01 Consistency B 0.03
Algebraic Sum 0.12 Algebraic Sum 0.10
Perfermance Factor 1.12 Perfermance Factor 1.10
Mold Brass in Machine Press Plate medals
Skill B2 0.08 Skill C2 0.03
Effort B2 0.08 Effort C2 0.02
Condition C 0.02 Condition C 0.02
Consistency B 0.03 Consistency C 0.01
Algebraic Sum 0.21 Algebraic Sum 0.08
Perfermance Factor 1.21 Perfermance Factor 1.08
Finishing/Polishing Paint Medals
Skill B2 0.08 Skill C1 0.06
Effort B2 0.08 Effort C1 0.05
Condition B 0.04 Condition C 0.02
Consistency B 0.03 Consistency C 0.01
Algebraic Sum 0.23 Algebraic Sum 0.14
Perfermance Factor 1.23 Perfermance Factor 1.14
Sander Edges Varnish Medals
Skill C1 0.06 Skill C2 0.03
Effort C1 0.05 Effort C2 0.02
Condition C 0.02 Condition C 0.02
Consistency B 0.03 Consistency C 0.01
Algebraic Sum 0.16 Algebraic Sum 0.08
Perfermance Factor 1.16 Perfermance Factor 1.08
Drilling the hole Packaging the Medals - Worker 1
Skill C1 0.06 Skill C1 0.06
Effort C1 0.05 Effort C1 0.05
Condition C 0.02 Condition B 0.04
Consistency B 0.03 Consistency A 0.04
Algebraic Sum 0.16 Algebraic Sum 0.19
Perfermance Factor 1.16 Perfermance Factor 1.19
Cutting Brass to Shape- Worker 1 Packaging the Medals - Worker 2
Skill B2 0.08 Skill C1 0.06
Effort B2 0.08 Effort C2 0.02
Condition C 0.02 Condition B 0.04
Consistency B 0.03 Consistency A 0.04
Algebraic Sum 0.21 Algebraic Sum 0.16
Perfermance Factor 1.21 Perfermance Factor 1.16
Cutting Brass to Shape- Worker 2 Packaging the Medals - Worker 3
Skill C1 0.06 Skill C2 0.03
Effort B2 0.08 Effort C1 0.05
Condition C 0.02 Condition B 0.04
Consistency B 0.03 Consistency A 0.04
Algebraic Sum 0.19 Algebraic Sum 0.16
Perfermance Factor 1.19 Perfermance Factor 1.16
Buffing
Skill C1 0.06
Effort C1 0.05
Condition B 0.04
Consistency B 0.03
Algebraic Sum 0.18
Perfermance Factor 1.18
 34

V. Analyze Phase

Examine

a. Questioning Technique

i. Primary Questions

Table 5 - Primary Questions

1. Is workplace 1. Rearrange workplace to

rearrangement decrease distance travelled
essential for the and time for production
company’s production 2. Re-locate unclaimed orders,
rate? excess produce, and
2. Can allocation of samples in a storage area
storage area maximize 3. Replace old machines which
workplace? consumes large amount of
3. Can production rate be electricity
increased through
machine replacement?

ii. Secondary Questions

Table 6 – Secondary Questions

1. What can be used to 1. Constructing flow diagram

rearrange workplace? 2. Utilization of workplace
2. Can the company’s area
productivity be 3. Show costs and
increased in allocating benefits gained from
a storage area? machine replacement

3. Can the company

benefit from
replacing
machines?
 35

Develop

b. Operation Analysis

i. Tolerances and Specification

The machines that are being used in the company are not as

updated as what our technology offer in today's modern innovation. First

case is the company's machine press. It is large that covers a lot of space,

not mentioning that it is definitely an old model. Machines functioning on

other processes do not perform well on a standard basis. In addition, it

was observed that the machines are not maintained. With this, the

production rate of the workers is eventually affected because of the said

problems of the machines. The inspection throughout the whole

production is during the machine press to check if the mold is formed and

in plating, which is to check if the medal is fully coated with gold plate. It is

necessary to have such inspection to make sure that the company will

meet the customer’s satisfaction in their product and reduce the number

of rejected products.

ii. Plant Layout

The plant layout shows that the area occupied by the broken

machine, unclaimed orders, and excess products cover a lot of space in

the plant layout which further limits the workers from maximizing their

workplace and their productivity. In addition to this, the location of other

 36

machines and work areas are not positioned and organized appropriately.

The distance between each machine causes long travel time for workers

which could probably led to longer time of process than expected. Thus, it

can be avoided if the travel time of workers from a work area to another

will be considered. Workplace rearrangement is essential to consider for it

can affect the company’s production rate.

iii. Work Design

Some of the work areas of F. Bernal Metal Craft lack seats such as

the sandering room, drilling machine, and the area in which medals are

tied with wires. This causes the workers to get tired easily and leave the

workplace to take a rest. With the absence of chairs, workers would be

prone to muscle pain, specifically back pain, and would lead to fatigue.

Such situation contributes to idle time occurring in the production line. It is

for their convenience and prevention of potential poor posture and muscle

pain from the whole operation because the workers are standing.

iv. Manufacturing Sequence and Process

In medal production, the processes in the actual operations

process chart were arranged accordingly. Start to the cutting of the metals

down to the packaging of the medal. Upon assessment, the processes

were sequenced correctly and merging of operations are not necessary in

 37

the medal production. The machines play huge part in the procedure for

manual operations are few such as the cutting of the desired shape and

painting of the finished medal on.

c. Principles of Motion Economy

i. Use of Human Body

Majority of the processes in the production of F. Bernal Metal craft

uses machines which requires an operator. This results to workers

simultaneously using both of their hand while operating the machines.

However, the third step of the production line, sandering, prevents the

worker from using both hands on the machine because the other hand is

holding the medals and serves as a bin while the other one is used in the

machine. This causes the other hand to be idle and all the work is carried by

the other hand.

ii. Workplace Arrangement

F. Bernal Metal Craft uses different levels of seats depending on the

machine needed for the process. This would lessen the worker’s fatigue and

strain occurrences while working. On the other hand, the seats are poorly

maintained which causes the workers to use unleveled chairs that may

result in back pains. Lighting is also poor in the company’s machine shop as
 38

30% of the shop’s light sources are broken and some are too dim. This

results to workers relying mostly on sunlight.

The company’s workplace arrangement is disorganized as they dont

have a specific area for storage. Unclaimed orders are stacked in a table

which should be used for painting. Excess products are left in different

corners of the shop. Scraps and other unused raw materials are put beside

the machines and walls. In addition, the company’s good housekeeping is

not maintained as the wastes produced in the production line are not

cleaned at the end of day’s work. In addition, the toolboxes and tool

cabinets are not utilized as they leave tools anywhere and do not return

them in their appropriate places. In the painting area, there are scraps such

as empty bottles, reject products, and empty cans in the worker’s painting

table.

iii. Design of Tools and Equipment

The hands should be relieved of all work of “holding” the workpiece.

The company uses hanging strings in the plating process when medals are

soaked in chemicals, which results to a convenient way of soaking,

extracting, and inspecting the medals. As the company uses machines in

most of the processes of the production, equipment must be maintained

and updated to increase or maintain the company’s productivity. Currently,

the machines used by the company are old and poorly-maintained. This
 39

increases the time consumed in each process as there are instances that

workers first have to tinker things in the machine before they start

operating them.

VI. Improve Phase

Evaluate

a. List of Proposed Alternatives

1. Implementation of 5S Methodology

F. Bernal Metal Craft does not have standardized practices and

methods in terms of the production line as well as their roles.

Implementation of 5S (sort, set in order, shine, standardize, sustain) would

provide the workers rules and regulation that improves discipline in the

workplace. This would contribute in the organization of workplace and in

the improvement of productivity.

In this alternative, a specific storage for unclaimed products and

excess products and raw materials will be allotted in order to maintain the

organization of the company when it comes to inventory. This would also

utilize the space of the workplace because it has been observed that the

unused materials are just scattered around the plant. In line with this is the

rearrangement of the workplace since the current arrangement of

machines in the workplace of the company which causes excess walking

and results to unnecessary time consumed and distance traveled.

 40

Workplaces rearrangement would reduce such non-value-added activities

and increase the production time of the company. Machines that are

mostly needed by medal production are to be put close together in an area

in the plant.

In terms of unclaimed orders, a policy will be implemented which

limits the claiming period of the clients within 90 days. Exceeding the

period shall means automatic decomposition of medals, which suggests

another business profit strategy for the company depending on what they

would like to do with the unclaimed medals. This could be a potential new

innovation for the company. On the other hand, if the said policy will not

be implemented, shrinking of the workplace will eventually take place and

productivity will be affected which were actually observed beforehand.

The policy shall be recognized for customer awareness especially before

payment to ensure avoidance of conflicts.

2. Replacement of machine press and addition of paint dryer

The old machine press, being used for more than 50 years already

by the company, it is said to be the greatest in the energy consumption of

their entire plant. The researches propose to replace the current machine

press by a more energy saving and faster machine press. This is to decrease

the energy consumption and costs of the company. Another proposal is

the addition of the paint dryer machine to increase the production rate of
 41

the medals since it is one of the most time-consuming activity in the

process. It is then another factor in the increase in production rate.

 42

b. Documentation of Proposed Alternatives (with Time Study)

i. Alternative 1: Implementation of 5S Methodology

Figure 7 - Operations Process Chart (Proposed)

Raw Material: Brass Bar

0.044 min O-1 Cut Brass Bar

Mold brass in
0.174 min O-2
machine press

0.296 min O-3 Cut brass into shape

0.179 min O-4 Sander edges

0.069 min O-5 Drill hole in medal

0.196 min O-6 Finish medal

0.265 min O-7 Buff medal

0.130 min O-8 Tie wire in medal

3.966 min O-9 Plate medal

Check if medal is fully

0.297 min I-1
plated

4.295 min O-10 Paint Medal

0.069 min O-11 Varnish Medal

0.649 min O-12 Pack Medal

EVENT NUMBER TIME

Operation 12 10.332 min
Inspection 1 0.297 min

CHART 4
 43

Figure 8.1 - Flow Process Chart Sheet 1 (Proposed)

 44

Figure 8.2 - Flow Process Chart Sheet 1 (Proposed)

 45

Figure 9 - Activity Relationship Chart

Activity Area (ft2)

Machine Press 33
A
Cutting Machine 21 U
A U
Sandering 37 U I
A I U
Finishing and Buffing 21 I U U
E U U U
Drilling 13 U U U
I U U
Plating 36 O U
A O
Painting 100 U
AA
Packaging 98

Constraints:

- Machine Press can not be moved since the machine is fixed to the

ground

- Painting Area can not be put inside the machine shop to avoid

suffocation due to chemicals used in other products (plaques and

plates)

- Packaging Room can not be transferred to other areas.

 46

Figure 10.1 - Proposed Plant Layout (Ground Floor)

Plaque Working Area

Spray Paint
Room for
Wood
4

Table

Cutting
Machine

Sandering Room
Wooden Rack
Pantograph

Machine
Bu ffing

Table Broken
Metal
Cutter Machine
Sandering
Tool Cabinet Drill Machine
Press
Plaque
Work Table
Machine Press
Area

Painting Plating
Room
Area
Stairs
Mold Storage

Packaging Room

F. Bernal Metal Craft Page 1 of 2

 47

Figure 10.2 - Proposed Plant Layout (Ground Floor)

Stairs

Sample, Excess and

Unclaimed Products
Area

F. Bernal Metal Craft Page 2 of 2

 48

Figure 11 - Flow Diagram (Proposed)

Plaque Area

Varnishing Area
Wood Painting/
Table

Cutting
3 Machine

Buffing
Machine

Sandering Room
Stand
Pantograph

4 Machine
Buffing

Table
Metal Machine
Cutter
Toolbox 1 5
Sandering
Drill Machine
Cabinet Press
2
Table
Machine Press

7
6
Plating
Room

Painting
Area
Stairs
Mold Stand
8

Packaging
Room

Scale: 1 m : 1 cm

Table 7 - Proposed Time Standard Matrix

 49

Performance
No. Element Observed Time Normal Time
Rating
1 Cut brass bar 0.045 1.12 0.050
2 Mold brass in machine press 0.174 1.21 0.211
3 Transfer to cutting machine 0.107 1.21 0.129
4 Cut brass into shape 0.296 1.21 0.358
5 Transfer to sandering room 0.086 1.16 0.100
6 Sander edges 0.179 1.16 0.208
7 Transfer to drilling machine 0.265 1.16 0.307
8 Drill hole in medal 0.069 1.16 0.080
9 Transfer to second sandering machine 0.053 1.23 0.065
10 Finish/polish medal 0.196 1.23 0.241
11 Buff medal 0.265 1.18 0.313
12 Check if all residue is removed 0.029 1.18 0.034
13 Transfer to table for tying of wire 0.131 1.1 0.144
14 Tie metal wire in medal 0.13 1.1 0.143
15 Transfer to plating area 0.126 1.08 0.136
16 Plate medal 3.966 1.08 4.283
17 Check if medal is fully plated 0.297 1.08 0.321
18 Transfer to painting area 0.377 1.18 0.445
19 Paint medal 4.295 1.18 5.068
20 Dry medal 8.922 1 8.922
21 Varnish medal 0.069 1.08 0.075
22 Transfer to packaging area 0.31 1.08 0.335
23 Pack medal 0.649 1.19 0.772
Sum of Normal Time 22.740
Allowance Factor 15%
Standard Time 26.151

ii. Alternative 2: Replacement of machine press

 50

Figure 12 – Operations Process Chart (Proposed)

Raw Material: Brass Bar

0.044 min O-1 Cut Brass Bar

Mold brass in
0.069 min O-2
machine press

0.296 min O-3 Cut brass into shape

0.179 min O-4 Sander edges

0.069 min O-5 Drill hole in medal

0.196 min O-6 Finish medal

0.265 min O-7 Buff medal

0.130 min O-8 Tie wire in medal

3.966 min O-9 Plate medal

Check if medal is fully

0.297 min I-1
plated

4.295 min O-10 Paint Medal

0.069 min O-11 Varnish Medal

0.649 min O-12 Pack Medal

EVENT NUMBER TIME

Operation 12 10.227 min
Inspection 1 0.297 min

CHART 9

Figure 13.1 – Flow Process Chart Sheet 1 (Proposed)

 51

Figure 13.2 – Flow Process Chart Sheet 2 (Proposed)

 52

Table 8 – Proposed Standard Time Matrix

 53

Performance
No. Element Observed Time Normal Time
Rating
1 Cut brass bar 0.045 1.12 0.050
2 Mold brass in machine press 0.069 1.21 0.083
3 Transfer to cutting machine 0.257 1.21 0.311
4 Cut brass into shape 0.296 1.21 0.358
5 Transfer to sandering room 0.086 1.16 0.100
6 Sander edges 0.179 1.16 0.208
7 Transfer to drilling machine 0.265 1.16 0.307
8 Drill hole in medal 0.069 1.16 0.080
9 Transfer to second sandering machine 0.053 1.23 0.065
10 Finish/polish medal 0.196 1.23 0.241
11 Buff medal 0.265 1.18 0.313
12 Check if all residue is removed 0.029 1.18 0.034
13 Transfer to table for tying of wire 0.131 1.1 0.144
14 Tie metal wire in medal 0.13 1.1 0.143
15 Transfer to plating area 0.126 1.08 0.136
16 Plate medal 3.966 1.08 4.283
17 Check if medal is fully plated 0.297 1.08 0.321
18 Transfer to painting area 0.377 1.18 0.445
19 Paint medal 4.295 1.18 5.068
20 Dry medal 8.922 1 8.922
21 Varnish medal 0.069 1.08 0.075
22 Transfer to packaging area 0.31 1.08 0.335
23 Pack medal 0.649 1.19 0.772
Sum of Normal Time 22.795
Allowance Factor 15%
Standard Time 26.214

c. Evaluating Alternatives

A. Decision-Making Table

Table 9 – Decision Making Table

Conditions Action
Methods 1 2 Policy
Changes
1. Alternative 1 Proceed
2. Alternative 2 -

Conditions: If both condition 1 and 2 are met

1. Productivity increases by more than 8%

2. Cost is less than Php 300,000

Table 10 – Work Design and Proposed Methods

 54

Work Design and Change in Cost

Proposed Methods Productivity
+15% Php 53,472.00
Alternative 1
+2.93% Php 260,000.00
Alternative 2

Synthesis: Alternative 1 met both conditions which means it should proceed to

action according to decision table.

B. Cost-Benefit Analysis

Table 11 – Cost-Benefit Analysis Table

Methods Benefits 1 Benefits 2 Cost Cost-

Changes Benefit
1. Alternative 1 Php - Php 50,400.00 0.07
720,000.00
2. Alternative 2 Php 6,232.33 Php 400,000 Php 269,941.36 0.66

Synthesis: Alternative 1 yields a smaller ratio compared to alternative 2.

With this, Alternative 1 proceeds to action.

C. Payback Period

Table 12 – Payback Period and Return on Investment Table

Total Project Annual Sales Return on Payback

Cost Increase Investment Period
1. Alternative 1 Php 53,472.00 Php 13.46 0.07
720,000.00
2. Alternative 2 Php 260,000.00 Php 18.75 0.07
4,874,787.096
 55

Decision Making
Value Best Alternative
Tools
Decision Tables Alternative 1 meets conditions Alternative 1
Cost-Benefit
0.07 Alternative 1
Analysis
Payback Period 0.07 years Alternative 2
Best Solution Alternative 1

Synthesis: Since Alternative 1 has the best outcome compared to

Alternative 2 in both Decision Table and Cost-Benefit Analysis and it has
the same payback period as Alternative 2, Alternative 2 has the best
solution.

Define
 56

d. Written Standard Practice

Table 7 – Operations Process Chart

Raw Material: Brass Bar

0.044 min O-1 Cut Brass Bar

Mold brass in
0.174 min O-2
machine press

0.296 min O-3 Cut brass into shape

0.179 min O-4 Sander edges

0.069 min O-5 Drill hole in medal

0.196 min O-6 Finish medal

0.265 min O-7 Buff medal

0.130 min O-8 Tie wire in medal

3.966 min O-9 Plate medal

Check if medal is fully

0.297 min I-1
plated

4.295 min O-10 Paint Medal

0.069 min O-11 Varnish Medal

0.649 min O-12 Pack Medal

EVENT NUMBER TIME

Operation 12 10.332 min
Inspection 1 0.297 min

CHART 4

Table 8.1 - Flow Process Chart Sheet 1

 57

Table 8.2 – Flow Process Chart Sheet 2

 58

Figure 11 – Flow Diagram

 59

Plaque Area

Varnishing Area
Wood Painting/
Table

Cutting
3 Machine

Buffing
Machine

Sandering Room
Stand

Pantograph

4
Machine
Buffing

Table
Metal Machine
Cutter
Toolbox 1 5
Sandering
Drill Machine
Cabinet Press
2
Table
Machine Press

7
6
Plating
Room

Painting
Area
Stairs
Mold Stand
8

Packaging
Room

Scale: 1 m : 1 cm

Synthesis
 60

The application of the 5s (sort, set in order, shine, standardize and sustain)

-particularly the work rearrangement, development of plant layout and allocation

of new storage- on the company is selected as the best solution in this research.

The product will be produced in a lesser production time and distance traveled as

to increase the productivity of medal-making in the company. In addition, the

application of 5s solution is proposed to improve the productivity of the company

with lesser costs than the benefits that the company will attain.

VII. Control Phase

Responsible Resources
Activity When Where
Person Needed
Management/
Implementation of 5S F. Bernal
Engineer June 2018 Php 2,600
Methodology Metal Craft
Allocation of New F. Bernal
Management June 30 Php 1,536
Storage Area Metal Craft
Implementation of
F. Bernal
Policy Regarding Management June 30 -
Metal Craft
Unclaimed Orders
Workplace F. Bernal -
Engineer June 21
Rearrangement Metal Craft
Standardized time-in F. Bernal Commented [U1]: Location where the activity will take place
Management June 18 -
and time-out Metal Craft
 61

Gantt Chart
6/6 6/11 6/16 6/21 6/26 7/1 7/6 7/11 7/16 7/21 7/26 7/31 8/5 8/10 8/15 8/20

Identify and inform all affected workers

Standardize the time-in and time-out system and the policies regarding the claiming of products

Specify the requirements on the rearrangement of workplace and installation of new machine

Rearrange the workplace and organize the storage

Verify the new machine specifications

Finalize plan and training of management

Train supervisors and management

Assign an operator in the maintainance of the storage

Train the workers

Ensure the proposed method is being worked out

VIII. Conclusion and Recommendation

Conclusion

This study entitled "A Work Study on the Improvement of Production Flow

of Medal of F Bernal Metal Craft" was conducted to assess the overall process and

performance of the said company. Participants of the study were the actual

workers and the data were gathered through operations process chart, flow

process chart, flow diagram, travel chart, multiple activity chart & other charts/

diagrams applicable in the study.

The inorganized current plant layout, lack of storage area for excess

products and unclaimed orders results to a longer time in the process which slows

down the production. The probable reasons of the problem above were the

problems stated in the Project Implementation Matrix.

 62

The researchers also conclude that applying the implementation of 5S

methodology (sort, set in order, shine, standardize, sustain) will provide the

workers rules and regulation that improves discipline in the workplace. This will

contribute to the production of the company. More production means more

profit for the company in which the company should look into for their future in

which the company should have done some years ago since not getting into

innovation may hurt their business entirely. In addition to this, upgrading to a

new

high technology press machine will improve the company's rate of production

based on the cost benefit analysis. Lastly, the idle time was reduced between the

worker and the machine through the proposed time standard matrix.

Recommendation

The researchers recommend future researchers to conduct related studies

in longer period of time, for the study was limited by the given time bound. In

addition to this, assessment of schedules for both researchers and the workers

shall performed to meet and match the data gathering dates and plant visits. This

assessment can avoid the absence of the workers and further missing data to be

gathered. Gathering data in a wider scope can also improve the study for other

factors or variations will be taken into consideration and provide a more accurate

standardized time and method. Manufacturing medals is prone to different

variations due to the medals’ uniqueness in design.

 63

Proponents also recommend future researchers to choose other

participants of the study. Try to gather data the other way around, from the

customers or clients, and assess their satisfaction level regarding the products.

IX. References Cited

[1] (n.d.). Implementing 5s in Your Workplace Training. Retrieved May 20, 2018,

from https://rmpconsultancy.com/home/5s-in-your-workplace-training/

[2] Black, J.T. and Kohser, R. A. (2017). DeGarmo's Materials and Processes in

Manufacturing 12th Ed. Retrieved from

https://books.google.com.ph/books?id=JkkzDwAAQBAJ&lpg=PP1&pg=PP1#v=one

page&q&f=false

[3] Coin and medal stamping hydraulic press. (2016, March 09). Retrieved from

https://www.youtube.com/watch?v=8kHfhWc2Fas

[4] Creese, R. C. (1999). Introduction to Manufacturing Processes and Materials.

Retrieved from http://allaboutmetallurgy.com/wp/wp-

content/uploads/2017/02/Introduction-to-Manufacturing-Process-and-

Material.pdf
 64

[5] Earley, T. (2011, June/July). What is 5S; Seiri, Seiton, Seiso, Seiketsu, Shitsuke.

Retrieved May 19, 2018, from http://leanmanufacturingtools.org/192/what-is-5s-

seiri-seiton-seiso-seiketsu-shitsuke/

[6] Elizabeth, S. and O'Rourke, T. (n.d.). 50 Things Everyone Needs to Know About

Green Belt Training. Retrieved May 19, 2018, from

https://goleansixsigma.com/50-things-you-should-know-about-green-belt-

training/

[7] Hayami, Y., Kikuchi, M., & Marciano, E. (1998). Structure of Rural-Based

Industrialization: Metal Craft Manufacturing on the Outskirts of Greater Manila.

Retrieved March 30, 2018, from

https://onlinelibrary.wiley.com/doi/epdf/10.1111/j.1746-1049.1998.tb00214.x

[8] Hirano, H. (1995) 5 Pillars of the Visual Workplace. Retrieved from

https://books.google.com.ph/books?id=9ObvCcJsz1kC&dq=effects+of+5s+workpl

ace+approach&source=gbs_navlinks_s

[9] Jayawickrama, M. (2016). Enhancement of Productivity of Traditional Brass

Manufacturing Industry Using Sustainable Manufacturing Concept. Retrieved

March 30, 2018, from

https://www.researchgate.net/publication/295243588_Enhancement_of_Produc
 65

tivity_of_Traditional_Brass_Manufacturing_Industry_Using_Sustainable_Manufac

turing_Concept

[10] Kanzelberger, J. C. (1985). U.S. Patent No. 4,520,064. Washington, DC: U.S.

Patent and Trademark Office.

[11] Klocke, F. (2011). Manufacturing Process 1: Cutting. Retrieved from

https://books.google.com.ph/books?id=Kcdbs_dwLFUC&printsec=frontcover&dq

=f+klocke+manufacturing+process+1&hl=en&sa=X&ved=0ahUKEwjm4dft4ZjaAh

WEjpQKHW0RDB0Q6AEIJDAA#v=onepage&q=f%20klocke%20manufacturing%20

process%201&f=false

[12] Lehrman, W. (1994). ORGANIZATIONS, HONORS and AWARDS: A BRIEF

EXPLORATION OF THEIR HISTORY, TYPOLOGY AND MEANING.

[13] Moreira, E., & Magalhaes, A. M. D. C. (2002). U.S. Patent No. 6,464,812.

Washington, DC: U.S. Patent and Trademark Office.

[14] Okpla, C. (2016). Plant Layout Analysis and Design. Retrieved May 20, 2018,

from

https://www.researchgate.net/publication/315114542_PLANT_LAYOUTS%27_AN

ALYSIS_AND_DESIGN
 66

[15] PAKTAT YSK-500BX four column hydraulic press 5000KN, View hydraulic

press, Paktat Product Details from Zhongshan Paktat Machinery Manufacture Co.,

Ltd. on Alibaba.com. (n.d.). Retrieved from

http://paktat.en.alibaba.com/product/60693160290-

802225557/PAKTAT_YSK_500BX_four_column_hydraulic_press_5000KN.html?sp

m=a2700.icbuShop.84.1.4a12a139MHKrnk

[16] Trent, E. Wright, P. (2000). Metal Cutting. Woburn, Massachussets.

Butterworth Heinemann. Retrieved from

https://books.google.com.ph/books?hl=en&lr=&id=ZddI0df1EEcC&oi=fnd&pg=PP

2&dq=metal+cutting&ots=OhYkXwyH-

Z&sig=nPtcAbqLLELZYho8cM0qj2a8SGM&redir_esc=y#v=onepage&q=metal%20c

utting&f=false

[17] Whitmore, T. (2008). Standardized Work. Retrieved from

https://advancedmanufacturing.org/standardized-work/

[18] Zamora, E. A. (1994). Major Concerns in the Philippine Manufacturing and

the Role of Production and Operations Management Techniques and Approaches.

University of the Philippines.

 Group 1 Gantt Chart - F. Bernal Metal Craft
19-Mar 24-Mar 29-Mar 3-Apr 8-Apr 13-Apr 18-Apr 23-Apr 28-Apr 3-May 8-May 13-May 18-May 23-May 28-May 2-Jun 7-Jun

I. Introduction and Gantt Chart of the Project

Plant Visit Gantt Chart of the Work Study
X.

II. Review of Related Literature

III. Define Phase
IV. Measure Phase
V. Analyze Phase
Plant Visit
VI. Improve Phase
Appendices

Plant Visit
VII. Control Phase
VIII. Conclusion and Recommendation
Manuscript
Final Presentation and Oral Defense
Revised Manuscript for Hard bound, Summary of Revisions
67
 68

Computations

Decision Table

Alternative 1:

Increase in Productivity is according to reference [3 & 15]

Cost of Work Rearrangement (CostWR)

Hire 3 workers for 2 days

Minimum wage = Php 512.00

𝑃ℎ𝑝 512.00 3 𝑊𝑜𝑟𝑘𝑒𝑟𝑠

CostWR = 𝑥 𝑥 2 𝐷𝑎𝑦𝑠
𝑊𝑜𝑟𝑘𝑒𝑟 𝐷𝑎𝑦

CostWR = Php 3,072.00

20.833 min

Cost of 5S In-house Training: Php 50,400.00

Total Cost = Php 3,072.00 + Php 50,400.00

Total Cost = Php 53,472.00

Alternative 2:

|20.938−21.570|
Increase in Productivity = x 100
21.570

Increase in Productivity = 2.93%

Cost of Machine: $5000

 69

𝑃ℎ𝑝 52.00
$5000 x = Php 260,000.00
$

Cost-Benefit Analysis

Alternative 1:

Number of pieces in one order – 400 pcs

Price of medal per piece – Php 250.00/pc

Cost of 5S In-house Training – Php 50,400.00

Benefits 1: 400 x 250 = 100,000 x 0.15 = ₱15,000 x 4 x 12 = Php 720,000

Cost: Php 50,400.00

Cost-Benefit ratio: 50,400/720,000 = 0.07

Alternative 2:

Energy Consumption

Old machine = ₱16,173.69

New machine = ₱9,941.36

Benefits 1: Reduced energy consumption: ₱16,173.69-₱9,941.36 = ₱6,232.33

Benefits 2: (Doubled Production) = 400x250 =100,000 (per week)

= ₱400,000 (per month)

 70

Cost = $5,000.00

= 52.00x5000 = ₱260,000

Per month = 260,000+ 9,941.36 = ₱269,941.36

Cost-Benefit ratio: 269,941.36/406,232.33 = 0.66

Return on Investment and Payback Period

Alternative 1:

₱15,000 x 4 x 12 = ₱720,000

Return on Investment: ₱720,000/₱53,472 = 13.46

Payback Period: ₱53,472/₱720,000 = 0.07

Alternative 2:

₱406,232.33 x 12 = ₱4,874,787.96

Return on Investment: ₱4,874,787.96/₱260,000 = 18.75

Payback Period: ₱260,000,/ ₱4,874,787.96= 0.05

 71

Photo Documentation

Photos above: Workplace of F. Bernal Metal Craft

Left Photo: Painting Area, Right Photo: F. Bernal Metal Craft Sign

Left Photo: Researchers measuring machine shop, Right Photo: Medal mold used
in sampling of research
 72

Left Photo: Researchers measuring machine shop, Right Photo: Researchers with
Mrs. Ludivina, the Operations Manager