San Pedro College of Business Administration

Minimizing the production losses of ECO PUV Jeepney in the
Structural line of Hino Motors Philippines Inc.
SAN PEDRO COLLEGE OF BUSINESS ADMINISTRATION
CHAPTER 1
1.1 Introduction
Jeepneys are a popular means of
transportation in the Philippines. They
were originally made from US Military
Jeeps. When the US began reducing
their military presence in the Philippines
at the end of World War II, they
surpluses a lot of Willy’s jeeps. Fig. 1.1 Company
Enterprising Filipinos began extending the length of these and turning them
into local people haulers. True to the Filipino spirit, they didn’t stop there but kept
embellishing and decorating them in an infinite variety of ways. A writer once said:
“The Jeepney is a mobile assemblage of signs and symbols, decorative motifs and
fetishes, rattling along the streets of Metro Manila and other towns throughout the
archipelago with a “Whoopie” that would astonish the designers of the original
Willy’s jeeps”. The supply of surplus jeeps ran out long ago, but the Filipinos kept
making their jeepneys, building them now from scratch but keeping the same basic
shapes. This has only changed recently with competition from the "Jumbo Jeepney" -
one you can actually stand up in, and the e-Jeepney powered by electric motors.
1
Established in March 1975, HINO MOTORS PHILIPPINES
CORPORATION (HMP), formerly Pilipinas Hino, Inc., is a joint-venture among
Filipino investors, Hino Motors, Ltd. and Marubeni Corp. of Japan. Originally
majority-owned by the local partner, HMP has been re-launched under the new
majority ownership of Hino Motors, Ltd. A participant in the Commercial Vehicle
Development Program (CVDP), HMP is engaged in the assembly and distribution of
quality HINO trucks, buses and spare parts. Aside from manufacturing vehicles and
bodies, HMP also distributes genuine Hino parts and accessories and provides long-
term maintenance services to its clients. It is also the only company which offers
customization thus becoming a “one-stop shop” – from chassis assembly to building
the body based on the desired specification of the client and further to vehicle
maintenance, repair and refurbishing.
The company currently has over 20 Dealers in several locations around Metro
Manila, as well as in most key provincial cities. Now on its 43rd year, HMP
recognizes the challenges of increasing competition that comes with new trade
policies on both local and global level.
Hino Motors Philippines Corporation is the first bus body manufacturer in the
country to receive ISO 9001:2000 Certification, a distinction that serves as a proof of
unmatched product quality. Its leadership in the industry can be attributed to the
durability and cost-effectiveness of Hino products and this is reflected in its tag
line “Hino - Global brand, lifetime value.”
2
The Hino jeepneys, which are Euro IV-compliant, aim to deliver a more
efficient engine while adopting green technology to reduce harm to the environment.
The approved routes of the jeepney units include Gate III of Fort Bonifacio to
Guadalupe Market and Bagumbayan, Taguig to Pasig.
The PUV modernization program is envisioned to replace some 250,000
jeepneys nationwide with environment-friendly, convenient, and comfortable public
utility vehicles.
In a formal key turnover ceremony was conducted, July 18, Hino Motors
Philippines (HMP), exclusive distributor of Hino trucks and buses in the Philippines,
turned over the first batch of Class II, four-wheeler AC modern jeepney units to the
Pateros-Fort Bonifacio Transport Service and Multi-Purpose Cooperative
(TSMC) and the Taguig Transport Service Cooperative (TSC).
Hino is ready and able to answer the call of the government’s PUV
Modernization Program (PUVMP) by providing sustainable modern Euro 4-compliant
jeepneys. Consistent with the Department of Transportation (DOTr) and Land
Transportation Franchising & Regulatory Board together with the Office of
Transportation Cooperative’s theme, “ArangkadasaPagbabago,” Hino works hand in
hand with different stakeholders to speed up the modernization of the country’s
transport system. Its modern jeepneys deliver a more efficient engine while adopting
green technology to reduce harm to the environment.
3
Hino takes pride in being the only one-stop shop for trucks and buses
nationwide, customizing vehicles to customers’ requirements from design to
manufacturing. The company’s modern jeepneys use the Beep Card system and
feature a speed limiter, GPS, CCTV, a dashboard-mounted camera and air-
conditioning. Built according to the requirements set by the Bureau of Philippine
Standards, a Class II Hino jeepney can accommodate 23 commuters in
comfortable, seatbelt-secured and perimeter seats.
1.2 Background of the Study
In the structural line of Hino Motors Philippines, there are 10 Bay Activities,
each intended for a process of ECO PUV Jeepney. In every Bay, there is a minimum
of at least2 argon tank and maintenance personnel is always on standby.
The process in making ECO PUV Jeepney start with a big role of argon tank.
They have 15 minutes to replace argon tank, after the argon tank is delivered in the
designated area the process will be made. The argon tank is used to attach and
assemble each part of ECO PUV Jeepney. In assembling parts it started in Bay 1
which is dismantling of chassis, in this process the body is mounted, rise plate to floor
joist and full welding is inserted, after assembling and attached each part of ECO
PUV Jeepney base body in Bay 1 it can move to the next process until last, to form
the whole Jeepney. If Bay 1 does not finish in processing, all Bay’s will be missed
and cannot be started.
4
The problem is the work delay of workers in the production of ECO PUV
Jeepney. This problem affects the production area which can be result of inadequate
performance of the workers to perform the assign task, long process of requesting
argon tanks slow down the workers to produce the demand orders of the customers.
There are possible solution to prevent a work delay to replace Argon tanks. First,
improve the management methods, the person who is in-charge in the area is
responsible for creating a plan that includes all the required elements to complete the
project for the deadline. Second, stay organized, it is the key to a stable workspace.
Wasted man-hours can be result of lack of organization, well-organized place for
everything from materials, to machine and tools create a smoother workflow.
Hino Motors Philippines has a manpower manufacturing system of Eco PUV
Jeepney. For six (6) months, total days of operation are 151 days and total operating
hours are 1,812 hours that is equivalent to ₱ 104, 190 total cost of working hours. The
Bay 1 produced maximum of 302of dismantling chassis in just six (6) months.
Inside of production in Hino Motor Philippines, a work delays is one of the
reasons why those process getting longer or even having idle time further. Improving
management methods helps each worker to avoid unnecessary long travel to replace
Argon tanks with proper planning and easy way access.
5
HINO MOTORS PHILIPPINES CORPORATION
STRUCTURAL SECTION
ECO PUV ACTIVITIES
Bay 1 ACTIVITIES
1. Dismantling of chassis accessories:

- Fuel tank
- Battery and battery carrier
- Air cleaner
2. Covering of piping, tires, engine, radiator, and
any other chassis parts.
Bay 2 ACTIVITIES
1. “BALATA” setting and installation

2. Riser plate setting and installation
3. Riser plate and chassis boring and bolt
Bay 3 ACTIVITIES
1. Body mounting, setting and alignment.

2. Riser plate to floor joist and full welding.
3. Lower skirt alignment.
6
Bay 4 ACTIVITIES
1. Middle door installation.

2. Stairway installation.
3. Wheel fender installation.
4. Driver’s flooring and driver’s floor stiffener
installation.
5. Floor flashing installation.
6. Full welding.
7. Side skin installation.
Bay 5 ACTIVITIES
1. Lower skirt skin installation.

2. Wheel arc opening setting.
3. Battery baggage installation.
4. G.I. roof installation and G.I. roof sill
installation.
5. Stairway skinning.
Bay 6 ACTIVITIES
1. Installation of door post cover.

2. Passenger’s window stopper and accessories
installation.
3. Upper and lower facial installation.
4. Floor seat rail and passenger’s flooring
manhole installation.
5. Installation of air cleaner, air cleaner box and
louvers.
7
Bay 7 ACTIVITIES
1. Lid cover installation

2. Driver and front door installation
3. Middle door installation
4. Installation and fabrication of engine louvers
and covers. (front LH/RH side)
Bay 8 ACTIVITIES
1. Front and rear panel installation

2. Bumper bracket installation
3. Tail pipe installation
4. Installation of rear windshield frame
5. Rear double walling
Bay 9 ACTIVITIES
1. Installation of front harness, handbrakes,

computer box, and other mechanical jobs.
2. Wiper motor bracket setting and installation.
3. Front windshield frame installation.
Bay 10 ACTIVITIES
1. Body checking:
- Welding
- Sealer application
- Alignment
- Grinding
8
Current Flow Chart in Replacing Argon tank
Start A A
From structural line Be careful and Remove the lid to

going to warehouse. make sure it may the tank.
not fall.
Show the warehouse Place the adapter

request to replace From the storage, and tighten it.
the argon tank. take it back to the
structural line.
Tighten the
Remove the chain. Put in the transformer to
ensure there is
designated bay
exhalation.
Place the empty Remove the chain

tank to storage Place the regulator
to the adapter.
Lift the argon tank

Go to the refilling carefully Tighten the
station. regulator.
Remove the gloves Rotate the regulator

Get a new Argon
from hands.
tank.
You can start

Place careful argon
Lock it. welding.
tank in the push
cart.
A End
A
9
1.3 Problem Statement
The Hino Motors Philippines is experiencing 12.9% average of losses or 39
units of ECO PUV Jeepney that cost ₱70, 200, 000 in Structural line (Bay 1) due to
work delay from the month of July to December 2018.
1.4 Objectives of the study
The General objective of this research is:
 To reduce the production losses of ECO PUV Jeepney in Structural line.
The Specific objectives of this research are:
 To improve process flow for replenishing argon tank
 Proper place designation area of argon tank
 Assign trained personnel for replacing argon tank
10
1.5 Significance of the Study
To the Company, this study will benefit them to minimize the problem. This will
serve as a guide in solving the possible problems related to work delay that the
company could have. This will also help them to increase labor awareness and reduce
costs due to rework.
To the Students, this study will be an addition as a guide and reference for the
students for future studies, and help in learning new strategies that will widen their
perspective about work delay.
To the Future Researchers, this study will educate them to become familiar
in this situation and allow them to gather more ideas, learning and motivate them.
This study will also provide enough evidences and support for some studies about
work delay.
1.6 Scope and Limitations
The study will compiled all the six (6) month’s data from July to December
2018. In this case the researchers wants to observe, analyze and study on how to
reduce the work delay from Bay 1 and to make a continuous process flow in structural
11

line in Hino Motors Philippines on February 12,2019 and will end on March 2019 as a
partial fulfillment in Work Measurement. This study focused on the data given by
Hino Motors Philippines (HMP) this would be confidential between the researchers
and the company.
1.7 Conceptual Framework
INPUT PROCESS OUTPUT
CAUSES OF
WORK DELAY
• Long process of • Mandatory

request for argon inspection of the
tank argon tank
condition
• Inappropriate Cause Analysis,
place for Argon Output Evaluation, • Designated area
tanks Closed Monitoring for Argon tanks
System
• Random
• Conduct proper
personnel in training about the
replacing argon span use of argon
tank tank
12
1.8 Definition of terms
The researchers defined the following terms either technically of operationally.
ARGON TANK - the chemical element of atomic number 18, an inert gaseous
element of the noble gas group. Argon is the chemical use in welding machine.
BAY– every section in the production area
CHASSIS- the base frame of a motor vehicle or other wheeled conveyance.
ECO PUV - ecology friendly public utility vehicle.
EFFICIENT - capable of producing desired result without wasting materials, time, or
energy.
EMBELLISHING-make (something) more attractive by the addition of decorative
details or features.
FETISHES- an inanimate object worshiped for its supposed magical powers or
because it is considered to be inhabited by a spirit.
HAULERS-a person or company employed in the transport of goods or materials by
road.
IDLE- run slowly while disconnected from a load
RATTLES- make or cause to make a rapid succession of short, sharp knocking
sounds, typically as a result of shaking and striking repeatedly against a hard surface
or object.
REFURBISHING- renovate and redecorate
SURPLUS - an amount of something left over when requirements have been met; an
excess of production or supply over demand.
13
STRUCTURAL AREA–production area composing of 10 bays in making of ECO
PUV from chassis to main body
WORKFLOW- the sequence of activities in the production area.
14
CHAPTER 2
2.1 Review and Related Literature
2.1.1 General Studies
2.1.1.1 Client-End Delays (2019)
According to Brian Bass (2019) Project delays can also result from the client.
These delays may result from the client’s dissatisfaction or a client that changes his
mind regarding what the project entails. Either way, these delays are a relatively
common occurrence with many types of projects. As work develops and the client
assesses the progress, it is common for the client to request alterations. The best way
to try to prevent this type of delay is to draft a very clear and specific working
contract before the work begins.
2.1.1.2 Different measurements of quantified project (2011)
According to Suzanne H. Mitchell (2011), in this they examine the relation
between delay discounting and future time perspective by reviewing how these
concepts have been measured and quantified in order to assess their conceptual
similarities. The extent to which the different measures are empirically related is
15

reviewed by describing studies that have assessed both constructs and by comparing
the variables that have been associated with variations in delay discounting and in
time horizon. It suggest that both steep delay discounting and a short future time
perspective are associated with a range of problematic and health-damaging
behaviors, such as addictive disorders, risky behavior, poor school performance, and
delinquency. However, despite these shared associations, and despite the conceptual
similarities, the few studies that allow a direct comparison between measures of future
time perspective and delay discounting do not give reason to presume a robust
relation between them.
2.1.1.3 Scheduling of project materials (2016)
According to Martin Skit more (2016) the Power Transmission (PT) system is at
the very heart of the power industry and which is vital to the development of a
country. Delays in PT projects have a significant adverse effect on the economic
development of a country and although billions of dollars are invested globally in PT
projects, costly delays are common. Despite the critical nature of PT, the literature
relating to the causes of delays is embryonic, with no theoretical or empirical studies
yet conducted to establish the factors involved. This study presents a first step in
rectifying this situation. A total of 74 published articles are reviewed that are most
closely related to PT projects in order to identify their likely causes of delay. As a
result, 82 potential causes of delay are identified and classified into nine major
groups. The causes are then ranked in terms of their frequency of occurrence in the
literature. Finally, conclusions are drawn concerning the extent to which this review
and analysis may form a theoretical framework that can be tested empirically, as well
16

as providing crucial information with recommendation to PT project stakeholders to
achieve their key targets including the realization of the benefits involved.
2.1.2 Local Studies
2.1.2.1 Reducing Waste of Inventory, Waiting and Motion (2003)
According to Lean Manufacturing Tools, Techniques and Philosophy, (2003)
Transport is one of the seven wastes of lean manufacturing, a movement of products
from one location to another. This could be from the machining shop to the welding
shop and the transportation adds no value to the product, it does not transform it
because the customer would not be happy in paying for it. The Lean Manufacturing
Tools, Techniques and Philosophy also stated that the tools and techniques behind
Lean Manufacturing have been refined as part of the Toyota Production System (TPS)
many of their suppliers are located close to their plants, and products are not shipped
over a huge distances at great cost because it will result in potential for delay and
damage of products. Here are the Seven Wastes of Lean Manufacturing; Transport,
Inventory, Motion, Waiting, Over-Processing, Overproduction and Defects. The
waste of transport is a disease to the company, it causes hemorrhage of money
because the company must have to pay for material handling equipment, staff to
operate, proper training for the workers, extra space for the movement of material and
so forth. Due to delays of transportation it often leads to operations having to wait for
product to be delivered that causes the waste of waiting, thus it will cost more money
as well as extending the lead times and creating delivery problems. Excessive
transport also gives many possibilities for damage and losses. There are many causes
17

that contribute to the waste of transport. The main one is the waste of overproduction
which in turn to the waste of inventory, inventory that has to be transported
throughout the facility or between factories. The causes of this overproduction can be
from excessive setup times and the need for economic batch sizes. In addition to
overproduction is the in proper facilities layout that often leads to the long
transportation of the product. The company must have an organized functional silos,
that is have discreet areas for specific functions such as welding, pressing, molding
and many more. As the Company stated here are the examples of wastes of
transportation; The transport of product from one functional area to another area; The
use of material handling devices to move batches of material from one machine to
another within a work cell; The shipment of product from one factory to another; The
transportation of components from one place to another.
As studied by Lean Manufacturing Tools and Technique (2003) here are some
tips to reduce and eliminate the Seven Wastes. The first one is the waste of inventory;
all of the raw materials should be work in progress and finished stock that have been
hold. Second waste, the waste of waiting; waiting for work to arrive or to be told what
to do Third Waste, the waste of Motion; the excessive movement of man or machine
within the work space. Fourth Waste, the waste of Overproduction; produce a product
in advance of when required or in too great a quantity. Fifth waste, the waste of Over-
processing; doing products more than the customer needs Sixth waste, the waste of
Defects; parts or services that fail to meet customer requirements.
The Seventh waste, waste of Resources; failing to conserve the electricity, gas,
water and any other resources rely on. There are some examples of wastes of
18

Transport: The transport of product from one functional area such as pressing, to
another area such as welding. The use of material handling devices to move batches
of material from one machine to another within a work cell. The shipment of product
from one “functional” factory to another. The transportation of “cheaper” components
from one country to another.
Reduce and Eliminate the Seven Wastes to Improve Profit. Every cent that you
save by eliminating waste within your processes is a cent straight back on your
profits. By working to reduce your muda, mura and muri you will help prevent waste
from occurring in your processes. Eliminate and reduce all of the seven wastes within
your processes; the waste of inventory; all of the raw materials, work in progress and
finished stock that you hold. The waste of waiting; waiting for work to arrive or to be
told what to do. The waste of Motion; the excessive movement of man or machine
within the work space. The waste of Overproduction; producing product in advance of
when required or in too great a quantity. The waste of over processing; doing more
than the customer really needs. The waste of Defects; parts or services that fail to
meet customer requirements. The waste of Resources; failing to conserve your
electricity, gas, water and any other resources you rely on. The waste of creativity;
failure to respect and involve your employees in your business.
2.1.2.2 Monitoring and Controlling the process (2010)
As studied of Monitoring and Controlling the Project by Tricia Goss (2010).
Holding a team meeting. Once the study realized there is a delay, organize a team
19

meeting. Inform every one working on the project about the delay, including details
such as factors contributing to the holdup and how far it has set the project back.
Inputs and ideas on how to get back on schedule, and plan a course of action moving
forward. If you will require additional work from team members or supplementary
resources, make this known as well. Prioritize, review tasks assigned to team
members. Prioritize project assignments, moving any that are especially time sensitive
to the top list. Cut any fat, according to the study along with prioritizing which tasks
must be completed soonest, determine whether there are any assignment that can be
trimmed down or done away with completely. Bring in help, recruiting additional
assistance will allow you to overcome project delays get back on track. Track
vigilantly, recovering form project delays, keep a close eye on upcoming deadlines
and priority assignments. Focus, renewed perspective and focus on what is yet to be
completed.
2.1.2.3 Causes of shortage and delay in Material Supply (2017)
According to the Cause of shortage and delay in material supply, by IOP
Conference Series: Materials Sciences and Engineering (2017). Shortage and delay in
materials supply is argued to be one of the most important factors that lead to delay in
construction project delivery globally. However, the relevant underlying reasons vary
from country to country. As such, this studies summarized the outcome of targeted
identifying causes of shortage and delay in materials supply in Brunei. Causes of
delay in supply and shortage of materials. Those are summarized in the following
subsections. Causes of shortage of materials. Under of this is, origin or availability of
20

materials, few construction materials are locally available in Brunei, so it relies on
imported materials in general. The only available materials locally are: ordinary
Portland cement, sand, aggregates, timber, bricks and glass. However, their local
supplies cannot wholly meet the demand of the local construction industry. Therefore,
these materials, along with other construction materials, are imported to meet the
demand, mainly from China, Indonesia and Malaysia. This takes longer time for
sourcing, procuring and transporting of the materials. Moreover, land transport is the
only delivery method available within Brunei that results in to a long lead time for
materials. With higher demand of materials, for example during the construction of
national housing projects, which involve the construction of hundreds or thousands of
houses, local suppliers experience shortages of their stock. Saudi Arabia also
experienced project delays due to similar causes during their booming construction
industry in 1990s. On the other hand, locally available materials may also encounter
shortage in production. For example, one of the Brunei industrial areas had suffered
power failure for several days a few years back, resulting in to temporary stoppage of
cement production and the factory ran out of stock. During the times of higher
demand (i.e. increased number of ongoing projects), Brunei also suffers from shortage
of bricks at times and contractors need to import bricks from neighboring provinces of
Malaysia. Moreover, local authority limits timber logging to only 17% by the year
2045, although 75% of Brunei is covered with forest. This may cause shortage in
timber supply and Brunei may need to import it from neighboring countries to cater
for current needs. Poor estimation of materials quantity. Poor estimation causes either
shortage of supply or over supply. Shortage of supply disrupts construction progress
on site, as reordering can cause prolonged delay and additional costs, especially if the
21

material needs to be imported from overseas. Reordering might cause other problems
too, such as inconsistency in color and size tolerance. On the other hand, oversupply
incurs additional costs / losses to contractor. Poor workmanship. This occurs due to
lack of care by the contractor while installing the material (e.g. imported fittings and
fixtures, and modular parts), resulting in poor finishing and the product (i.e. material)
being non-functional. Similar to Brunei, rework of bad quality performance was
found to be one of the most significant factor causing project delays in India.
However, the problems in Brunei come from contractors’ installers, by not installing
the product in the proper way (i.e. according to the instructions of suppliers), as they
want to complete the work faster. Some materials need certain techniques to install,
but some contractors ignore these and use their own way to complete the job faster.
When problems arise, such as cracking or malfunction, an investigation by the
supplier then takes place. The outcomes of the investigation decide whether the
supplier should replace the materials or the contractor needs to compensate for the
losses. In either case, such problems delay the project activities as the investigation
process first needs to be done, followed by negotiations(between the contractor and
the supplier), and the ordering of new product results in more waiting time. Quality of
material. The quality of materials can delay their usage on site if the materials do not
meet the standard or contain defects. The defect can be due to improper handling
during packaging, shipment or delivery. This was also observed in a study in Iran.
Some materials may have minor defects that can be repaired, but some materials may
have major defects that cannot be repaired and therefore cannot be used at all, e.g.
broken sanitary appliances. This happened with one of the interviewed companies,
when they ordered a manufactured door from Malaysia. The procurement/ordering
22

process was made online, where the items were viewed through the manufacturer’s
website, and appeared to be nice products with good quality. However, when the
doors arrived on site, they were found to be of poor quality with holes throughout the
door panel, possibly due to insects or termites. The interviewed company made a
report to the supplier within three days of receiving the doors, with proof of defect, to
arrange for compensation. This consumed more time due to the need to wait for the
new doors to arrive. If it is already the time to install the door, then there is no choice
other than to wait for the next delivery. Inconsistent demand. Inconsistent demand
occurs when the sales of a material or product do no depend on the demand of the
local market. Paint is one such material. It is hard to know which color is saleable,
because sometimes clients look for a certain color of paint that is not in stock at that
time. If the quantity/volume required by the client is large and the local distributor is
also without stock, the material needs to be imported from overseas, usually from
Singapore. The manufacturer starts producing the paint once they receive the order,
and it normally takes one month to arrive in Brunei. But by the time the ordered color
is available, some different color that is unavailable is then demanded by the client.
Therefore, the paint of unwanted colour is kept in stock. However, once there is
demand, the paint will be sold out quickly and a new order then has to be made. This
seems to be a unique problem to Brunei, probably due to smaller volume of its
construction industry. Special materials. An example of such materials is special
appliances, fittings and lighting that are used in buildings that have differential needs,
e.g. prison, hospital or for diplomatic offices. One of the interviewees is the sole
distributor of specialized and sophisticated lighting appliances in Brunei. Therefore,
they should ensure the availability of this material to cater the local demand.
23

However, the technology of such appliances change very fast, so they cannot take the
risk of keeping a large stock due to the fear that they cannot sell those after a few
months. Therefore, they only order the products Causes of delay in material supply,
nine causes of delay in supply of materials were identified. Labor productivity. The
Brunei construction industry largely relies on overseas labor, mainly from India,
Indonesia and Bangladesh. The labourers work in every sphere of construction related
activities: materials production, transportation, loading-unloading and on construction
sites. Most of them are unskilled, especially when they first come to work in the
construction sector. Some time is needed to train them, but even after training, many
of them remain less motivated, especially in materials production activities. They
seem to be idle for prolonged time, resulting in reduced productivity. The situation
worsens after servicing, cleaning and adjusting the machineries; the older the
machines, the more episodes of servicing and adjustment, therefore higher frequencies
of prolonged idle time. Furthermore, in Brunei, renewable labor work permits are
limited up to two years and therefore labourers are usually appointed on two-year
contract terms. Many labourers go back to their home country after one or two
contracts, but not all of them come back to Brunei. Hence, many new and unskilled
labourers are required to make up the shortfall, meaning a continuous need for
training and reduced productivity. Similar situation was observed in Saudi Arabia and
Turkey. Inclement weather. Inclement weather affect materials supply in two ways:
while importing materials from overseas via sea freight, and during delivery to the
project site. Shipment via sea freight depends on the weather condition of source
country of the materials, as it influences the loading, and of Brunei as it influences
unloading. Moreover, it is not safe for ships to sail in the sea during bad weather. As a
24

result, delays are common during monsoon season. On the other hand, Brunei is a
tropical country with rain throughout the whole year, and the rain comes with little
notice. Rain can prevent the supply of some materials to construction sites. For
example, ready-mixed concrete suppliers do not produce concrete during the spells of
rains, because the water ingress cannot be controlled. If heavy rain starts when
concrete carrying vehicles reach the site, the concrete cannot be placed, because the
concrete will have excessive water content, and hence be too workable or too weak
(once hardened), or the concrete may even be washed away. As fresh concrete is
perishable, there is no turning back once the cement in the concrete has been mixed
with water. Such negative impact on schedule from undesired events like rainy
weather seems to be common in tropical or semi-tropical countries, e.g. in Malaysia
and Sri Lanka. Government restrictions. Certain materials (e.g. timber) need permit
approvals from government apartments before placing import orders, which may be
time-consuming if not planned well in advance. Permit approvals mainly deal with the
declaration of type, source, quantity and quality of materials to be ordered. This is to
ensure that only certain materials are imported, and exactly the declared type and
quantity of materials are imported. The economic planning control policy of the
country also prohibits importing cheaper materials and selling the same at higher
prices. Therefore, the importing companies have to specify correctly the type of
material in order to receive approval of their permits. If the permit is not granted,
more time is needed to get a new permit approval, resulting in to delayed delivery of
materials to site.
25
2.1.3 Foreign Studies
2.1.3.1 Safety Ordinances on Inter-acting Argon tank (2000)
According to Occupational Safety and Health Administration, California (2000).
The standard weight of Argon Tank that a worker should carry is 2.205lb so that it
will easily for them to do their work without experiencing so much hardship in it.
2.1.3.2 Handling a Compressed Gas Cylinder (2009)
Practice Safety when Handling Compressed Gas cylinder. As stated by Bob
Davis the director of utilities at Airgas Inc. (2009) compressed gases are hazardous
due to their ability to create harmful environments that are either flammable oxygen
enriched or oxygen deficient. Certain specific properties of compressed gases make
them highly useful in various research activities. These gases, however, can be
dangerous if not handled in an appropriate manner. Many of the odorless and
colorless gases are highly toxic and flammable and this calls for utmost care while
handling them. Hazards in gas cylinder usage: Oxygen deficient atmosphere resulting
in asphyxiation., Formation of flammable gas air mixtures in case of leakage of
flammable gas., Oxygen enriched atmosphere in case of leakage of oxygen gas.,
Injury caused by fall of gas cylinders during handling., Exposure to high
concentrations of toxic or corrosive gases in case of leakage., Gas cylinders can
26

explode when exposed to high temperatures, e.g., in case of fire., If the valve breaks,
the sudden release of compressed gas can turn it into a lethal projectile.Some of the
most common injuries related to cylinder handling result from falling cylinders. The
most prevalent are contusions and fractures in the lower extremities, including
breaks in the phalanges, metatarsal, tibia and fibula bones. The second-most common
injuries include sprains, strains and spinal cord injuries in the lower lumbar spine,
such as herniated or bulged discs (L1-L5) in workers who attempt to catch or stop
falling cylinders. Another misstep when handling cylinders is when a worker attempts
to move or lift the cylinder by pulling on the cap instead of using a cylinder cart.
Often, this results in the cap disconnecting from the cylinder and forcefully projecting
up into the worker's face, leading to injuries such as lost or broken teeth or other facial
injuries. Bruises and fractures, especially around the eye socket, are other common
injuries. When a cap is broken off or becomes damaged in a fall, the valve easily can
become compromised, exposing the worker to flammable or toxic environments and
burns, smoke inhalation or asphyxiation and gas poisoning. There are guides to avoid
mishandling of compressed cylinder tank: Always wear the proper personal protective
equipment (PPE), including safety glasses, gloves and hard-toed shoes when working
around or with compressed gas cylinders. Remember that the gas comes out of the
cylinder pressurized up to 2,200 psi and anything near the valve could become a
harmful projectile. Falling cylinders can land or roll on your foot, leaving you with
several broken bones. Never try to catch a cylinder that is falling, no matter how
confident you may be in your ability to stop it. It often is a natural reflex to attempt
the save, but the risk of injury far outweighs the potential damage to the equipment.
Do not move a cylinder by its attached regulator or attempt to drag it by the
27

cap. Besides losing your grip, you also could strain your back or fall. It also is unwise
to move cylinders by laying them down and rolling them, as this subjects the cylinder
to side-wall damage. Instead, move the cylinder using an approved cylinder cart and
ensure that the cylinder is strapped on securely. Secure cylinders upright so that they
cannot move, even when traveling in a truck. Chains are the best way to do this, as
straps and table clamps often fail due to improper use and set-up. Clamps generally
are not kept tight and are placed on articles that are not secure, such as movable desks,
tables, etc. Straps can be buckled incorrectly and provide little to no restraint. Instead,
fasten restraints on the upper half of the cylinder, above the center of gravity, as well
as the bottom approximately 8 inches to 1 foot from the base. Never heat a cylinder. If
a cylinder is stuck in ice, use hand tools to carefully chip away at the ice, making sure
the hand tools never come in direct contact with the frozen cylinder. If the cylinder
contents have stratified in a mixture such as CO2 and N0x, bring the cylinder into a
safe building to slowly warm up while it is chained to the wall before rolling it to mix
the contents. When inspecting compressed gas cylinders, look for burn marks, dents
or corrosion, and check to see if the valve cap is attached and that the contents are
properly labeled by name. It is the receiver's responsibility to do this inspection as
noted in CFR 29 1910.101. Be sure to log this inspection to help guard against a hefty
lawsuit. Securely attach protective valve caps on cylinders when idle or in transport.
Many cylinders contain pressures in excess of 2,000 psi. A broken valve resulting
from a falling cylinder is all it takes for the cylinder to become an unguided missile.
Any uncontrolled release of gas under pressure can create a dangerous environment.
Once the cylinder cap is removed, always inspect the valve for odors, visible plumes
or hissing sounds. If you detect any of these, take the cylinder outside to a well-
28

ventilated area and have your vendor pick it up. When moving cylinders, do not move
them with oily hands or gloves. This is very important when moving oxidizers, as
they could react violently with the oil or grease if it comes into direct contact with the
valve. Store cylinders in a fire-resistant area that is well ventilated, cool (less than 125
F) and dry. A fire extinguisher should be available where compressed gases are
stored, and have an emergency response and evacuation plan in place in the event of a
fire. Cylinders should not be stored in areas where they can come into contact with
objects of extreme temperature, such as a furnace or cryogenic liquid, as these
conditions will weaken containers or cause a gas release. They also should be kept a
safe distance of at least 20 feet from electrical sources including electrical switches,
outlets and extension cords, as they could become part of an electrical circuit. The
contents of each cylinder should be clearly marked and the full cylinders separated
from empty ones. When moving cylinders on an elevator, place the cylinder chained
securely to the cart in the middle of the elevator with the cart handgrip do not attempt
to ride in an elevator with a compressed gas cylinder. This is a confined space that
would be impossible to escape from if there were an accidental release of gases.
Check the purchase order to ensure that you are not receiving cylinders that contain
incorrect contents. The distributor should collect any incorrect cylinders immediately.
Finally, never force a cylinder valve open. Only use your gloved hands to open and
close the valve on the regulator. Compressed gas cylinders are a common tool for
manufacturing and construction jobs, and their hidden dangers easily are addressed
with proper equipment and handling. Follow these tips to ensure that all tasks
involving compressed gas cylinders are completed efficiently and safely.
29
2.1.3.3 Managing New Personnel (2017)
As studied by Construction Management of June 15th 2017. The important project
is the major developer, or a real estate investor, they studied a way to finish
construction on time. The six ways to help to understand how the best contractors in
the business keep projects on track and maximize profits while doing. First, minimize
construction delays and blockers. Expert project manager know how to deal on the
two types of problem that prevent the project to be accomplished. The delay and the
blockers. A construction delay happens when things don’t go according to plan, and
since construction is often sequential, that’s often unavoidable. For example, the
concrete was planning to be pour in two specific day window, but it ends up raining.
The project must be pushed back two days and contractors must reschedule. Delay
can also happen when a subcontractors doesn’t show up on time, when work takes
longer than expected, or when material shipment are delayed. Blockers are different
from delays in that a blocker is a task whose completion is necessary before other
tasks can be undertaken. For another example, you may have scheduled a mason to
lay the bricks for your building, but you can’t lay bricks unless the foundation has
been poured. Careful planning is a must if you want to avoid delays, and you must
identify blockers well in advance of the project to keep them from being and obstacle.
Second, is to improve your management methods an incompetent management is
another major reason for project failure. Managers are responsible for creating a
project plan that includes all the required elements and delivering the completed
projected by the deadline. A construction manager is there to assign roles and
30

responsibilities within a project and to coordinate labour and materials to the job site
so work can get done in a timely fashion. A great construction manager can juggle
several aspects of a detailed project plan while working to minimize delays and
aggressively remove blockers that can hold up progress. Modular Building Institute
highlights the need for more effective construction management: “Time, money, and
resources are wasted when projects are poorly managed, causing workers to have to
wait around for tools and work crews’ schedules to conflict; when work crews are not
on-site at the appropriate time; or when supplies and equipment are stored
haphazardly, requiring that they be moved multiple times.” (Modular, 2010). Third,
plan it comes to keeping your project on time, nothing is more important than having
a detailed project plan to work from. A great project plan that can easily be updated as
the project moves forward offers a bird’s eye view of the project, enabling managers
to quickly diagnose potential challenges and solve problems before they become
costly delays. A successful plan also contains contingencies for unforeseen
circumstances, creating clear guidelines for how your firm should respond to delays.
Fourth, assign clear roles and responsibilities. Commercial construction projects have
many employees, contractors, subcontractors, manager, and other personnel directly
involved any failure to delineated exactly what each party’s responsibilities are in the
project can result in critical tasks being ignored and created significant project delays.
Studied says that holding accountable people and establishing roles and
responsibilities that are clear to everyone is involved. Establishing accountability is
part of an effective project plan timeline remember to focus not just on what needs to
be done, but who will be responsible for doing it and by when. Fifth, schedule
contractors far in advance. And saying by Jonathan Scott a co-creator of Dream
31

House recently launched venture. “If you have a development and you want to build a
house on it - sometimes it can take up a year just to get the architect’s designs
approved. What we’ve done is beat the legwork. We’re coming in with high-end
concepts that have already been approved. If a buyer wants to purchase a design as-is,
we could start construction tomorrow.” Setting the schedule is the first must the
construction consider. To avoid a disaster, determined what contractors you’ll need
far ahead of time and start obtaining quotes as soon as possible to ensure that you
won’t face delays. Sixth, establish clear communication between parties. Unforeseen
challenge materialized on the job site, it is crucial that contractors have a direct line to
project management team and that stakeholders are easily reachable for consultation.
Studies says, that project delays requires extensive planning and attention to detail. By
doing it right is easier to be done.
32
CHAPTER 3
3.1 Problem Tree
Long process of Inappropriate Random

Causes request for argon place for Argon personnel in
tank tanks replacing argon
tank
The Hino Motors Philippines is experiencing 12.9% average
of losses or 39 units of ECO PUV JEEPNEY that cost ₱70, 200, 000
in Structural line (Bay 1) due to work delay from the month of July to
December 2018.
Low access and

Low Efficiency monitoring of
Effect argon tank
33
3.1.1 Causes
3.1.1.1 Long process of request for argon tank
Having long process of request for argon tanks affects the workers job because they
could have idle time due to length of time obtaining the argon tank. And also, it stop
the process of making Eco PUV in reason that there is no argon tank the production
will not only affect but also the customers as well as the outputs they need..
3.1.1.1.1Ishikawa of Long process of request for argon tank
34
3.1.1.2 Inappropriate place for Argon tanks
Fig. 3.1
The company may place a storage area for the argon tanks near the workplace
that does not affect the workers so as not to interfere with their time. The company
may follow the following: Check the fire code guidelines regarding the storage of
flammable gas cylinders. Store cylinders in a clearly identified, dry, well-ventilated
storage area that is not exposed to heat or the direct rays of the sun and way from
doorways, aisles, elevators, and stairs. Post “no smoking” signs in the area. Store
cylinders, both empty and full, in the upright position and secure with an insulated
chain or non-conductive belt. During storage, close the cylinder valves with the
protective caps in place. With outside storage, place on a fireproof surface and
enclose in a tamper-proof enclosure. Protect cylinders from falling. Use a chain or
adequate support system. Consider securing each cylinder separately to prevent other
cylinders from falling when items are removed from storage.
35
3.1.1.2.1Ishikawa of Inappropriate place for Argon tanks
3.1.1.3 Random personnel in replacing Argon tank
Since there is a random personnel in replacing argon tank in the structural line
it will affect the workers job and disregard the satisfactory work. The more the
process of making the more difficult to handle because there is no proper choice of
worker to replace an argon tank.
36
3.1.1.3.1 Ishikawa ofRandom personnel in replacing Argon tank
37
Table 3.1.1 Cause of work delay in hours
MONTH Waiting time Excess time Lack of Man hour Late supply
for approval in travelling stock of under time of raw
of request argon tank Argon materials
using tank in
cylinder cart ware
house
July 2.28 1.47 0 0 0
August 2.05 1.48 0 0 0
September 2.3 1.42 0 0 1.5
October 2.32 1.43 0 0 0
November 2.87 1.55 0 2 0
December 2.08 1.3 5 2 0
Total 13.9 8.65 5 4 1.5
38
Table 3.1.2 Cumulative Frequency Percentage
Description Downtime rate in Percentage (%) Cumulative %

hours
Waiting time for

approval of 13.9 42.06 42.06
request
Excess time in
travelling argon 8.65 26.17 68.23
tank using
cylinder cart
Lack of stock of
argon tank in 5 15.13 83.36
warehouse
Man hour under 4 12.10 95.46

time
Late supply of 1.5 4.54 100

raw materials
Total 33.05 100
39
45 120
42.06 Factors affecting work delay
40
100 100
35 95.46
83.36
30 80
26.17
25 68.23
60
20
15.13
15 13.9 42.06 40
12.1
10 8.65
5 20
4 4.54
5
1.5
0 0
Waiting time for Excess time in Lack of stock of Man hour Late supply of
approval of travelling argon Argon tank in undertime raw materials
request tank using warehouse
cylinder cart
Downtime rate (in hours) Percentage Cumulative %
Fig.3.1.2 Pareto chart
The table above shows the computation of 80/20 rule for making Pareto chart.
The top 2 causes of work delay are waiting time for approval of request, and excess
time in travelling argon tank using cylinder cart in warehouse. Cumulative refers to
the sum of all causes.
40
3.1.2. Effects
3.1.2.1 Low efficiency
Production with low efficiency can cause to have low profit margin for the
company as well as it affect the job of the workers inside the production, those order
from the customer will delayed.
3.1.2.2 Low access and monitoring of argon tank
Create a low coverage that can be related to poor access, low monitoring or
inadequate service delivery or even dissatisfaction of services. Establishing baseline
and targets setting can be successful and having good results.
41
Table 3.1.3Efficiency
Month Target Actual Output

Output (units in pieces)
(units in pieces)
July 52 45
August 50 48
September 50 44
October 54 50
November 48 39
December 48 37
Total 302 263
A.) Given:
Actual Output = 263
Target Output = 302
42
Required:
Average of Losses
Formula:
Actual Output
______________________
X 100%
Target Output
Solution:
263
___________
X 100%
302
Final Answer: = 12.9 %
43
Table 3.1.4Total cost of loss in productivity
Month Target Actual Losses Cost of ECO PUV

Output Output Jeepney
(units in (units in (1.8 M)
pieces) pieces)
July 52 45 7 ₱12, 600, 00. 00
August 50 48 2 ₱3, 600, 000. 00
September 50 44 6 ₱10, 800, 000. 00
October 54 50 4 ₱7, 200, 000. 00
November 48 39 9 ₱16, 200, 000. 00
December 48 37 11 ₱19, 800, 000. 00
Total 302 263 39 ₱70, 200, 000
44
A.) Given:
Losses = 39 units
Cost of ECO PUV Jeepney = ₱ 1, 800, 000. 00
Required:
Total cost of losses
Formula:
Losses units X cost per ECO PUV Jeepney
Solution:
39 units X ₱ 1, 800, 000. 00
Final Answer: = ₱ 70, 200, 000. 00
45
Fig. 3.2 Structural Line Layout
46
3.2 Objective Tree
Assigned trained
To improve Proper place
Mean personnel for
process flow for designation of
replacing argon
replenishing argon argon tank
tank tank
To reducethe
To minimize time travel in losses
production replacing Argon
of ECO tank.
PUV JEEPNEY in
Structural line.
End Minimize work

Improve travel
High Efficiency delay in replacing
time for workers
argon tank
47
3.2.1 Means
3.2.1.1 To improve process flow for replenishing argon tank
It keeps the work to run smoothly in most situations. This help to create faster
production times and as a result increased workers service and satisfaction. This also
lead to create better ECO PUV JEEPNEY and reduce the costs of operation because
of the ability to prevent the wasted time.
3.2.1.2 Proper Place Designation of Argon Tank
Proper place designation of Argon tank can benefit the company and workers
by reducing the idle time by shortening the travel time of Argon tank going to the bay
which is in need of replenishment of Argon tank. If the warehouse is placed near the
structural line, the effort exerted by the worker can be lessen. The chance that the
worker will feel fatigue will be minimized. The energy saved by the worker can be
used in doing the job in the structural area.
3.2.1.3Assigned trained personnel for replacing argon tank
Having a strong and successful training strategy helps to develop the worker
skills and learn the basic steps in replacing argon tanks and continuously work
without having any problem. This helps reduce any weak links within the company
48

who rely heavily on others to complete basic work tasks. Providing the necessary
training creates an overall knowledgeable for the workers.
3.2.2Ends
3.2.2.1High Efficiency
Having a high efficiency will be able to save time and money. It will make the
work easier and faster and the process will no longer be repeated.
3.2.2.2Improve travel time for workers
The travel time of Argon tank will be lessened; the worker will have more
time in the bay in finishing the product. In this case the idle time will be less reduced,
maximizing the working time leading to a higher chance in meeting the quota.
3.2.2.3 Minimize work delay in replacing argon tank
Being the person that will be in charge to monitor the production need scan to
minimize the work delay. It allow the workers to have a very detailed overview about
what other way to speed up the process and what has just happened in the structural
line in order to analyze each situation and undertake corrective actions for the
company’s improvement.
49
CHAPTER 4
ALTERNATIVE COURSES OF ACTION
ACA 4.1 Improving process flow for replenishing argon tank
Due to inconvenience of replacing the argon tank that is mostly used in every
bay of the structural line. Replacing ever tanks prolonging the idle of work in
structural line. The researchers, plan to improve the way of replacing the argon tank.
Give them a briefing in replacing argon tank to minimize the additional time allotted
in replacing. So, that the structural line will be improved in terms of work delay.
Procedure:
1. Introduced the new process to the employees. Proper orientation is a must.
2. Strict implementation of the process.
3. Working guidelines in ever structural line area.
4. Noted the amount of time spent in the old process and compare it to the new
one.
5. Continuous implementation if the process is effective.
50
Propose Flow Chart in Replacing Argon tank
START
1. Get the argon tank in the

argon tank cages.
2. Turn and close valve on

top of the empty argon tank.
3. Undo the nut of the argon

tank to disconnect the high
pressure hose.
4. Replaced the argon tank by

quickly opening and closing
the valve on the top to clear
the dust.
5. Connect the high pressure

hose to the replacement of
empty tank.
6. Inspected the argon tank if

there is a leakage.
End
51
STRENGTH WEAKNESSES
 Process excellence  Mastery of process
 Good organization Structure  Inter cultural crashing
 Strong researcher team
OPPORTUNITIES THREATS
 High productivity  Near competitors
 Market being worth  Intensify competition on
major competitors
Table 4.1 SWOT ANALYSIS
52
ACA 4.2 Proper place designation area of argon tanks in structural area.
To shorten or minimize the time spent taking Argon tanks from the
warehouse. The researchers decides to place an argon tank storage cage inside the
structural line, but be sure to put it in a way that does not interfere with work and is
away from possible accidents. Make sure it is secure because a large accident is likely
to occur when it falls.
Fig. 4.2
53
Procedure:
1. Set a safe location for storage cage of argon tanks in structural line and that is
away from any other source of fire/ignition.
2. If the storage cage are now set, put the argon tank inside, make sure that it
does not have leakage.
3. To ensure that the argon tanks will not fall, secure it with the chain and lock it.
4. Put chain around the storage cage and lock it.
5. Insert the hose in the top of storage cage where it has a hole so that it can be
connected to the argon tanks valve.
6. Put aluminum foil around the hose for safety.
7. Put caution beside the storage cage
54
STRENGTH WEAKNESSES
 Maximizing the productivity  Additional cost
time.  Poor tooling and user
 Innovative structure. experience.
4
.
2
C
o
s Production efficiency  Near competitors
t
-
B
e
n
55
Table 4.3Cost- Benefit Analysis
SUPPLIERS COST ITEMS BENEFIT
-Lazada Materials Hose – 27 -To lessen the time
www.lazada.com Padlock – 3 travel of Argon tanks
-OLX Welding hose Chain – 3 from warehouse to
www.olx.com - ₱1,750.00 / 50 m structural line.
-Harware Padlock
-₱ 38.00
Chain
- ₱615.00
Steel
-₱54.00 / meter
Aluminum foil
– ₱1000.00/10sq.ft
56
Fig. 4.3 Existing Layout of Placement of Argon Tank
Fig. 4.4 Propose Layout of Placement of Argon Tank
57
ACA 4.3Assign trained personnel for replacing argon tank
Due to no one has been assign in the warehouse to monitor the replacement of
argon tank, the structural line workers replace and get argon tanks when consumed.
As a result of additional and prolonged work, the researchers plan to assign trained
personnel in the warehouse, give them additional job to monitor the replacement of
argon tanks. So, that the structural line workers will lessen their wasted time and to
have continuous work.
Procedure:
1. The assigned personnel in the warehouse will move around the structural line
before the employees out at work.
2. Counted the empty argon tanks and replace it.
3. Returned to warehouse, place the argon tank on the argon tank storage.
4. Get a new argon tank.
5. Put it on the designated bay.
6. Placed the argon tank to the welding machine and make sure that it is well
placed so that the next day the workers will continuous working in production.
58
Monitoring Sheet
Sheet no,: Date:
Department: Bay no,:
Operators name: Time monitor:
Supervisor:
No, of argon tank in each bay:
No. Of empty argon tank:
No, of argon tanks to replaced:
----------------------------------------- -------------------------------------------
Operator: Monitored by:
Fig. 4.5
* This sheet will serve as approval to get new argon tanks.
Daily Monitoring Schedule of the Argon Tanks in Structural line
When: Mon - Sat, 4:00-4:30 (max. Of 45 minutes.)
Where: Each Bay in Structural Line
Who: Assigned Personnel of the Warehouse.
Actions:
1. Check Argon Tanks each day.
2. Count empty argon tanks that need to be replace.
59

3. Use the monitoring sheet.
4. Send the sheet to the warehouse departmental.
Training Cost
Personnel Amount/Day Days Cost
Trainee 500 3 ₱1500
Table 4.5
To conduct training for the assigned personnel of the warehouse in monitoring
Argon tanks. The Hino Motors Philippines is needed a personnel in monitoring the
empty Argon tanks that is need to replace, by using monitoring sheet and use it as
approval to get a new one. To reduce the process in requesting argon tanks which
causes work delay.
Training Plan:
Who: Assigned personnel of the warehouse.
What: Training on how to do the proper monitoring of Argon tanks in each bay.
When: April 1, 2019 – April 3, 2019
Where: Hino Motors Philippines Inc., Training Room
60
Activity Topic Duration
Orientation -Use of Argon Tank 1hr/1session

-Content of the
monitoring sheet.
-Proper use of monitoring
sheet.
Training -Trial monitoring of 1-2hrs (Max of

Argon tank by using 2hrs)/session
monitoring sheet.
Examination/Actual -Actual demo of 1hr/1session

Demo monitoring Argon tank
by using monitoring
sheet.
Certification -Giving the badge I.D 20minutes/1session
Deployment -Actual deployment of 30minutes

worker.
Table 4.5.2 Activity for training
61
Fig. 4.6 Badge
The trainee will received a badge I.D after he/she finished the required
training.
62
STRENGTH WEAKNESSES
 Continuous production  Additional cost
 Superior quality products.  Mastery of trainee
 High productivity  Near competitors
 Growing demand for  Intensify competition on
emerging major competitors
63
COST BENEFIT
 To lessen the work of the structural
Additional work for the assigned line operators.
personnel in the warehouse.  To reduce the idle time of the
690/day structural line operators.
 Uninterrupted work of the
operators.
Table 4.7Cost Benefit Analysis
64
CHAPTER 5
Conclusion:
The study conducted by the researchers produce valuable outcome regarding
in the gathered data from the company. Based upon the findings of the study, the
researchers conclude with this standard work process in replacing argon tank,
appropriate workers, proper planning and production control will result of high
outcome and also provide knowledge for those malpractices that are might to happen
in the working area. All this be the ways to lessen and determine the different
technique in organizing the structural line.
Recommendation:
Based on the research conducted in the study, the following recommendation are
made:
First, set a new place designation of argon tanks. In this way it will not be
difficult for workers to return in the warehouse as it is far from the structural line
aside from this it does not interfere the workers job and promotes continuous
progress. All argon tanks will be merge in one place separate from the welding
65

machine to make easier for the workers to move the welding machine elsewhere in the
area. This recommendation consider as one of the suitable process in the production
wherein it is basic source to produce ECO PUV in the structural line.
Lastly, assign capable person to monitor the replacement process of argon
tank. It is a great factor to consider the fast transaction in requesting to replenish
argon tanks in the storage cage. To suggest a standard work flow for requesting argon
tanks replacement. Through this research intend to have a better understanding in
replacement argon tanks while removing the unnecessary things.
66
References:
 https://blog.capterra.com/6-super-helpful-tips-to-avoid-common-construction-
delays
 https://www.brighthubpm.com/monitoring-projects/107392-ten-ways-to-
better-manage-project-delays/
 https://www.brighthubpm.com/risk-management/39861-how-to-communicate-
project-delays-to-your-client-when-behind-schedule/
 https://www.quora.com/What-are-causes-of-delay-in-production-Describe-the-
corrective-actions-to-avoid-the-delays
 http://www.westairgases.com/blog/rules-of-thumb-for-argon-tank-supply-
planning
 https://www.google.com/search?client=ms-android-samsung-gj-rev1&ei=-
DqUXJj7PNj4hwP3l7TYBA&q=work+delay+because+of+materials&oq=wor
k+delay+because+of+materials&gs_l=mobile-gws-wiz-
serp.3...2845.19739..20476...15.0..2.1134.11253.0j15j24j2j1j1j0j1......0....1......
.8..35i39j0i131j0j0i67j46i131j0i10j0i20i263j0i22i30j33i22i29i30j33i160j33i2
1j30i10j33i22i10i29i30.33eLBp_JaB0#sbfbu=1
67
ATTACHMENTS
PRODUCTION ACTUAL OUTPUT (UNIT)
July August September October November December
1 1 1 1 1 1 1
2 2 2 2 2 2
3 1 2 2 2 2 1
4 2 2 1 2 1 1
5 2 1 2 2 2 1
6 2 2 2 1 2
7 2 2 1 2 2 2
8 2 2 2 2 1 2
9 2 2 2 2 2 2
10 1 2 1 2 2 2
11 2 2 2 2 1 2
12 2 2 2 2 2
13 2 2 2 2 2 2
14 1 2 1 2 1 2
15 2 2 2 2 2 2
16 2 2 2 2 2 2
17 1 2 2 2 1 2
18 2 2 1 2 2 2
19 2 2 2 2 2 2
20 1 2 2 2 1
21 2 2 2 2 2 2
22 2 2 2 2 2 1
23 2 2 2 2 2 1
24 1 2 2 2 1 1
25 2 2 2 2 2
26 2 2
27 1
45 48 44 50 39 37
TOTAL
UNITS
68
EXCESS TIME IN TRAVELING OF ARGON TANK USING HAND TRUCK
1 3 2 5 3 4 4
2 4 2 4 3 3
3 5 3 3 3 3 3
4 2 3 3 4 2 3
5 3 3 4 3 3 4
6 3 4 5 2 4 3
7 3 3 2 3 3 3
8 1 2 2 2 5 4
9 2 4 4 4 4 3
10 3 2 3 3 3 4
11 2 3 3 3 3 3
12 3 4 3 3 2
13 3 3 2 4 3 3
14 4 3 3 3 3 3
15 2 5 1 3 3 3
16 4 2 2 3 3 3
17 3 4 3 4 2 3
18 3 3 3 3 4 3
19 2 3 5 2 5 3
20 4 4 2 3 2 4
21 2 2 2 4 3 2
22 3 3 5 3 3 5
23 3 3 4 4 3 3
24 3 2 2 3 3 4
25 3 2 3 3
26 3 3
27 4
TOTAL 88 89 85 86 93 78
minutes minutes minutes minutes minutes minutes minutes
TOTAL 1.47 1.48 1.42 1.43 1.55 1.3
hours hrs. hrs. hrs. hrs. hrs. hrs.
69
WAITING TIME FOR APPROVAL REQUEST (minutes)
1 5 min 4 min 8 min 4 min 5 min 7 min

2 5 min 4 min 7 min 5 min 3 min
25 3 min 5 min 4 min 4 min
26 3 min 7 min
27 3 min
TOTAL 137 123 138 139 172 125
minutes minutes minutes minutes minutes minutes minutes
TOTAL 2.28 2.05 2.3 2.32 2.87 2.08
in hours hrs. hrs. hrs. hrs. hrs. hrs.
70
October 8, 2018 (Monday)
9:00am – 10:30 am Machine breakdown in Bending and Shearing
1.5 hours downtime from raw materials
November 2, 2018 (Friday)
4:00 – 6:00pm under time
December 3, 2018 (Tuesday)
8:10am – 10:40am Waiting time in restocking empty tank from the supplier
2.5 hours downtime
December 14, 2018 (Friday)
2:30pm – 5:00pm Waiting time in restocking empty tank from warehouse
2.5 hours downtime
December 25, 2018 (Tuesday)
4:00pm – 6:00pm under time
Engr. Ezekiel Colona
71

San Pedro College of Business Administration

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

San Pedro College of Business Administration

Uploaded by

Copyright:

Available Formats

Minimizing the production losses of ECO PUV Jeepney in the

Structural line of Hino Motors Philippines Inc.

SAN PEDRO COLLEGE OF BUSINESS ADMINISTRATION

Jeepneys are a popular means of

transportation in the Philippines. They

were originally made from US Military

Jeeps. When the US began reducing

their military presence in the Philippines

at the end of World War II, they

surpluses a lot of Willy’s jeeps. Fig. 1.1 Company

SAN PEDRO COLLEGE OF BUSINESS ADMINISTRATION

Established in March 1975, HINO MOTORS PHILIPPINES

CORPORATION (HMP), formerly Pilipinas Hino, Inc., is a joint-venture among

majority ownership of Hino Motors, Ltd. A participant in the Commercial Vehicle

Development Program (CVDP), HMP is engaged in the assembly and distribution of

customization thus becoming a “one-stop shop” – from chassis assembly to building

maintenance, repair and refurbishing.

policies on both local and global level.

country to receive ISO 9001:2000 Certification, a distinction that serves as a proof of

line “Hino - Global brand, lifetime value.”

SAN PEDRO COLLEGE OF BUSINESS ADMINISTRATION

Guadalupe Market and Bagumbayan, Taguig to Pasig.

The PUV modernization program is envisioned to replace some 250,000

jeepneys nationwide with environment-friendly, convenient, and comfortable public

Pateros-Fort Bonifacio Transport Service and Multi-Purpose Cooperative

(TSMC) and the Taguig Transport Service Cooperative (TSC).

Modernization Program (PUVMP) by providing sustainable modern Euro 4-compliant

jeepneys. Consistent with the Department of Transportation (DOTr) and Land

Transportation Franchising & Regulatory Board together with the Office of

Transportation Cooperative’s theme, “ArangkadasaPagbabago,” Hino works hand in

hand with different stakeholders to speed up the modernization of the country’s

green technology to reduce harm to the environment.

SAN PEDRO COLLEGE OF BUSINESS ADMINISTRATION

nationwide, customizing vehicles to customers’ requirements from design to

feature a speed limiter, GPS, CCTV, a dashboard-mounted camera and air-

conditioning. Built according to the requirements set by the Bureau of Philippine

Standards, a Class II Hino jeepney can accommodate 23 commuters in

comfortable, seatbelt-secured and perimeter seats.

1.2 Background of the Study

of at least2 argon tank and maintenance personnel is always on standby.

and cannot be started.

SAN PEDRO COLLEGE OF BUSINESS ADMINISTRATION

Wasted man-hours can be result of lack of organization, well-organized place for

everything from materials, to machine and tools create a smoother workflow.

Hino Motors Philippines has a manpower manufacturing system of Eco PUV

Inside of production in Hino Motor Philippines, a work delays is one of the

Argon tanks with proper planning and easy way access.

SAN PEDRO COLLEGE OF BUSINESS ADMINISTRATION

HINO MOTORS PHILIPPINES CORPORATION

ECO PUV ACTIVITIES

1. Dismantling of chassis accessories:

1. “BALATA” setting and installation

1. Body mounting, setting and alignment.

SAN PEDRO COLLEGE OF BUSINESS ADMINISTRATION

1. Middle door installation.

1. Lower skirt skin installation.

1. Installation of door post cover.

SAN PEDRO COLLEGE OF BUSINESS ADMINISTRATION

1. Lid cover installation

1. Front and rear panel installation

1. Installation of front harness, handbrakes,

SAN PEDRO COLLEGE OF BUSINESS ADMINISTRATION