3E2A264680F2A606

Defects Reduction Using Process Analysis in Blowing Department of Pepsi Cola Products
Philippines Incorporated in Muntinlupa City
By:
Ceribo, Ma. Elaine P.
De Vargas, Michelle O.
Biographical Sketch
Name: Ma. Elaine P. Ceribo
Birth Date: December 24, 1998
Birthplace: Sta. Cruz, Laguna
Permanent Address: Brgy. Olla Majayjay, Laguna
Contact Number: 09082983672
Email Address: elaineceribo24@gmail.com
Educational Background
School/University Inclusive Years Honor/Award
Majayjay Elementary School 2005-2011
Sta. Catalina National High school 2011-2015
Southern Luzon State University 2015-2020
Academic Affillations:
Operations Research Society of the Philippines (ORSP)
Member | 2017 – 2020
Philippine Institute of Industrial Engineers (PIIE)
Member | 2018 – 2020
League of Industrial Engineering Student Society (LINES)
Member | 2015 – 2017
i
Biographical Sketch
Name: Michelle O. De Vargas
Birth Date: February 19, 1998
Birthplace: Lucban, Quezon
Permanent Address: 35 A. Racelis Avenue Lucban, Quezon
Contact Number: 09455763412
Email Address: michdevargas19@gmail.com
Educational Background
School/University Inclusive Years Honor/Award
Paaralang Elementarya ng Lucban – 6 2005-2011
Lucban Academy 2011-2015
Southern Luzon State University 2015-2020
Academic Affillations:
Operations Research Society of the Philippines (ORSP)
Member | 2017 – 2020
Philippine Institute of Industrial Engineers (PIIE)
Member | 2018 – 2020
League of Industrial Engineering Student Society (LINES)
Member | 2015 – 2017
ii
CERTIFICATE OF ORIGINALITY
We hereby declare that this submission is our own work and that, to the best of our
knowledge and belief, it contains no material previously published or written by another person
nor material to which a substantial extent has been accepted for award of any degree or diploma
of a university or other institute of higher learning, except where due acknowledgement is made
in the text.
We also declare that the intellectual content of this is the product of our work, even though we
may have received assistance from others on style, presentation and language expression.
Ma. Elaine P. Ceribo Michelle O. De Vargas

Signature of Advisee over printed name Signature of Advisee over printed name
ENGR. MARIBELLE A. GAYTNO May 21, 2020

Signature of advisor over printed name Date
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APPROVAL SHEET
In partial fulfillment of the requirements for the Degree of Bachelor of Science in Industrial
Engineering, this research paper entitled, Defects Reduction Using Process Analysis in Blowing
Department of Pepsi Cola Products Philippines Incorporated in Muntinlupa City has been
prepared and submitted by Ma, Elaine P. Ceribo and Michelle O. De Vargas who are hereby
recommended for oral examination.
ENGR. MARIBELLE A. GAYTANO
Research Adviser
Approved in partial fulfillment of the requirements for the degree, Bachelor of Science in Industrial
Engineering, by the oral examination committee:
ENGR. MARIA CORAZON B. ABEJO ENGR. MARIA ROSSANA DL. DE VELUZ

Member Member
ENGR. LYNNEVELLE R. AMPARO

Chairperson
Accepted as partial fulfillment of the requirements for the DEGREE BACHELOR OF
SCIENCE IN INDUSTRIAL ENGINEERING:
May 28, 2020
___________________ DR. RENATO R. MAALIW III

Date Dean
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Dedication
First and foremost, I would like to thank my parents Emer and Roger and my sister Julie Ann
who have been my constant source of inspiration, thank you for all your sacrifices and support.
To my thesis partner Michelle for the unexpected adventure and fun moments we had.
I sincerely thank you for understanding, patience and hard work. To our
thesis adviser Engr. Gaytano thank you for guidance and knowledge.
To Tropang Engineers thank you for the encouragement,
advice and for the memorable years of friendship. I love
you all! To my friends and relatives thank you for
your support and love. Above all, to Almighty
God who have been the source of my
strength, thank you for guidance,
knowledge and courage.
M0EPC
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Dedication
I would like to extend my most gratitude to my eldest sister Ronalyn De Vargas who became my
second mother that support my financially and emotionally. To my very supportive siblings
Marie Joy and Ronnel to my loving parents Rolan and Nelia thank you for not
giving up on me despite of everything. To the one whom I shared sleepless
nights and tears just to fulfil this piece of hard work, my thesismate Elaine
Ceribo and to the one who help us to accomplish this, our thesis adviser
Engr. Gaytano, thank you. Aside from my family, this piece of hard
work is humble dedicated to all those people who believe in me and
walk with me in every step of the way. To Tropang Engineers,
my college life has been more interesting, inspirational and
adventurous because of you. To Venice, Isabel, Marie,
Ivy, Jhoan and Knova thank you for making our
friendship stronger than ever and cheering me up.
And to the one who is the source of all my strength.
Heavenly Father and Jesus Christ.
MODV
vi
Acknowledgement
With boundless love and appreciation, the researchers would like to boost their heartfelt gratitude
to the persons who share their expertise and precious time in completing this research and also
helped them to bring the study into reality. The researchers wish to acknowledge with deepest
appreciation and profound gratitude for the following persons:
Engr. Maria Rossana De Veluz, research instructor, continuous support, patience,
encouragement, insightful discussion, ample time spent and favorable response regarding to
improve the study.
Engr. Maribelle A. Gaytano, research adviser, considerate guidance, advisee, correction
of the thesis and for her unending support during the entire period of the study, for her patience
and guidance during the writing process and effort to make this study possible.
Engr. Maria Corazon Abejo and Engr. Lynnevelle R. Amparo, the oral examination
committee, for valuable advice, understanding, guidance and ample time spent for the
improvement of the study and for providing valuable suggestions.
Pepsi Cola Product Philippines Inc. Blowing Department, Engr. Larry Luis Capacete for
giving their precious time and invaluable support and allowing the researchers to get the
necessary information to make the study possible.
The researchers family, to the parents of Ms. Ma .Elaine P. Ceribo, Mr. Rogelio and Mrs.
Ermelita Ceribo to the parents of Ms. Michelle O. De Vargas, Mr. Rosalino and Mrs. Basilia De
Vargas, for giving the researchers their unconditional love, care and tolerance which
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made the hardship of writing the thesis worthwhile. Without their support, the researchers could
not overcome the difficulties during the entire study.
To all the researchers’ friends, who have always provided advice and support when things
are dishearten and for helping the researcher with their valuable suggestions.
To all people who in one way or another shared their support, either morally, financially
and physically, thank you.
And in above all, by the name of the merciful Lord, God Almighty, for all the countless gifts
that the researchers received before and after the research study and giving the researchers
unconditional guidance and wisdom to made the research.
The product of the research paper would not be possible without their able supervision,
patient and continuing support.
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Abstract
Title: Defects Reduction Using Process Analysis in Blowing Department of Pepsi Cola Products
Philippines Incorporated in Muntinlupa City
Authors: Ceribo, Ma. Elaine P.
De Vargas, Michelle O.
Adviser: Engr. Maribelle A. Gaytano
Keywords: Process Analysis; Cycle Time; Productivity
The research study was conducted to analyze and evaluate the Injection Blow Moulding
Process through Process Analysis to reduce defects in the Blowing Department of Pepsi Cola
Products Philippines Incorporated in Muntinlupa City. The data was gathered through interviews
and actual observations using various instruments such as stopwatch, tape measures and other
measuring devices. Data regarding the existing process of the production in terms of their cycle
time, number of defects, root cause of defects and bottle capacities was used to proposed
improvements and develop a strategy on how to reduce defects. The researchers used Process
Analysis as a tool to identify the causes of the defects. Also, through Process Analysis, the
researchers came up with a proposal to improve the existing process of injection blow moulding.
For further studies, researchers must consider other areas including initial preform shapes, preform
temperature, blowing rates and others areas that are linked to the process.
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TABLE OF CONTENTS
Page
Biographical Sketch…………………………………………………………i
Certificate of Originality……………………………………………………..iii
Approval Sheet………………………………………………………………iv
Dedication……………………………………………………………………v
Acknowledgement…………………………………………………………..vii
Abstract………………………………………………………………………ix
Table of Contents……………………………………………………………x
List of Tables…………………………………………………………………xiii
List of Figures………………………………………………………………..xiv
x
Chapter l
Page
Introduction…………………………………………………………………………….1
Background of the Study…………………………………………………………........2
Objectives of the Study………………………………………………………………..5
Significance of the Study………………………………………………………………6
Scope and Limitation…….………………………………….........................................7
Definition of Terms……………………………………………………………………7
Chapter II
Review of Related Literature and Studies………………............................................10
Related Literature……………………………………………………………………22
Related Studies………………………………………………………………………29
Research Paradigm………………………………………………………………….29
Chapter III
Methodology………………………………………………………………………..30
Research Design……………………………………………………………………30
Variables of the Study……………………………………………………………...30
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Respondents of the Study………………………………………………………..31
Research Instrument……………………………………………………………..31
Data Gathering Procedure………………………………………………………31
Chapter IV
Results and Discussion…………………………………………………………32
Chapter V
Summary, Conclusions, and Recommendations………………………………66
Summary……………………………………………………………………….66
Findings………………………………………………………………………..67
Conclusions……………………………………………………………………68
Recommendations……………………………………………..........................69
Bibliography…………………………………………………………………..71
Appendices……………………………………………………………………73
xiii
LIST OF TABLES
Table Page
4.3.11 Summary of the controllable factors …………………………………….….48
4.4.1 Summary of the proposed improvements of controllable factors…………….54
4.4.2 Summary of Proposed Improvement of of controllable factors …………...…55
4.4.3 Summary of the proposed improvements of controllable factors ………..…..56
4.4.4 Summary of Training Cost……………………………………………………59
4.4.5 Summary of Improvements…………………………………………………..60
4.4.6 CNX…………………………………………………………………………..61
4.4.3.1 Cost of Palletizer Repair……………………………………………………62
4.4.3.4 Increase Productivity of the Blowing Process……………………………..65
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LIST OF FIGURES
Figure Page
4.1. Existing Process of Blowing Department
4.1.1 Existing Flow Process Chart of Inline Process ………………………..32
4.1.2 Existing Flow Process Chart of Blowing Process Inline to Palletizer…35
4.2 Pareto Chart of the Types of Defects …………………………………………….37
4.3 Root Cause Analysis of the Identified Problems
4.3.1 Root Cause Analysis for Wide Parting Line…………………………..38
4.3.2 Root Cause Analysis for Pre heated …………………………………..39
4.3.3 Root Cause Analysis for Off Centered………………………………..40
4.3.4 Root Cause Analysis for Underblown Feet……………………………41
4.3.5 Root Cause Analysis for Damage Thread Neck……………………….42
4.3.6 Root Cause Analysis for Strangled Neck………………………………43
4.3.7 Root Cause Analysis for Bubbles………………………………………44
4.3.8 Root Cause Analysis for Pearselence…………………………………..45
4.3.9 Root Cause Analysis for Opaselence ………………………………….46
4.3.10 Root Cause Analysis for Odor………………………………………..47
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4.4 Proposed Improvements
4.4.1 Improved Flow Process Chart Machines In-line with Filling Machine…….50
4.4.2 Improved Flow Process Chart of Machines In-line with Palletizer Machine..52
4.4.3 Daily Maintenance Check sheet………………………………………………58
xvi
CHAPTER I
INTRODUCTION
The sequence of interdependent and linked procedure is called process which consumes
one or more resources to convert inputs into outputs. Improvement of firm‘s competitiveness can
impact on the performance of the business with the help of process improvement. In line with
this, is ―Process Analysis.‖ It is a general term for the analysis of work flow in organizations. It
will be a source for the understanding, improvement and management of business processes.
Thru the use of business process analysis method that helps to escalate the efficiency and
effectiveness of a process that defines how well the process achieves its destination. One of the
goals of business process analysis is to clasify and examines every part of the structure, including
the process itself, the participating parties, the information exchange, and others. Accordingly, it
can help identify potential improvements within the process, making it easier to carry out a re-
engineering initiative sometime down the line (Amit, 2019).
Originally the concept of blow moulding comes from the glassblowing process. 1880‘s
was a patented method of extruding a celluloid polymer into a parison and blow moulding has
been invented. Since then methods and materials to blow plastics into shapes were very crude
and not suitable for mass production. Until the late 1930‘s that the first commercial machine and
products were available for the manufacturing of blow moulded bottles. The major event that
triggered and fuelled the early years of commercial blow moulding was the development of low
and high density polyethylene suitable for blow moulding and consumer packages.
1
Injection Stretch Blow Moulding- (ISBM) process is similar to the IBS process described
above, in the same sense, the preform is injection moulded. The moulded preform is then
presented to the blow mould in a conditioned state, but before final blowing of the shape, the
preform is stretched in length as well as radially. The typical polymers used are PET and PP
which have physical characteristics that were enhanced by the stretching part of the process.
Background of the Study
Pepsi-Cola Products Philippines Inc. (PCPPI) with a spanning relationship to PepsiCo
beverages and snacks in the Philippines over 70 years as their exclusive manufacturer. PCPPI is
a listed company in the Philippine Line Exchange with Lotte Corporation, belongings to the
company of Lotte Chilsung Beverage—one of the biggest beverage companies in South Korea,
as the lead shareholder co-managing with PepsiCo. Having a total of 14 operations across the
country with 700,000 outlets and providing employment throughout the world with their
extensive distribution network. Their program is to focused on environmental sustainability,
nation building, inclusive development and ensuring to create a positive impact on society.
PCCPI manufactures and sells products known widely as Pepsi-Cola, Mountain Dew, 7-
Up, Mirinda, Mug, Gatorade, Tropicana, Lipton, Sting, Premier, Milkis, Aquafina, and Cheetos.
These beverages are available in can and in plastic bottles. To lessen the workload they
outsource the manufacturing of tin can beverages to San Miguel Corporation while the PET
bottles are manufactured inside the plant. There are two types of PET bottles which are NCB and
CSD. The responsible of producing these bottles is the blowing department headed by Engr.
Larry C. Capacete.
2
Originally, the blowing department of PCPPI has 6 fully functioning machine which are
BO1 and BO2 both supplies line 5, BO1 produces 850cph while BO2 produces 525cph of CSD
bottles. BO3 and BO4 produces NCB bottles for line 9, each blowing line produces 500cph and
540cph. BO5 is the machine that is in line with line 8; it can produce a maximum of 1000cph of
CSD bottles. Lastly, BO6 produces 2000cph of CSD bottles for line 11.
The blowing department is one of the highest consumers of raw materials they needed to
order at least thrice a week of different variety of products for their weekly production, in
relation the plant director is expected for a high profit contribution come from the blowing
department. The daily production schedule of each machine is given by the head office; this
decision is based on the national PET requirements. All of the blowing machines are bought in
Germany with different specifications. The oldest machine in blowing department is BO1 and
BO2 which is 25 years in use while the rest are 10 years in use. Each machine has two operators
in every shift responsible for manually setting the temperature, speed and air pressure required in
every SKU produced.
The blowing process of PET bottles is an 8 stage process (See appendices A) first is the
loading of preforms to the machine, and then the preforms are being transported by the preform
elevator going to the sorting device. The device is an initial inspection for the defective preforms
so that it cannot pass through the feed rail. After that, the preform is inserted in loading wheel
then proceeds to the next stage which is pre heating. Now, the preforms enter to a two-part
mould that closes around it. The inside of this mould is shaped exactly like the finished bottle.
Inside, a stretching rod pushes up through the preform, which is suspended with the screw end
facing downward. The rod stretches the preform upward toward the top of the mould -- which is
3
the bottom of the bottle -- and simultaneously blasts enough pressurized air into the preform to
force it against the sides of the mould. This stretch blow moulding process must happen
simultaneously in order to maintain the bottle‘s integrity and consistent shape. The bottle must
attain its coldness or it loses its shape when pressure creep downward in its malleable, heated
state. Finally, the bottles are distributed to its destination lines using the air conveyor. Blowing
machines 5 and 6 are in line with the filler machines and the machines 3 and 4 are connected to
the palletizer used to stock the bottles.
The raw material in blowing department is called the preform. It is a test tube shaped
piece of plastic that is used in this process. PCPPI uses 3 different colors of preform: clear, green
and the neon green for mountain dew. It is also available in different sizes (300ml, 500ml, 1.0L
and 1.5L), each of one costs different from one another. The prices of the preform vary from its
weight and color. These preforms are bought by piece and delivered in metal bins which have
approximately 14,000 pcs each bin.
Based on the observation in the blowing department, the researchers found out non-value
adding activities along the process such as delays and bottle necks that generates defects.
Accordingly, the number of defects for the year 2019 increases almost twice compared to the
year 2018 which has a total of 1,053,079 defective bottles which costs ₱3,709,801.64 of defects
while for the year 2019 they have a total of 3,006,345 defective bottles that costs ₱7,567,797.41
of defects. The defective bottles can be sold per kilo, the cost incurred by selling the total scrap
for the 2018 is ₱131,634.875 and it has a total weight of 26,326.975 kgs. while for the year 2019
total weight is 75,158.625 kgs. with a total cost of ₱375,793.125. Selling of the scrap will less
the total amount of the defective bottle to ₱3,578,166.75 and ₱ 7,192,004.29 for the year 2018
and 2019 consecutively.

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Among observations made by the researchers, the bottle neck is occurring in the filling
process – the machine works with the help of the ring gear, it propels the carrousel that fills the
bottles with syrup and capping the bottles. The number of output varies in the speed and
availability of the machine, thus, a need to perform a quick check of the machine every start of
the production. This contributes 10.81% of the total available time that limits the capacity and
subsequently affects the next processes. Instead of being able to produce additional output there
is an interruption due to machine breakdown and machine repair.
The non-value adding activities also affect the productivity of the department. The
productivity is computed by dividing the total number of preform used and total number of
bottles produced. The set a target yield in each blowing line is to attain higher than 99.26% and
much better if they achieve 100% productivity. The table shows the computed and summarized
productivity in the year 2019 (See Appendices B). High amount of defects occur in the blowing
department of PCPPI. The defect rate from January to December is 0.95% which is above the
0.74% control limit set by the QA Department. Increasing of defect rate is due longer cycle time
in blowing process and not attaining the bottle capacity of each blowing line which lead to non-
value adding activities in the department and increase of the defect rate.
Based on the stated conditions and problems, the researchers conducted this study to
further investigate the application of process analysis. This results to the reduction of defects and
maximizing the potential capacity of the process by improving and eliminating the non-value
adding activities.
5
Objectives of the Study
The main objective of the study is to reduce the number of defects in Injection Blow
Moulding Process through Process Analysis.
Specifically, this study aimed at the following objectives:
1. To describe the existing process of the Injection Blow Moulding in terms of:
1.1 Cycle Time
1.2 Productivity
2. To identify the problems in the existing process of the Injection Blow Moulding in terms
of:
2.1 Cycle Time
2.2 Productivity
3. To determine the root cause of the identified problem
4. To propose improvements on the existing process of injection blow moulding.
Significance of the Study
The result/findings of this study is significant to the following:
To the Plant Director, this study would be a source efficient allocation of the plant
budget and helps to increase the profit. This can also serve as an evaluation of the problems in
blowing department.
6
To the Section Manager, this study would able to maximize the resources and identify
what are the factors affecting the productivity of the blowing machines. This can also help to
evaluate how effective and efficient the machines are.
To the Employees, this study aims to help them to identify in which of the auxiliary
parts that contributes to the defects. This can also lessen the machine downtime occurring in the
department which increased the employee morale.
To the Internal Customer, this study would help them to maintain the continuous
production of the PET bottles. This can also contribute to achieve the external customers
demand.
To the Future Researchers, this study would help the researchers to understand the
importance of elimination of defects and the use of the Process Analysis tools. This research will
serve as a reference for those researchers who would pursue the study as this could also be
source of information for their future studies.
Scope and Limitation
This study only focused on improvement of the blowing department of PCPPI using
Process Analysis which resulted to minimization of defects, effective utilization of company‘s
resources and increased performance yield. The factors that would be considered in the study are
the number of preform used, bottles produced and total defects in last year‘s production. The
researchers also determined the factors that mostly affect the increasing number of defects in the
production.
7
Definition of Terms
The terminologies below were defined based on how these were used in the study in
order to familiarize more the reader:
Bubbles is a type of defect came from appearance of bubbles on bottles produced
Cycle Time the time between successive units as they are output from the process.
CSD carbonated soft drinks
Damaged Thread Neck is a type of defect came from deformation of thread neck
Internal Customer the next process that will benefit with the output of the injection blow
molding process
Mould a hollow container used to give shape to molten or hot liquid material (such as wax or
metal) when it cools and hardens
Machine an apparatus using or applying mechanical power and having several parts, each with a
definite function and together performing a particular task
NCB non-carbonated beverages
Odor is a type of defects which is not physically seen but can be identified of having on resin
type of the preform and atmospheric odor that can be absorb by the preform or bottle.
Off Centered Gate is a type of defect that occurs when the center gate or injection point is not
properly aligned to the mould base.
Opalescence is a type of defect which is hazy-white in colour, usually found on the outside
surface of the bottle or preform.

8
Pearlescence a type of defect brought from machine stoppage which lead to hazy-white in
colour, usually located on the inside surface of the bottle or preform.
Pre-heated preform is a type of defect brought by exposure of preform on too much heat.
Polyethylene terephthalate (PET) a synthetic resin made by copolymerizing ethylene glycol
and terephthalic acid, widely used to make polyester fibers.
Preform is an intermediate product that is subsequently blown into a polyethylene terephthalate
Process Analysis is a step-by-step breakdown of the phases of a process, used to convey the
inputs, outputs, and operations that take place during each phase. It can be used to improve
understanding of how the process operates, and to determine potential targets for process
improvement through removing waste and increasing efficiency.
Productivity is defined as the efficient use of resources in the production and ratio of what is
produced to what is required to produce it.
Strangled Neck is a type of defects that has an ouput of a fold of material in the neck or upper
shoulder.
Under blown Feet is a type of defect came from having a problem in the injection blow
moulding which will have an output of outer corners of one or more feet have not reached the
mould surface.
Waste is any substance which is discarded after primary use, or is worthless, defective and of no
use
9
Wide Parting Line is a type of defects that came from having a broken or worn out lip seal
which leads to have a thick line separation on the bottle.
Yield to supply or produce something positive such as a profit
10
Chapter II
Review of Related Literature
This chapter reviews the discussion of the related information and relevant findings of
unpublished researchers that has been gathered to conceptualize the study. Through these
gathered information, the researchers were able to understand clearly their concern of
investigation and study.
Related Literature
PROCESS ANALYSIS
As stated by Russell & Taylor, (2009) process analysis is the systematic examination of
all aspects of a process to improve its operation to make a faster, more efficient, less costly, or
more responsive to the customer with the aide of process analysis tools which are process
flowchart, diagrams and maps.
According to S. Kumaresh and R. Baskaran (2010) process can be analyze as data for
continous improvement. Process analysis seeks to identify defects into categories and to classify
causes in order to have process improvements. With the help of root cause analysis (RCA) has
played useful roles in analysis of defects of the production. RCA is crucial on identify root cause
of defects and initiate actions to process that the source of defect can be eliminated. To do so
defects are analyze one at a time. The output of analysis will provide feedback which developers
of the product will be both improve in terms of quality and productivity.
11
PROBLEMS USUALLY ENCOUNTERED IN A PROCESS
According to Sharon Elshang in her article entitled ―Insightful Solutions – The top 3
problems with any business process are found in any organization namely waste, re-work and
doing the wrong thing even if it seems to be the right reason.
A. Waste
The number one problem with my business process is waste - wasted materials
and other resources, wasted effort, waste communication and non-value added activities
Waste in process is expensive, exhausting and detrimental to a highly functional
environment.
B. Re-Work/Duplication of Effort.
Rework or duplication of effort is very common in a process - particularly when a
process crosses departmental boundaries or is a process not supported adequately by
technology.
C. Doing the Wrong Thing
Using the execution of a business process for a purpose other than for which it is
intended can add a significant amount of lag time and/or expense to a process. These
three problems can be responsible for a large portion of the total cost of execution which
added to the cost of any output (product or service) without any added value to it. That is
why improving the process by reducing or eliminate all of the non-value-added activities
is essential.
12
Process Analysis Steps
Process analysis can only be done by walking to the process from start to finish and
compose six steps to follow which defining the starting and ending points of the process,
explaining the process analysis to those closest to the process, walk through the process,
construct the process flow diagram, Determine Metrics and Opportunities for Improvement and
share the process analysis.
Step 1: Define the Starting and Ending Points of the Process
The sets boundaries of the process are defining the first and last steps of the whole
process. Do not take this step lightly. Biggest problems can be encountered with a process
analysis is if the scope is set incorrectly having tendency of setting large of a scope for large
process vice versa.
Step 2: Explain the Process Analysis to Those Closest to the Process
To develop an in-depth understanding of what they do and the problems they face in the
process is to have an interaction the closest person in the process. The closest to the process need
to understand that this is not a process to find out what they are doing wrong. It is important to
remind them that the vast majority of problems a company faces are due to the way the process
was designed and managed on a day-to-day basis – not due to the people doing the work.
Step 3: Walk the Process
Walk the process from start to finish. ―Walking the process‖ is just beginning at the first step
of the process and go to the last step of the process. The key here is that you are interacting with
13
the person doing the job. You cannot understand what is going on until you look through the
eyes of the person doing the work.
Ask things like:
 How do you know that the item you are picking is the correct item?
 What do you do if there is a problem?
 Where do you find that out?
 How often does that happen?
 Who makes that decision?
 What causes you the most problems?
 When does that happen?
As you go through the analysis, the purpose is to look for opportunities to improve the
process as well as points where the process can be measured. Opportunities to improve the
process include looking for areas of waste and unproductive areas within the process.
Talk to several people on hand to the process so that you are able have a different
perspective on what people think, why they do what they do that will shows the differences in
the way people do the process
Step 4: Construct the Process Flow Diagram
At this point, you are ready to construct the process flow diagram using the information
you gathered from those closest to the process. This is a detailed process flow diagram not an
14
overview of the process. Once the process flow diagram is done make sure to share it with those
closest to the process and make sure to make revisions if necessary.
Step 5: Determine Metrics and Opportunities for Improvement
At this point, you have the finished process flow diagram and a good understanding of
the process. While you were walking the process, you saw opportunities for improvement. Don‘t
worry you will see opportunities for improvement. In fact, the less you know about the process
to start, the more opportunities you may see since you don‘t have any paradigms about the
process.
Some of the opportunities are easy fixes, like moving the printer. Others may require a
team to come up with a solution. You want to a have a list of these opportunities to present to
leadership. Helping leadership to solve their problems will endear you to them – you will be like
gold in their eyes.
You should have a list of metrics that can be used to monitor the process over
time. These metrics should be designed to help give feedback to those closest to the process on
how they are doing. The process flow diagram helps point out where measurements can be
made. This is one advantage of doing a process flow diagram. It is also helpful to think about
measuring a process in four dimensions: quality, quantity, timeliness and cost. Some possible
measures for the picking process include:
 Picking accuracy: the % of line items picked correctly per picker and overall per day (as
measured by the packers) – with a Pareto diagram on reasons for items picked incorrectly
 Average number of line items picked per hour per picker and overall
15
 Overtime costs for pickers per week
 Number of problems found at the time of picking
These metrics should be tracked in control chart format where appropriate. These charts
will give the pickers and warehouse leadership the information they need to see how the picking
process is behaving on a daily basis.
Step 6: Share the Process Analysis
You are ready to share your final results with leadership and with those closest to the
process. Let them know what you found out and how you can help them improve the
process. Be sure to be grateful to those who cooperate for the analysis of the process.
PROCESS ANALYSIS AND DESIGN
According to Heizer and Render, (2010) when analyzing and designing processes, we ask
questions such as the following:
 Is the process designed to have competitive advantage in terms of differentiation,
response, or low cost?
 Down the process eliminate steps that do not add value?
 Does the process maximize customer value as perceived by the customer?
TOOLS THAT CAN BE USED IN ANALYZING PROCESS
1. FLOWCHART - a drawing used to analyze movement of people or material. Such charts can
help in understanding, analysis, and communication of a process.
16
2. TIME-FUNCTION MAPPING - (aka Process Mapping) is a flow chart with time added on
the horizontal axis. With time function mapping, nodes indicate the flow direction, with time on
the horizontal axis. This analysis allows users to identify and eliminate waste such as extra stop,
duplication, and delay
3. VALUE-STREAM MAPPING - a process that helps managers understand how to add value
in the flow of material and Information through the entire production process. As with time-
function mapping, the idea is to start with the customer and understand the production process,
but value stream mapping extends the analysis back to customer.
4. PROCESS CHARTS - use symbols, time, and distance, to provide an objective and
structured way to analyze and record the activities that make up a process. They allow us to
focus on value-added activities. Identifying all value-added operations (as opposed to inspection,
storage, delay, and transportation which add no value) allows us to determine the percent of
value added to total activities.
Wastes include Inspection of the task is done properly, then inspection is unnecessary
transportation movement of material within a process may be a necessary evil but it adds no
value); delay (an asset sitting idle and taking up space is waste): storage (unless part of a 'curing
process, storage is waste).
5. SERVICE BLUEPRINTING - a process analysis technique that lends itself to a focus on the
customer and provider interaction with the customer.
Based from www.le.emu.edu.tr process analysis activity should be undertaken on a
regular basis to help in increasing the capacity, take full advantage of the processes, improve
17
throughput and reduce cycle time. The process analysis tools are operation process charts, flow
process chart, and flow diagram.
FLOW PROCESS CHART
The flow process chart contains considerably more detail than does the operation process
chart. Consequently, it is not adapted to complicated assemblies as a whole. It is used primarily
on one component of an assembly or a system at a time to effect maximum savings in
manufacturing or in the procedures applicable to a particular component or sequence of work.
The flow process chart is especially valuable in recording hidden costs, such as distances
travelled, delays and temporary storages. Once the non-productive periods are identified, analyst
can take steps for improvement.
A careful study of such a chart, giving a graphic picture of every step in the process
through the factory, may suggest improvements. It is frequently found that:
 Certain operations can be eliminated entirely or that a part of an operation can be
eliminated,
 that one operation can be combined with another,
 Better routes for the parts can be found,
 More economical machines used.
 Delays between operations eliminated, and
 other improvements made,
All of which serve to produce a better product at a lower cost.
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There are two types of flowcharts that are generally used: product or material and
operative or person. Product chart provides all the details of the events that take place involving
a product or a material while the operative flowchart details how a person performs an operation
sequence.
According to Bergman and Klefsjö (2012), a suitable approach for visualizing complex
processes is by creating a flowchart where the main process is broken down into different boxes,
illustrating the flow in a graphical way. This helps the viewer understand the process and also a
possibility to find bottlenecks within a process.
PROCESS CHARTS SYMBOLS
Symbol Definition
An operation occurs when an object is intentionally changed

in one or more of its characteristics. An operation represents
a major step in the process and usually occurs at a machine
or work station.
Transportation occurs when an object is moved from one

place to another, except when the movement is an integral
part of an operation or an inspection.
An inspection occurs when an object is examined for

identification or is compared with a standard as to quantity or
quality.
A delay occurs when the immediate performance of the next

planned action does not take place.
19
Storage occurs when an object is kept under control such
that its withdrawal requires authorization.
Cycle Time
From the book Concurrent Engineering by Edward J. Haug (2015) the key to approach in
reduction of defective output is to emphasize on reducing cycle time which was achieved by the
concentrating on reducing of lead times, queues and lot sizes throughout the production. An
emphasis on reduced cycle times motivates defects reduction and corrective actions to keep
defects from recurring. As the cycle times were reduced throughout the quality improved, it
becomes easier to smoothen the process.
Based on project management by Andy Jordan cycle time analysis also can be used in
analysing a process. It is a technique that examines the total length of time an activity needs to
complete its cycle. It is measured by the amount of time that qn input to a business activity
requires to be transformed to an output. Where a process consist of multiple activities, the cycle
time for any given activity completion including any time between of one activity and the start of
next activity.
There are several ways of reducing cycle times through process redesign, as stated on project
management as follow
 Eliminate activities
 Reduce waiting and processing time
 Eliminate rework
 Perform parallel activities
20
 Move processing time to activities on the critical path
 Reduction of setup times could resulted to batch size reduction
Productivity
Focused efforts to improve productivity and quality management often results to greater
internal and external satisfaction because they both help prices and reliability, thus achieving
better productivity results with decreasings defects, reduced delayed and lowered cost.
Six steps to improve productivity and quality
Step 1: Analyze the process
Focused root on the process who the work and the tasks they performed. Standardize policies
and procedures in the company to maximize efficiency. Train all the staff appropriately so that
they can produce high quality products.
Step 2: Align business process with other companies in the sector
Find out how other competing companies organize and perform certain jobs to possibly
integrate and therefore lead to improvement. All information is important as it can result in time
and money savings as well as good ideas for improvements.
Step 3: Develop performance measures
Benchmark current process to identify problems, predict future outcomes and measures
productivity gains through key performance indicators for industry. This would also be a way of
measuring the defects reduce by a certain process.
Step 4: Build quality test in process

21
Experiment during the process and not just at the end because repairing or adding a scrap
product is more expensive. If possible implement automated test that can be performed without
human intervention which will result to easy interpretation or modification if the product is non-
defective or defective.
Step 5: Used strategies to improve productivity and quality management
Determine the root cause of problems and be ready to perform design interventions to
improve or optimize process control production so that will be corrected immediately at the
beginning before they affect your final product.
Step 6: Pay attention to feedback
Measure the productivity and quality management related to customer satisfaction increases.
Collect feedback from employees, customers, suppliers and business partners to know the quality
of product or services.
An overall measure of the ability to produce a good or service is called productivity that
can be measured by how specified resources are managed to accomplish timely objectives as
stated in terms of quantity and quality. Productivity may also be defined as an index that
measures output (goods and services) relative to the input (labor, materials, energy, etc., used to
produce the output) (Franklin, 2001). Created in the real process, productivity gains are
distributed in the income distribution process and these two processes constitute the production
process. The production process and its sub-processes, the real process and income distribution
process occur simultaneously, and only the production process is identifiable and measurable by
the traditional accounting practices. The real process and income distribution process can be
22
identified and measured by extra calculation, and this is why they need to be analysed separately
in order to understand the logic of production performance (Tabije, 2007).
PARETO ANALYSIS
The Pareto principle describes the case when 80 percent of a total sum or outcome is
generated by 20 percent of the connected drivers that are responsible. It can be applied in many
different areas, for example if 20 percent of sold products generate 80 percent of the revenues.
Vilfredo Pareto was the man who introduced the principle; hence the name the Pareto principle.
The 80/20 rule is another well 34 known terms. Pareto used the principle to describe that 20
percent of Italy‘s population had control of 80 percent of the total wealth in the country. (Ab
Talib, et al., 2015)
Pareto Analysis is conducted for identification of major defects those are contributing in
major rejection percentage. Pareto gives correct identification hence it is conducted. Pareto
shows all defects and their related percentage. It was necessary to find out actual reasons behind
the defects with use of Cause and Effect Diagram for the analysis.
ISHIKAWA DIAGRAM
An Ishikawa diagram is also known as a Cause and effect diagram or a Fishbone
diagram (because of its shape). The ‗fish head‘ represents the problem being addressed. The
potential categories of causes of the problem are indicated in the ‗fish bones‘ (e.g. men,
materials, methods, machines). Each category of causes is then subdivided again into
causes. It could be categorized in: processes, technology, knowledge, information systems
(Beckford 2002). An Ishikawa diagram is usually a product of team brainstorming about the
problem in question (Wong 2011).
23
Cause and effect analysis helps you to think through the causes of a problem thoroughly,
including its possible root causes. It is only by identifying the main causes that you can
permanently remove the problem, or reduce the delay.
CNX Analysis
CNX Analysis is a methodology that is used to reduce extraneous variation. It uses
process flow diagrams (PF) and cause and effect diagrams (CE) to identify and sort the causes of
variation. The causes are further categorized as controllable (can be held constant ―C‖), noise
(too difficult or expensive to control ―N‖) or experimental (factors which must be investigated
further to understand their impact ―X‖). This analysis is used for identifying factors that can be
answered by mere standardization and factors that must be studied further.
Number of Observation
Based from the Time Study Manual of Erie Works of the General Electric company
developed under the guidance of Albert E. Shaw
Cycle Time (in minutes) Minimum Number of Observation
0.10 200
0.25 100
0.50 60
0.75 40
1.00 30
2.00 20
2.00-5.00 15
5.00-10.00 10
24
10.00-20.00 8
20.00-40.00 5
40.00-above 3
Related Studies
According to the study of Jelica Nuelan Legaspi (2011) entitled “Reduction of Rejects
through Process Study in the Injection Moulding Department of Atlanta Industries
Corporated Manggahan, Pasig City” it was observed that the injection Moulding Department
experienced difficulty in controlling their rejects to its allowable rate because of the longer cycle
time process held upon the machine and productivity rate of the process. The existing cycle time
is 3091.944 seconds and the productivity rate is 89% but the allowable productivity percentage.
The defective percentage is 9.75% which is above to 3% tolerable limit. Most of these were
caused by rejects such as black spots burn marks, dimensional inconsistency, discoloration sort
shot and sink. On the other hand to analyze the problems investigation of the process is done
using the help of flow diagram, root cause analysis, Pareto chart which classified into
Controllable (C), Noise (N) and Experimental (X) factors with the aide of CNX Analysis. In
analyzing the non-value activities found in the process the proposed improvements made are to
have standard operating process posted in the machines, maintenance check sheets and machine
performance monitoring. Using the CNX analysis it is proposed to have a barrier thermal
insulator and installation of ventilator. The improved cycle time is 2309.73 which will result
2.57% that attain the tolerable limit of defects having an annual savings of ₱ 2,539,489.59.
25
According to the study of Jael et.al entitled, “Process Analysis of Heat Exchanger
Section for Automotive Air conditioning Technology Philippines Inc. in Calamba,
Laguna”, in describing the existing processes in heat exchanger in terms of cycle time and
capacity, flow process chart were used in terms of layout design flow diagrams were used. The
existing problems affecting heat exchanger section was the brazing process since it took the
longest cycle time and limited the capacity of the line. This was due to changing of model in the
brazing furnace. Non-value adding activities were found in the process such as transportation
delays and inspection in terms of layout design, problems included the backtracking and long
distances travelled by the operator. In improving the existing processes in terms of cycle time
and capacity, unnecessary motion were eliminated thus increasing the capacity. In terms of
layout design, the total distances travelled were reduced by arranging the workplace. The
economic benefit of the proposed improvement in the heat exchanger section the company will
save ₱228,765.60 monthly.
Based on the study of Dexter Christian Lee (2011) entitled “Reduction of the
occurrence of defective products in injection molding department of trendy plastic
manufacturing incorporated in Carmona, Cavite” A significant numbers of rejects was
observed in the plastic production for the four month defect rate for January-April 2010
amounted to 3.4193% which exceeds the 3% maximum tolerable limit set by the company‘s
quality assurance department. If this situation were to continue, it is estimated that Php2,
319,205.80 worth of unrecoverable cost will be incurred by the company. To address this
problem the natures of the different types of rejects are identified through Pareto Chart and were
analyzed using Ieshikawa diagram as a tool for root causes analysis they determine that four
casual factors namely: Man, Material, Machine and Environment contribute to the defects. Then
26
CNX Analysis was applied to classify the root causes as Controllable, Noise or Experimental
Factor. The identified noise factors were neglected in the study because they are hard to control.
The controllable factors identified were group into three. Actions and Controls were proposed for
each group. The proposal made for controllable factors are organizing the training program,
redesigning existing forms and proposing new forms, posting guidelines in workstations,
assigning a line leader for material handlers, strict implementation and proposing new
monitoring procedures for mold shut count and document and sack sauge. The experimental
factors were dealt with by introducing alternatives for each of them. These alternatives were
evaluated through the use of Factor Rating Method. The alternatives chosen to deal with the
experimental factors are purchasing a digital thermometer, exhaust fans, industrial fans, and anti-
fatigue floor mats, rehabilitating the molds, making a strainer using nylon screen netting
changing the material mixing ratio 80-20(virgin-grinded). Finally, cost and benefit evaluation
was conducted and it was estimated that by implementing all the proposal, the company will
realize a defect rate reduction of 2.4177% and ₱1,1462,490.24 worth of annual savings which
translates to a ten-year collective savings of ₱17,384,931.44.
K. Masula, A. Pabulayan and J. Solano stated on their study entitled "Process Analysis
of Joshtech International Socket Maintenance of Maxxim Phil. Operating Corporation in
Gateway Business Park Gen.Trias, Cavite" the existing cycle time of cleaning, replacement
and rebuild process were 22245.91 seconds, 2513.38 seconds and 557.53 seconds respectively.
The total distance incurred in existing cleansing, replacement and rebuild was 370.78 ft, 357.18
ft, respectively. The contact socket cleaning and elastomer replacement has unnecessary
activities such as Ultrasonic cleaning which affects the time in completing the process. The
repair tables used by the contact socket technicians were not properly located as it should be near
27
both in CIG or workstation a Laser cleaning machine. There was no specific location for the
receive items and those by the CIG (Contact Inventory Group). Manual laser cleaning was done
instead of automatic laser cleaning which the real function of the machine. Printing of list of item
received was added to the activities done by the technicians at Contact Maintenance Area. There
were two proposed improvement in terms of process and layout: eliminate the unnecessary
activities reduces the total cycle time by 1547.30 seconds, 1544.64 seconds and 92.40 seconds
for cleaning, replacement of elastomer and rebuild respectively. Relocating or arranging the
workplace the total distance was reduced to 227.61 ft for the contact socket cleaning, 214.61 ft
for contact socket elastomer replacement and 192.73 ft for contact socket rebuild process.
Based on the study Travis Roxas (2009) entitled ―Scrap Reduction on Polycarbonate
Parts of Nasal Masks Manufactured At The Injection Molding Section of RCM
Manufacturing Inc.‖ the company is encountering higher scrap rate for PC Lexan 124
averaging at about 27% to 33% against the target scrap rate of 25%. The target scrap rate must
be achieved or even attain lower rate. PC constitutes the highest raw material usage in kilogram.
Due to its voluminous usage, it is a major contributor of scrap material that mounted to almost
20,000 kg from July 2007 to April 2008. And on the average, it contributes to almost half of the
monthly scrap cost.
In able to give possible recommendation in reducing the scrap cost for PC, PC scrap is
analyzed. Upon analysis, it is determined that 75% of PC scrap is attributed to sprue. 22% is
attributed to rejected part while 3% is attributed to start up scrap. Since the sprue is a component
of the molded part that cannot be easily changed because of design complexity considerations,
the study relatively focused on the reduction of scrap due to start up and rejects. Using
improvement flow diagram, causes of the prolonged start up procedure is determined. Primarily,
28
incorrect machine parameter setting is the reason for this. For the rejects, Pareto diagram is used
to determine the focus of the analysis. It is known that 9 of the 27 possible defects contributed
82.3% of the total number of rejects. After this root cause analysis is done through Ishikawa
diagram.
Recommendations are identified to answer the problems regarding the rejects and start
up. Cost benefit analysis is done to determine the feasibility of implementing the said
recommendations. An annual total cost of Php101,683.90 was computed and total annual benefit
of Php328,914.25, in effect, the recommendations will reduce the total scrap rate by about 4.25%
Research Paradigm
INPUT
OUTPUT
Existing Process of
PROCESS
Injection Blow  Flow Process Defects Reduction
Moulding in Pepsi Chart Using Process
Cola Products  Pareto Analysis Analysis in Blowing
Philippines  CNX Analysis Department of Pepsi
Incorporated in  Ishikawa Diagram Cola Products
Philippines
Muntinlupa City Incorporated in
Muntinlupa City
CONCEPTUAL FRAMEWORK
The figure above shows the inputs and process necessary for the output of the study. The
researchers determined the existing process of injection blow moulding in terms of: cycle time
and productivity of each blowing line. For the process of the study the researcher used the
process analysis tools in order to achieve the desired output with the help of Pareto Analysis,
29
Ishikawa Diagram and CNX Analysis. To sum up the outcome of the study is reduction of
defects in blowing department of Pepsi Cola Product Philippines Incorporated in Muntinlupa
City.
30
Chapter III
Methodology
This chapter presents and discusses the procedures that the researchers follow in
conducting the study. It includes research locale, respondents of the study, research design,
research instrument, procedures for data collection and data analysis.
Research Locale
The study was conducted at Pepsi-Cola Products Philippines Inc. Plant located at
National Highway, Brgy. Tunasan Muntinlupa, Metro Manila. It is the biggest plant of PCPPI
here in the Philippines which has 8 hectares of land.
Respondents of the Study
The operators of the blowing machines which has knowledge about the factors that affect
to the occurrence of defects. The maintenance engineer who is responsible for any problems
encountered in blowing machines including the auxiliary parts and the section manager of the
blowing department.
Research Design
The researchers used descriptive type of research. They also evaluated the existing
problems in the department. The gathered data was given by the section manager and interview
upon the operator who are directly involved in the workplace.
31
Sampling Design
The number of observations used in the study was based on the Time Study Manual of
Erie Works of the General Electric Company developed under the guidance of Albert E. Shaw.
The given table would be used per element of the process, specifically the element with 6
seconds below is required to have 200 observations, 15 seconds is 100 observation, 30 seconds is
60 observations, 45 seconds is 40 observations, 60 seconds is 30 observations, 120 seconds is 15
observations and 300-600 seconds is 10 observations.
Research Instrument
The researchers used personal interviews and actual observations in order to gathered
information necessary for the investigation and analysis. The researchers used the tools of
process analysis. The data are gathered through primary and secondary sources. The researchers
obtained the actual data for primary sources and secondary sources will be from internet,
unpublished thesis and other reading materials that are relevant to the study.
Data Gathering Procedure
The researchers used the following steps in conducting the study:
1. The researchers asked permission to the Plant Director and Section Manager of PCCPI in
order to conduct the study.
2. The researchers requested to the Section Manager to have a copy of the necessary
documents that they need.
3. The researchers interviewed with the operators and those who are directly involved in the
process.
4. Conducted an actual visitation to identify other relevant factors that may affect the study.
32
Chapter IV
Results and Discussion
This chapter presents all the gathered data, analysis, and interpretations made by the
researchers using figures, tables, and charts to answer the objectives of the study. This chapter
also presents the different approaches to process analysis employed in Pepsi Cola Products
Philippines Inc.
4.1 Existing process in the Blowing department
Flow Process Chart (In-line to Filling Machine)
Operation PCCPI Muntinlupa City -Blowing Department Present Process
Page 1 of 1 Proposed Process By: Ceribo and De Vargas
Location: Brgy. Tunasan Muntinlupa, City
Summary Operation Transportation Storage Delay Inpesction Total
Total No. 21 15 4 2 2 44
Total Dist. 129.5 16.4 145.9
Total Time 243.9 64.04 86400.2 1032.67 0 87740.81
Distance
No Elements Symbols Time(secs.) Methods Recommendation
(ft.)
Transport the Preforms from warehouse to
1 220.67 75.9
conditioning area
Maintain the temperature level of 28°C-30°C in the conditioning
2 Store the preforms in the conditioning area 86400 16.4 area to prevent the moisture in the preform that could cause
bubbles
Replenish the metal bin immediately to avoid running out of
3 Load the preform to the tipper 95.56
preforms
4 Pour the preform to the hopper 71.34
Regularly check the hopper to ensure that there is sufficient
5 Store the preforms into the hopper 53.8
supply of preform
6 The hopper feed the preform to belt conveyor 4.76
7 Elevate the preform using vertical conveyor 148.4 15.6

Transfer the preform to roller orientor using
8 4.65 Delay occurs due to pending operation of the next process
intermediate conveyor
9 Position the preform vertically 6.15
33
10 Pass by to the preform rail 15.17 1.5 Transporting the preform is slower due to machine problem
11 Dedusting 4.98 Combine with preform inspection to reduce time
12 Pass by to the preform rail 25.33 1.5 Eliminate after combining the two elements
13 Inspect the preform dimensions 0.2 Combine with the dedusting to reduce time
14 Pass by to the preform rail 37.06 3
15 Feed the preform to sawtooth starwheel 1.12
16 Tranport the preform to sawtooth star wheel 2.45
17 Grip the neck of the preform to the oven 3.58

The operator must monitor the temperature of the heating
18 Pre heating the preform 20 radiators to ensure that it is 78°C which is the required
preheating temperature of the preform
19 Insert the pre heated preform in the mould 1.15
Strictly follow the proposed maintenance schedule for the

20 Blowing mould process 1.45 auxiliary parts needed in this process to avoid breakdown (e.g.
air compressor, air dryer and water chiller)
Every 30 minutes, check the temperature of the water chiller for
21 Discharge the bottle form the mould 1.89
neck cooling
Inspect the movement of the bottle and make sure that it will
22 Transport the bottle using air conveyor 117.06 12
not get stocked and cause the bottle to fall
Hourly check the alignment of the air conveyor and discharge

23 Discharge from the air conveyor 1.15
wheel to prevent the clogging of the bottles during the process
24 Transport using conveyor 19.28
Eliminate the air conveyor full by improving the filling process

25 Stacking up of the bottles 531.71
to reduce the number of preheated preform
26 Grip the neck of the preform to the rinser 1.15
27 Rinse the bottle with clean water 6.8
28 Feed the bottle to the starwheel 1.12
29 Transport the bottles to the filling machine 4.7
Perform an inspection before the start of every shift in order to

30 Fill the bottle with syrup 6
make sure that the ring gear is in good condition
31 Capping 0.2
Monitor the level of the caps in the dispenser to avoid delay
32 Discharge to the starwheel 1.15
Tranporting the bottles to coding and inspection took longer

33 Transport to coding and inspection machine 6.9 3
than normal time because of the delay in the labelling machine
Pass through the laser that prints the code to the

34 0.79
bottle
35 The camera scan the syrup level of the bottle 0.2
36 Transport the product to the labeller 21.62 10
34
Eliminate the air conveyor full by improving the labeller to
37 Stacking up of the bottles 500.96
reduce the number of preform
The label holder drops the plastic to the body of Ensure the number of plastic labels in the machine to avoid the
38 3.35
the bottle delay
The bottle pass through the hot air that tightens
39 3
the plastic label
40 The product pass through the final inspection 6.55

Ensure that no defective product pass through the inspection
41 Transport the product to the caser machine 19.96 7
Arrange the product into the desired number per

42 4
case
43 Sealing the products with plastic 4
44 Transfer to Warehouse
Figure 4.1.1 Existing Flow Process Chart of Inline Process
Figure 4.1.1 shows the existing flow of events represented by symbols of operation,
distances and frequency of travel, temporary storages, delays, and inspections happened in the
blow molding process at PCPPI. The time elapsed measured in seconds, distances in feet, and
method recommendation are also included. The flow process chart revealed a total time of
87740.81 seconds with the total distance travelled of 145.9 feet consuming. For the existing
method, the machine can process 1 metal bin in 2 to 3 hours.
35
Flow Process Chart (In-line to Palletizing Machine)
Operation PCCPI Muntinlupa City -Blowing Departmet Present Process

Location:
Total No. 13 19 3 2 37
Total Dist. 49 ft 0
Total Time 1453.82 327.59 28802.04 3053.59 33637.04
No Elements Symbols Time(secs.) Distance (ft.) Methods Recommendation
Transport the Preforms from warehouse to conditioning area

1 189.21 26.5
Maintain the temperature at 28° to 30° to avoid
Store the preforms in the conditioning area the moisture for the preform that could cause
2 28800 8.95 bubbles.
Load the preform to the tripper

3 305.58
Regularly check the hopper to ensure that
4 Move the preform to the tanker 56.14 there is sufficient supply of preform
Store the preforms in the tanker

5 2.04
The tanker feed the preform to belt conveyor

6 9.74
Elevate the preform to roller orientor using vertical converyor

7 2.8
Transport the preform to preform elevator

8 38.58
10 Pass by to the preform rail 6.11
Check the alignment of clutch and neck gripper

to avoid damage in the neck of the preform
11 Transport by neck gripper 2.43
12 Feed to clutch loading station 3.25

Adjust the heating spindle using spacers by
1mm-3mm to avoid heat exposure of the
preform that could cause strangled or damage
13 Transfer to mandrel 1.03 thread neck.
14 Enter to the heating radiators 3.6

Excessive heating lead to opalescene and
insufficient heating lead to pearlescence.
15 Pre heat the preform 19.84 Maintain the heating radiators at 78°C.
Ensure that there is no problem in auxilliary

parts and make sure to input correct parameter
17 Blowing mould process 3.69 set up to avoid any occurrence of defects.

Rotate the bottle and transfer to air conveyor
20 1.29
21 Transport the bottle to the palletizing section 5.41 2.55
22 Pile up the bottle for arrangement 49.58
36
Eliminate through automation because the
23 Arrange the bottle manually 2907.7 machine can automatically arrange the bottle.
24 Put the pallet sperator 295.82
Eliminate because the machine can

25 Contol the machine to move the arranged bottle 145.89 automatically move the arranged bottle
26 Stacking the bottles 248.87
27 Move the pallets downward 2.35
Make sure to tighten the strap of the bottles to

28 Move to Strapping 20.05 avoid storage contamination.
29 Strapping 187.22
30 Move to Wrapping 40.21
31 Put the label tag 182.87
Check the wrapping of the palletize bottle to

32 Wrapping 194.93 avoid storage contamination
33 Move for Pick up 49.86 11

34 Transfer to storage area 201.12
35 Storage 2-3 days
Figure 4.1.2 Existing Flow Process Chart of Blowing Process Inline to Palletizer
Figure 4.1.2 shows the existing flow process chart of the blowing machine in line with
the palletizer machine. The chart revealed a total time of 33637.04 seconds with the total of
distance travelled of 49 feet. For the existing method, the machine can process 1 metal bin in 2 to
3 hours.
37
Pareto Analysis
Figure 4.2 Pareto Chart of defects distribution for each types in Blowing Department of PCCPI
from January to December 2019
The problem with large amounts of defective products was analyzed through specifying
which type of rejects constituted the most of these in the injection blow moulding process. A
Pareto chart was used to identify the top type of rejects. As shown in Figure 4.3 from the 10
types of defects that may occur in blowing department, four of these contributed the 85.67% of
the overall defects for the whole year of 2019. Using the Pareto Chart it was identified that wide
parting line, pre-heated, off centred gate and under blown feet were the top types of defects in
the process.
38
4.3 Root Cause Analysis of the Identified Problems
Environment Method Material
Incorrect
installation of Breakage of
mold Lip seal
Too much heat
profiling Monitoring of chiller
temperature is not done
because no checklist is
required
WIDE PARTING
LINE
Hindrance on
Incorrect machine parameter input entering cold water
Decrease in the chiller
machine temperature
Formation of ice on the valve
Man Machine
Figure 4.3.1 Root Cause Analysis for Wide Parting Line
Figure 4.3.1 shows the root cause analysis of the wide parting line of the bottle. Based on
the Pareto analysis, wide parting line is the highest type of defect present in the department with
a total of 1,001,844. After further investigation it is proven that this defect occur because of the
monitoring of the chiller is not done because no checklist is required upon the process. Chiller is
an auxiliary part of the blowing machine responsible for converting the hot water from the
blowing machine into cold water in order to prevent overheating. Due to continuous process of
blowing machine the regulator must maintain the 12⁰ water temperature levels. Lower than this
temperature, ice formation occurs hindering the cold water to flow. In failure to supply cold
water, it increases the possibility of overheating that leads to lip seal breakage. Lip seal is part of
the mold that tightens the two halves of the mold together that any leakage of chemical, oil
39
lubricants can be protected during the most important and crucial part of the process which is the
injection blow mould.
Man Material
Not preforming Worn out ring

proper maintenance gear
PREHEATED
PREFORM
Insufficient Machine stoppage

Malfunction
lubrication of ring
of ring gear
gear (C)
Air conveyor full
Method Machine
Figure 4.3.2 Root Cause Analysis of Preheated Preform
Figure 4.3.2 shows the root cause analysis of the preheated preform. Based on the Pareto
analysis, pre heated preforms the second to the highest type of defect present in the department
with a total of 729,348 pieces. According to the investigation of the researchers this defect
occurs because the ring gear has insufficient lubrication causing to machine stoppage. The ring
gear propels the carrousel that fills the bottles with syrup and capping process. If the filling
process stops, the bottles in the air conveyor are stacking up and generate a signal to the blowing
machine to stop the process. In every machine stoppage it means that the last and the first
preform feed to the preheating will be rejected because of its imbalance exposure to heating
radiators.
40
Method Material
Lack in preform Incorrect

heating measurement of
base
OFF ENTERED
GATE
Loose bearings of
Mandrel
Incorrect Bent stretch rod
Malfunction of
installation of base mandrel
mold Due to continuous
Lack in preform usage of machine (N)
heating
Man
Machine
Figure 4.3.3 Root Cause Analysis of Off Centered Gate
Figure 4.3.2 shows the root cause analysis of the off centered gate of the bottle. Based on
the Pareto analysis, off centered gate is a type of defect present in the department with a total of
729,348 pieces. After further investigation it is proven that this defect occur because continuous
usage of the machine that could cause the loose bearings in the mandrel. Mandrel holds the
preform in traveling inside the heating oven; mandrels are designed to be rotating so that the heat
is equally distributed to the preforms. The preheating step is aimed at bringing the PET preform
into a pliable state before the blowing stage of the process. During preheating, the preform
temperature profile is very critical for manufacturing a bottle with desirable mechanical
properties. The required temperature for this process is 78°C, declining temperature causing the
stretch rod to bend due to hard preform then the distribution of air pressure in the injection blow
moulding will be imbalance and lead to off centered gate.
41
Method Material
Excessive base
Monitoring of the level Incorrect mold diameter
of air pressure level is installation
not done because no
checklist is required. (C)
UNDER BLOWN
FEET
Malfunction of air
compressor Lack in air temperature
Incorrect machine
parameter input Insufficient final blow
Man
Machine
Figure 4.3.4 Root Cause Analysis of Underblown Feet
Figure 4.3.4 shows the root cause of the under blown feet. Based on the Pareto analysis,
underblown feet is a type of defect present in the department with a total of 194,592 pieces.
According to the investigation the defect occurs because of monitoring the level of air pressure
in the air compressor is not done because of no checklist is required which will results in lack of
air pressure in final blow. In the blowing process the preheated preform is being blown to the
cavity of the mold using air pressure that pass through the stretch rod. The required pressure to
fully blown the mold cavity of the preform is 22-38 bar. Insufficient pressure means that it will
not reach the full shape of the mold cavity specially in the base part of the mould where the feet
of the bottle is made.
42
Too much Set point Excessive Thickness of

temperature too
heat the Thread
high
profiling
DAMAGED
THREAD NECK
Incorrect
machine Misalignment
set up Misalign clutch of transfer arm
Machine vibration
Man (N)
Machine
Figure 4.3.5 Root Cause Analysis of Damaged Thread Neck
Figure 4.3.5 shows that the root cause of damage thread neck is the machine vibration.
Damage thread neck is a type of defect which is present in the blowing department with a total of
102,429 pieces. Thread necks are originally intended to secure that after refilling of the syrup
into the bottle it will be sealed through capping. Based upon deeper investigation the thread
diameter must be 28 mm in measure but due to machine vibration while performing the process.
The thickness of the thread diameter decreases because of the ignition of the thread on the
mandrel.
43
Thin neck of
Too much heat Set point the preform
exposure In temperature
conditioning too high
area.
STRANGLED
Misalignment of the NECK
Set point gripper
temperature
Malfunction of
too high
Malfunction of Neck Cooling
quenching (C)
Misalignment of
Clutch
Man
Machine
Figure 4.3.6 Root Cause Analysis for Strangled Neck
Figure 4.3.6 shows the root cause for strangled neck is the malfunction of the quenching
system of the chiller machine causing the malfunction of neck cooling. Neck cooling starts from
entering of the preform to the heating oven up to the final blow in the injection blow moulding
absence of this will result to strangled neck when the bottle gripper transport it to the air
conveyor. This type of defect is mostly occurred in the bottle discharging the bottle in the mold.
The temperature of the orifice, thread and neck ring must be 30 ° because too much heat can
bring solubility of the bottle specially in the upper base part of the bottle. Malfunction of the
cooling tower that balance the temperature in the neck cooling is one of the consideration in
strangled neck defects.
44
Moisture in
Improper preform
storage in
Improper
conditioning
area lubrication of
mould cavity
BUBBLES
Carelessness
in monitoring
Lubricant spill
the air dryer
Malfunction of air
dryer
Drain valve
failure (C)
Man
Machine
Figure 4.3.7 Root Cause Analysis of Bubbles
Figure 4.3.7 shows the root cause for bubbles in the bottle. According to the Pareto
analysis, bubbles in the bottle are a type of defect present in the department with a total of 86,770
pieces. After further investigation and observations it has been discovered that the main cause of
the defect is the drain valve failure. A drain valve failure cause the compressed air dryer to be
flooded with the liquid water causing the existence of moisture in the air.
45
Incorrect set
Excessive wall thickness of
of heating
Monitoring of the Preform
lamp heating radiator is
not done because
checklist is not
Insufficient required. (C)
temperature
PEARLESCENCE
Set point
temperature Water chiller Excessive heat exposure in heating radiator
too high malfunction
Imbalance of cooling air
Man Machine
Figure 4.3.8 Root Cause Analysis for Pearlescence
Figure 4.3.5 shows that the root cause of pearlescence is the monitoring of heating
radiators is not done because checklist is not done. Pearlescence is a type of defects that is
present to the bowing department with a total of 72,317 pieces. Based upon deeper investigation
opalescence occurs when the preform undergoes in the insufficient heat exposure in heating
radiators where the pre-heating of the preforms happen. Heating radiators is responsible for the
distribution of balance heat in the preform before entering to the mould and perform the injection
blow moulding process. The temperature for the heating of the preform is 78°C. But the
temperature are changing from time to time due to heat that produces by the machine, in relation
to this to avoid this kind of defects the operator must check the temperature of the heating
radiators.
46
Incorrect set
Excessive wall
of heating
Monitoring of the thickness of Preform
lamp
heating radiator is
not done because
Insufficient checklist is not
temperature required.(C)
OPALESCENCE
Cooling tower
malfunction
Incorrect parameter of heaateing radiator
Set point
temperature too high Imbalance of cooling air
Man Machine
Figure 4.3.9 Root Cause Analysis for Opalescence
Figure 4.3.5 shows that the root cause of opalescence is the negligence of the operator to
check the heating temperature of heating radiators. Opalescence is a type of defects that is
present to the bowing department with a total of 42,527 pieces. Based upon deeper investigation
opalescence occurs when the preform undergoes in the excessive heat exposure in heating
radiators where the pre-heating of the preforms happen. Heating radiators is responsible for the
distribution of balance heat in the preform before entering to the mould and perform the injection
blow moulding process. The temperature range for the heating of the preform is 2500 watts. But
the temperature are changing from time to time due to heat that produces by the machine, in
relation to this to avoid this kind of defects the operator must check the temperature of the
heating radiators.
47
Supplier
Fault
No random
Improper Too much sampling upon Problem in
storage in the lubrication delivery (C) Resin Type
conditioning
area
ODOR
Carelessness Lubricant leakage
in monitoring Malfunction
the cover of of hot oil
the metal bin generator
Incorrect hose
connections
Man Machine
Figure 4.3.10 Root Cause Analysis of Odor
Figure 4.3.10 shows the root cause for odor is that there is no random sampling checking
upon the preforms delivery of the supplier. PET is short for polyethylene terephthalate, the
chemical name for polyester. The basic building blocks of PET are ethylene glycol and
terephthalic acid, which are combined to form a polymer chain. The resin pellets are then heated
to a molten liquid that can be easily extruded or molded into items of practically any shape.
Wrong measurement of ingredients has an effect on the finished product which is the preform.
Sometimes the supplier of the preforms has problem in the process of their product. Preforms are
sensitive in terms of dust, chemical, and atmospheric odor preforms can easily adopt its
environment. The defective preforms are returnable and the supplier is willing to replace the
preforms.
48
CNX Analysis
The root causes of the defects in the department are identified in the Ishikawa Diagram
and were classified in the CNX analysis. These were categorized under controllable (C), noise
(N) and experimental (X) factors.
The noise factors identified are beyond the scope of the study since these were difficult to
control. Including these were the machine causes such as loud noises and vibration causing the
damage thread neck defect in the bottles. Conversely, controllable factors were root causes
associated in non-compliance of the company‘s policies and standard operating procedures due
to negligence of the operators or the management. Table 4.3.11 shows the controllable factors
identified in the root cause analysis.
Table 4.3.11 Summary of the controllable factors
Controllable Factors
Monitoring of chiller temperature is not done due to absence of required checklist
Monitoring of the air pressure level is not done due to absence of required checklist
Monitoring of the heating radiators is not done due to absence of required checklist
Insufficient lubrication of ring gear
Malfunction of quenching
Drain valve malfunction
49
Non-existent of the preliminary inspection of the raw materials
Experimental factors, on the other hand, were problems that were subjected to further
analysis and additional study to evaluate its alternatives. Apparently there are no experimental
factors classified in the root causes in the Ishikawa diagram.
4.4 Proposed Improvements
Proposed Improvements for Machines In-line with Filling Machine
Operation PCCPI Muntinlupa City -Blowing Department Present Process
Location: Brgy. Tunasan Muntinlupa, City
Total No. 23 13 2 0 2 40
Total Dist.
129.5 16.4 145.9
Total Time 162.27 478.02 86445.35 6.75
87092.39
Distance
No Elements Symbols Time(secs.) Methods Recommendation
(ft.)
1 220.67 75.9
conditioning area
2 Store the preforms in the conditioning area 86400 16.4
3 Load the preform to the tipper 90.46
4 Pour the preform to the hopper 0.15
5 Store the preforms into the hopper 45.35

The hopper feed the preform to belt
6 2.32
conveyor
Elevate the preform using vertical
7 141.2 15.6
conveyor
Transfer the preform to roller orientor
8 1.85
using intermediate conveyor
10 Pass by to the preform rail 7.02 1.5
Dedusting and Inspect the preform

11 6.73
dimensions
12 Pass by to the preform rail 1.45 3
13 Feed the preform to sawtooth starwheel 1.895

Tranport the preform to sawtooth star
14 1.45
wheel
15 Grip the neck of the preform to the oven 3.58
16 Pre heating the preform 20
18 Blowing mould process 1.45

50
21 1.15
Discharge from the air conveyor
22 10.5
Transport using conveyor
23 1.15
Grip the neck of the preform to the rinser
24 6.8
Rinse the bottle with clean water
21 1.15
Discharge from the air conveyor
22 10.5
Transport using conveyor
23 1.15
Grip the neck of the preform to the rinser
24 6.8
Rinse the bottle with clean water
25 1.12
Feed the bottle to the starwheel
26 4.7
Transport the bottles to the filling machine
27 6
Fill the bottle with syrup
28 0.2
Capping
29 1.15
Discharge to the starwheel
30 6.9 3
Transport to coding and inspection machine
Pass through the laser that prints the code
31 0.79
to the bottle
The camera scan the syrup level of the
32 0.2
bottle
33 Transport the product to the labeller 20.62

The label holder drops the plastic to the
34 2.5
body of the bottle
The bottle pass through the hot air that
35 3
tightens the plastic label
The product pass through the final
36 6.55
inspection
37 15.6 7
Transport the product to the caser machine
Arrange the product into the desired
38 4
number per case
39 4
Sealing the products with plastic
40
Transfer to Warehouse
Figure 4.4.1 Improved Flow Process Chart Machines In-line with Filling Machine
Figure 4.4.1 shows the proposed process chart for the production for injection blow
moulding and illustrates the step by step process including all operations, transportations, storage
and delays. Delays are eliminated due to automation of the palletizing machine. The total cycle
time is 87,092.39 seconds is reduced to 648.42 seconds.
51
Proposed Improvements for Machines In-line with Palletizer Machine
Operation PCCPI Muntinlupa City -Blowing Departmet Present Process

Location:
Total No. 13 19 2 34
Total Dist. 49 49
Total Time 972.49 562.12 28801.4 30336.01
No Elements Symbols Time(secs.) Distance (ft.) Methods Recommendation
1 conditioning area 155 26.5
2 Store the preforms in the conditioning area 28800 8.95
3 Load the preform to the tripper 43.25
4 Move the preform to the tanker 33.9
5 Store the preforms in the tanker 1.4
6 The tanker feed the preform to belt conveyor 6.5

Elevate the preform to roller orientor using
7 vertical converyor 2.17
8 Transport the preform to preform elevator 30.45
10 Pass by to the preform rail 5.79
11 Transport by neck gripper 1.33
12 Feed to clutch loading station 2.38
13 Transfer to mandrel 1.03
14 Enter to the heating radiators 3.6
15 Pre heat the preform 15.29
20 Rotate the bottle and transfer to air conveyor 1.14
21 Transport the bottle to the palletizing section 5.18 2.55
52
22 Pile up the bottle for arrangement 21
23 Put the pallet sperator 2.5
24 Stacking the bottles 265
25 Move the pallets downward 1.37
26 Move to Strapping 18
27 Strapping 185.35
28 Move to Wrapping 45
29 Put the label tag 185
30 Wrapping 245
31 Move for Pick up 51.24 11
32 Transfer to storage area 200
33 Storage 2-3 days
Figure 4.4.2 Improved Flow Process Chart of Machines In-line with Palletizer Machine
Figure 4.4.2 shows the proposed process chart for the production for injection blow
moulding and illustrates the step by step process including all operations, transportations, storage
and delays. Delays are eliminated due to automation of the palletizing machine. The total cycle
time is 30336.01 seconds is reduced to 3301.03 seconds.
53
CNX Improvements and Control
Solutions to Identified Controllable (C) Factors
The identified Controllable factors (C) were grouped on their proposed action.
The classified groups are the following: (1) Supervision; (2) Daily PM Schedule; and (3)
Training
Table 4.4.1 Summary of the proposed improvements of controllable factors
SUPERVISION
Controllable Factors Proposed Action
Monitoring of chiller 1. The section clerk must post

temperature is not done due to pictures of the SOP to each
absence of required checklist blowing section.
2. Establish a reward system:
Monitoring of the air pressure
―Operator of the Month‖
level is not done due to absence
award
of required checklist
3. Supervisors must conduct
Monitoring of the heating surprise visits at least once
radiators is not done due to per shift; and sign the check
absence of required checklist sheet of his daily visits
during machine set up, every
Insufficient lubrication of ring
break time, and before the
gear
end of the shift.
Malfunction of quenching 4. Supervisor‘s performance is
Implement a daily check
assessed through the daily
list for the machines
Drain valve malfunction production check sheet.
5. All the operators in each
blowing lines must have
54
general meeting, monthly.
Non-existent of the preliminary Perform a random 1. The supervisor must check

inspection of the raw materials sampling of the received the raw materials arrived at
orders of the company the department and requiring
the quality assurance
department to gather samples
in each pallet and examining
it in order to make sure that
there is no defective raw
materials will be used in the
blowing department.
Since the operators were required to operate the machines that will affect to produce non
defective products, it is important that they have knowledge about the significance of quality and
the important parameters of the machine. Educating the operators aided them in further
understanding of the process. In the same way, continuous training was also a requirement in
providing them new knowledge about the new technologies of the machine.
55
PM Schedule
Monitoring of chiller 1. Operators must accomplish the

temperature is not done due to daily PM check sheet at the start
absence of required checklist of every shift. It will be checked
by maintenance personnel and
approved by the supervisor.
level is not done due to absence
2. Every maintenance personnel
of required checklist
must check each machine every
Monitoring of the heating week and every month
radiators is not done due to depending on the parts to be
absence of required checklist inspected. They should also
accomplish the check sheet
Insufficient lubrication of ring
provided and have it approved
gear
by the Section Head.
Malfunction of quenching 3. Supervisors, as well as Section
Implement a daily
Head, should also assist in the
check list for the
semi-annual maintenance of the
Drain valve malfunction machines
production center.
4. The preventive maintenance
forms should be filed and kept
at a retention period of three (3)
years.
The researcher recommendation is to propose a daily maintenance checklist that will
ensure the quality of a PET bottle. This will ensure that the operator, maintenance personnel and
the supervisor are aware of the main problem that causes a defective product with the aide of this
checklist they can foresee how can reduce a defective output.

56
Training
Monitoring of chiller 1. Install the concept of quality to

temperature is not done due to the operators. At the start of
absence of required checklist the production, the supervisor
must encourage the operators
to work effectively.
level is not done due to
2. Refresher training must be
absence of required checklist
developed and be conducted
every beginning workday of
Monitoring of the heating the year. This includes the
radiators is not done due to Company Orientation, Safety
absence of required checklist Procedures Program, SOP

Orientation, Quality
Insufficient lubrication of ring Awareness Program, Parameter
gear Settings and Maintenance
Implement a daily
Program. This will be led by
Malfunction of quenching check list for the
the different heads of the
machines
company and the maintenance
officer of the manufacturer of
Drain valve malfunction the blowing machines.
Fully implemented training systems in place of is part of a continuous production
operation some benefits of this are less defective product to produce, reductions in unplanned
machine downtime, permanent reduction in cycle times, safer production floor, higher profits,
faster and more efficient troubleshooting.
57
Proposed Daily PM Checklist
58
Figure 4.4.3 Daily Maintenance Check sheet
Operator error is one of the common causes of defects since they are the one who are
involve in controlling the process and have the ability to identify failure during production.
Empowers operators should be able to diagnose and problem solve their machines. The main
objective of the daily maintenance check sheet is to assure that the machine and auxiliary parts
were in good running condition or identify the problems to know what corrective actions to do.
59
Training
Operators were required to undergo training and briefings before they were actually
operate the machines. However, the knowledge they earned from the training was still
insufficient to effectively manage any difficulties encountered inside the production such as
adjusting the parameter setting of the machines. To deal with this problem, refresher training
must be conducted every year as a review about the blowing machines and for the operators to
internalize the importance of quality in the production.
The summary of cost required for the refresher training is presented in Table 4.4.4
Table 4.4.4 Summary of Training Cost
TRAINING COST
Detail Labor Food Supplies/Training Total Cost

(Php) Allowance Materials (Php) (Php)
(Php)
Number of 48
Operators
Training 16
150 50
Duration (hr)
Facilitators 3 1,000/hr
TOTAL 16,000 14,400 4,800

35,200
60
Summary of Improvements
Table 4.4.5 Summary of Improvements
PROBLEMS PROPOSED IMPROVEMENTS

Purchase and install a digital room
High temperature on conditioning area
thermometer to the conditioning area to
causing moisture in the preforms that
monitor the required temperature which is
results to bubbles in the bottle
28°C - 30°C.
Implement an immediate inspection for the

Accepting contaminated or defective raw
new arrived order of preforms to confirm that
material (preform) from the supplier
the materials are in good condition
Combine the dedusting and dimension

inspection to save time
Monitoring of chiller temperature is not

done due to absence of required checklist
Implement a daily check list for the machines
in order to make sure that the operators has
accomplish the required monitoring of the
Monitoring of the air pressure level is not machines
Monitoring of the heating radiators is not

Provide a sufficient time to properly lubricate

Insufficient lubrication of ring gear
the ring gear to avoid machine stoppage
Malfunction of quenching
Implement a daily check list for the machines
Drain valve malfunction
Manual operation of the palletizing Repair the palletizing machine to achieve

machines causes bottleneck in the process continuous flow of the process
61
Economic Benefit Analysis
Table 4.4.6 shows the capacity increase in each of the blowing section and no. of
defective output would be reduce including its annual savings.
Table 4.4.6 Economic benefit analysis
PEPSI COLA PRODUCTS PHILIPPINES INC.

TECHNICAL OPERATION /MANUFACTURING SERVICES
Palletize
Bottle Defective Rate Using CNX No. of defective product
Blowing Station Additional output/hr Price of Preform Used Annual Savings
Capacity/hr Analysis reduce/day
BO3 500 0.6814 111 8177 ₱ 9.04 ₱ 8,669,721.60
BO4 540 0.6814 111 8830 ₱ 3.42 ₱ 17,108,755.2
BO1 850 0.6814 21 13900 ₱ 7.03 ₱ 1,275,523.20

BO2 525 0.6814 21 8585 ₱ 2.40 ₱ 435,456.00
BO5 1000 0.6814 21 16353 ₱ 4.47 ₱ 811,036.80
BO6 2000 0.6814 21 32707 ₱ 2.97 ₱ 538,876.80
MATERIALS ₱ 28,839,369.6
MAN POWER ₱ 1,328,659.20
GRAND TOTAL ₱ 30,168,028.8
The table 4.4.6 shows the economic benefit of additional output capacity and the number
of reduce defective output considering the CNX Analysis are fully implemented. The cost of
annual savings varies based upon the capacity of the blowing machine. Using the process
analysis the company will save ₱ 30,168,028.80 annually.
62
Repair Costing of Palletizer Machine
Description: Repairing the palletizer machine will generate an increase in productivity of the
department and will save companies resources.
Labor Cost/Hour
Peso
No. of Repair Oversees Wage No. of
Manpower Conversion
Technician Needed Payment Range Repair Days TOTAL
4 $18.19/hour 12 $6984.96 ₱356,232.96
Material
₱2,805,000
Cost $55,000
Annual Savings of Repairing Palletizer Machine
Number of
Employees Annual Wage TOTAL
Reduced
6 221,443.2 (6) ₱1,328,659.2
Table 4.4.3.1 Cost of Palletizer repair
The table shows the costs in repairing the palletizer machine of PCPPI. It can be seen that
the cost of the materials is ₱2,805,000 converted in dollars because the materials needed in the
palletizer will be coming from the original manufacturer of the machine located at Germany. The
maintenance technician that will repair the machine will also come from Germany because they
are the ones who know all the parts of the machine, tis will cost ₱356,232.96 assuming that the
repair will only took 12 days. In contrary, the company will benefit an annual savings
₱1,328,659.2 from the reduction of employee.
63
Installation of Digital Room Thermometer for Conditioning Area
Control of temperature and relative humidity is critical in the preservation of preforms
because unacceptable levels of these contribute significantly to cause a defective output.
Fluctuations in temperature and relative humidity could cause moisture in the preform. In
blowing department conditioning area has no digital room thermometer, two digital
thermometers are needed which has a maximum cost of ₱ 3,000.00 with a maximum usage of 2.5
years.
Quantity Price/ pc. Total
Digital Room 2 Max. 1,500 ₱ 3,000.00
Thermometer
64
Combining the Dedusting And Dimension Inspection Machine
A preform deduster from KHS can be located upstream of an inspection system. Using a
compressed air lance inserted into each preform, the system removes unwanted particles at a rate
of up to 81,000 preforms/hr. The cleaning system is supported by an extraction unit which ejects
all particles into an easy-to-clean collection vessel. As a result the risk posed by contaminated
preforms is further minimized when used in combination with an inspection unit called the
dimension checker This machine costs $25,000, the shipping and transportation cost is not yet
included at this rate.
65
Additional Output in the Injection Blow Molding Process
Existing Propose Additional Saved Increase Target New
Cycle Productivity
Cycle Output/hr Time Productivity Productivity
Time
Time
Inline 87740.81 87092.39 21 648.42 0.20% 99.26% 99.46%
Palletizer 33637.04 30336.01 111 3301.01 0.79% 99.26% 100%
Table 4.4.3.4 Increased Productivity of the Blow Molding Process
Table 4.4.3.4 summarizes the benefits of the existing and proposed time for the inline
and palletizer production. The blow moulding process took 29.52 to produce a PET bottle. Based
on the table the inline process saved 648.42 seconds after improving the process which means
additional 21 bottles can be manufactured. The blowing machine in line with the palletizer saved
3301.01 seconds and can manufactured 111 additional bottles. In terms of productivity, the inline
increases by 0.20% and 0.79% for the palletizer machine. The target productivity is 99.26%
which can be improved to 99.46% and 100% for inline and palletize consecutively.
66
Chapter V
Summary, Findings, Conclusion and Recommendation
This chapter represents summary of findings, conclusions and recommendations of the
study. The researcher used descriptive type of research in analyzing the process of injection blow
moulding of Pepsi Cola Products Philippines Incorporated in Muntinlupa City.
Summary
From the year 2019 the Blowing Department of Pepsi Cola Products Philippines
Incorporated experienced large number of defects. This defect exceeded over ₱7,567,797.41
million which is worrisome for the manager of the department. This research study aims to
reduce the number of defects in the existing process of injection blow moulding and perform a
root cause analysis for the defects contribution. After analyzing the existing process the study
will use and apply some process analysis techniques such as flow process chart with the aid of
pareto analysis and ieshikawa diagram.
The identified problem in the machines connected to the filling machine is the occurrence
of delay which is due to filler machines insufficient capacity to handle the output produced by
the blowing machine. The defects occur in the blowing department are wide parting line, pre
heated preform, off centered gate, under blown feet, damage thread neck, strangled neck,
opalescence, pearlesence, bubbles and odor. It also aims to determine the benefits of the
proposed improvement.
67
Findings
Based from the data gathered, processed and analyzed the following findings were
obtained.
1. The existing production operations of PCPPI Blowing Department possesses the
following :
1.1 In terms of the process in injection blow moulding, the total cycle time for
inline production process is 87740.81 seconds and the palletizing production
process is 33637.04 seconds.
1.2 The existing productivity rate is 99.26%. The increase productivity rate is
0.2% and 0.79% for in line with the filler machine and palletizer consecutively.
This leads to the new productivity rate of 99.46 for in line with the filler machine
while the machine that is connected to palletizer can reach its 100% effectiveness
and efficiency. The reduction of defective product varies in every blowing station
for BO1 13,900 pcs, B02 8585 pcs, B03 8177 pcs, BO4 8330 pcs, BO5 16353pcs
and BO6 32,707 pcs per day.
2. Upon analysing the existing process the cause of longer cycle time is that the filling
process has an insufficient lubrication causing to machine downtime which result to
defective output. Target productivity is is not reached due to manually operated
palletizing machine that can affect to the cycle time of the production.
3. From the root cause analysis it is determined that the main reason of the following
defects are:
68
 Wide Parting line – caused by operator negligence on checking the temperature
of the water chiller.
 Preheated Preform – caused by the incorrect lubrication of ring gear.
 Off-Centered Gate – caused by loose bearings of mandrel.
 Underblow Feet – caused by negligence of the operator in monitoring the supply
of air pressure.
 Damaged Thread Neck – caused by the machine vibration
 Strangled Neck – caused by malfunction of refrigeration cycle.
 Bubbles – caused by the drain valve failure
 Opalescence – caused by negligence of operator in checking the heating
radiators.
 Pearselence – caused by negligence of operator in checking the heating radiators.
 Odor – caused by the defective the supplier fault.
4. Upon the use of Process Analysis tools the proposed improvements are made which are
implement a daily check list for the machines, implement a training, install a digital room
thermometer for conditioning area and combined the dedusting with dimensional
inspection that will help the company to attain or improve their target productivity and
reduce a defective output.
Conclusion
Based from the findings the following conclusions were made:
1. The problems identified upon the existing process of injection blow moulding is that the
existing cycle time becomes longer due to machine insufficient lubrication of the ring
69
gear that could cause delay in filler machine and a type of defects can occur which is
called pre heated preform. While in the palletizing the existing cycle time becomes longer
because of the manually operated palletizer.
2. The problems identified upon analyzed process in the injection blow moulding are that
the relationship of cycle time and productivity of the process is interconnected to the
defective output bottles.
3. Based upon root cause analysis the problems encountered in the blowing department is
that the no monitoring of chiller temperature, air pressure and heating radiators due to
absence of required checklist, insufficient lubrication of ring gear, malfunction of
quenching, drain valve malfunction and the non-existent of the preliminary inspection.
4. Using CNX analysis, most of the identified problems are controllable once the proposed
improvements are fully implemented the target productivity will be attainable that will
result to reduction of defective output.
Recommendation
1. For the plant director to implement the proposed improvements in the Blowing
Department to increase the productivity rate.
2. For the section manager to conduct surprise visitation in the blowing lines so that each
operator are doing their job and applied the propose check sheet for the operators.
3. For the employees to follow the scheduled maintenance of the auxiliary parts and blowing
machine.
70
4. For the internal customers to ensure that the performance of their machine matches the
output capacity of the blowing machine to reduce the delay in the production.
5. For the future researchers to study the relationship of the reduction of defects to
interconnected process in the company.
71
BIBLIOGRAPHY
Books
Albert E. Shaw Time Study Manual of Erie Works of the General Electric company developed
under the guidance
Aquillano N. Chase R and Jacobs R. 2001 Operation Management for Competitive Advantage
10th ed. McGraw-Hill
Daniele Borin, Orfeo Sbaizero and Nicola Scuor, Application of a dielectric barrier discharge
plasma for heating plastic materials, Plasma Research Express, 10.1088/2516-1067/ab1038, 1,
2, (025009), (2019). Managers. Sustainability 2017, 9, 66.
Freivald (2009). Niebel’s Methods, Standards and Work Design 12th Edition, McGraw-Hill
Companies, Inc.
Heizer, L and Render B. (2006) Principle of Operation Management 10th Edition, Pearson
Education. Inc
Shri, N. V. Krishna (n.d.) Guide on Method Study. Retrieved from www.productivity.

In/…/Method%20Study.pdf
Strotmann, C.; Göbel, C.; Friedrich, S.; Kreyenschmidt, J.; Ritter, G.; Teitscheid, P. A
Participatory Approach to Minimizing Food Waste in the Food Industry—A Manual for
William McNeese, Process Analysis Steps www.spcforexcel.com 2013, 2
72
References
Agbay, M., Almario, R., and Tena. April (2009). Process Analysis of Manufacturing 969
Kawasaki Muffler Model in Yutaka Manufacturing Phils. Inc. in Binan, Laguna
Jael, S., Litan, M,. Sioson, L. January(2014). Process Analysis of Heat Exchanger Section for
Automotive Air Conditioning Technology Philippines, Inc. in Calamba, Laguna.
Lee, Dexter Christian. April (2011). Reduction of the Occurrence Of Defective Products in the
Injection Blow Molding Department of Trendy Plastic Manufacturing Incorporated, Carmona,
Cavite
Masula, K., Pabulayan, A., Solano, J. December (2010). Process Analysis of Joshtech
International Socket Maintenance of Maxxim Phil. Operating Corporation in Gateway Business
Park Gen.Trias, Cavite
Mengesha, Y. (2013). Quality Improvement Using Statistical Process Control Tools In Glass
Bottles Manufacturing Company
Roxas, Travis Noel A. April (2010). Scrap Reduction on Polycarbonate Parts of Nasal Masks
Manufactured At The Injection Molding Section of RCM Manufacturing Inc.
Website
Anthony C. Fazey (2015) Which plastic package has the lowest contribution to taste and odor?
https://onlineplatisy.wiley.com/lowestcontributori/abs/10.1002/
Basic Injection Molding 2011. http//wwww.pennorth.com/injection.php
Causes and Troubleshooting for Some Injection Molding Defects http.www.borch-
machinery.com/EN/Article.aspx
73
APPENDICES
74
Appendix A Blowing Process
Source: PCCPI Muntinlupa
75
Appendix B Summarized Productivity for the Year 2019
PREFORM YIELD
Preform Used Bottles Produced %
Month
January 15,662,648 14,727,075 94.03%
February 15,480,721 15,341,568 99.10%
March 17,205,739 17,099,412 99.38%
April 19,291,390 19,211,591 99.59%
May 20,173,670 20,054,983 99.41%
June 19,912,872 19,139,430 96.12%
July 20,125,297 20,008,822 99.42%
August 16,113,272 16,017,943 99.41%
September 5,151,717 5,121,890 99.42%
October 17,348,126 16,796,118 96.82%
November 4,038,019 4,007,618 99.25%
December 7,419,810 7,390,486 99.60%
TOTAL 177,923,281 174,916,936 98.31%
Source: PCCPI Muntinlupa
76
Appendix C Sample Observation for Blowing Machine Inline with Filler Machine
No. Element Average

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
The hopper feed the preform
6 1.70 2.17 2.43 1.93 1.15 1.65 2.14 1.23 1.09 1.01 2.07 1.59 2.37 2.94 1.21 2.92 10.66 2.18 1.98 2.07 4.76
to belt conveyor
Position the preform
9 0.79 0.79 0.79 0.79 0.79 453.01 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 6.15
vertically
11 Dedusting 4.98 4.98 4.98 4.98 4.98 4.98 4.98 4.98 4.98 4.98 4.98 4.98 4.98 4.98 4.98 4.98 4.98 4.98 4.98 4.98 4.98
12 Pass by to the preform rail 7.12 198.55 7.02 7.02 7.56 7.02 7.02 7.02 692.11 7.02 7.02 7.02 7.02 7.92 7.02 7.22 7.02 7.02 7.02 7.02 25.33
Inspect the preform

13 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.20
dimensions
Feed the preform to
15 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12
sawtooth starwheel
Tranport the preform to
16 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45 2.45
sawtooth star wheel
Grip the neck of the preform
17 3.58 3.58 3.58 3.58 3.58 3.58 3.58 3.58 3.58 3.58 3.58 3.58 3.58 3.58 3.58 3.58 3.58 3.58 3.58 3.58 3.58
to the oven
Insert the pre heated preform
19 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15
in the mould
20 Blowing mould process 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45
Discharge the bottle form the
21 1.89 1.89 1.89 1.89 1.89 1.89 1.89 1.89 1.89 1.89 1.89 1.89 1.89 1.89 1.89 1.89 1.89 1.89 1.89 1.89 1.89
mould
Discharge from the air
23 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15
conveyor
Grip the neck of the preform
26 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15
to the rinser
Rinse the bottle with clean
27 5.44 8.74 6.71 5.02 4.87 5.29 5.70 8.61 4.17 4.94 6.90 4.98 5.21 8.88 4.62 7.39 7.99 7.54 5.67 7.09 6.80
water
Feed the bottle to the
28 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12 1.12
starwheel
Transport the bottles to the
29 4.70 4.70 4.70 4.70 4.70 4.70 4.70 4.70 4.70 4.70 4.70 4.70 4.70 4.70 4.70 4.70 4.70 4.70 4.70 4.70 4.70
filling machine
30 Fill the bottle with syrup 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6.00
31 Capping 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.20
32 Discharge to the starwheel 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15
Pass through the laser that

34 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79 0.79
prints the code to the bottle
The camera scan the syrup
35 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.20
level of the bottle
The label holder drops the
38 plastic to the body of the 2.5 2.9 6.43 2.5 2.5 2.5 3.2 2.5 59.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.6 2.5 3.35
bottle
The bottle pass through the
39 hot air that tightens the 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3.00
plastic label
The product pass through the
40 5.85 6.67 6.37 7.56 5.39 5.20 7.43 7.41 5.37 6.65 6.67 6.68 5.80 5.60 7.70 5.52 6.63 5.60 5.24 7.73 6.55
final inspection
Arrange the product into the

42 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4.00
desired number per case
Sealing the products with
43 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4.00
plastic
77
Appendix D Sample Observation for Blowing Machine Inline with Palletizer Machine
Elements 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 AVERAGE
Store the preforms in
the tanker 1.47 1.29 1.20 1.10 1.09 1.41 6.89 1.37 1.03 1.24 1.38 1.25 1.30 1.04 1.39 1.47 1.33 14.30 1.40 1.37 2.06
Elevate the preform to
roller orientor using
vertical converyor 2.170 2.170 2.170 6.890 2.170 2.170 2.170 7.910 2.170 2.170 2.170 2.170 2.170 2.170 2.170 2.170 2.170 2.170 2.170 2.170 2.80
Position the preform
vertically 1.107 1.107 1.107 1.107 1.107 1.107 1.107 1.107 1.107 1.107 1.107 6.45 7.89 9.12 5.34 1.107 1.107 1.107 1.107 1.107 2.09
Pass by to the preform
rail 5.79 8.56 7.35 5.79 8.46 7.89 5.79 5.79 9.82 5.79 5.79 5.79 5.79 5.79 5.79 5.79 5.79 7.56 8.79 8.86 6.11
Transport by neck
gripper 1.33 1.33 1.33 1.33 1.33 1.33 7.65 1.33 1.33 1.33 1.33 1.33 1.33 1.33 1.33 1.33 1.33 1.33 1.33 1.33 2.43
Feed to clutch loading
station 2.38 8.67 7.46 2.38 3.56 2.38 2.38 2.38 2.38 8.58 2.38 2.38 8.56 8.67 9.01 8.32 2.38 2.38 2.38 2.38 3.25
Transfer to mandrel 1.03 1.03 1.03 1.03 1.03 1.03 1.03 1.03 1.03 1.03 1.03 1.03 1.03 1.03 1.03 1.03 1.03 1.03 1.03 1.03 1.03
Enter to the heating
radiators 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.60
Blowing mould process 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.6 3.69
Discharge the bottle
form the mould 1.38 1.38 1.38 1.38 6.54 7.88 4.38 1.38 1.38 1.38 8.89 9.88 8.57 1.38 1.38 1.38 1.38 1.38 1.38 1.38 2.71
Rotate the bottle and
transfer to air conveyor
1.14 1.14 1.14 1.14 1.14 1.14 1.14 1.14 1.14 1.14 1.14 1.14 1.14 1.14 1.14 1.14 1.14 1.14 1.14 1.14 1.29
Transport the bottle to
the palletizing section 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.18 5.41
Move the pallets
downward 1.37 1.37 1.37 8.56 1.37 1.37 1.37 1.37 9.88 1.37 1.37 1.37 1.37 1.37 9.1 1.37 1.37 1.37 1.37 1.37 2.35
78
Appendix E CNX Economic Benefit Analysis
Productivity
Blowing Bottle Additional Output Working Hours Price Of Preform

Station Capacity
BO1 850 21 24 ₱ 7.03
BO2 525 21 24 ₱ 2.40
BO3 500 111 24 ₱ 9.04
BO4 525 111 24 ₱ 3.42
BO5 1000 21 24 ₱ 4.47
BO6 2000 21 24 ₱ 2.97
FORMULA
BO1:
₱ 1,275,523.20
BO2:
= ₱ 435,456.00
BO3:
79
= ₱ 8,669,721.60
BO4:
= ₱ 17,108,755.2
BO5:
= ₱ 17,108,755.2
BO6:
= ₱ 538,876.80
Reduce Defects
Blowing Bottle Defective Rate Working Hours No. of defective

Station Capacity output reduce/
day
80
BO1 850 0.6814 24 13,900
BO2 525 0.6814 24 8,585
BO3 500 0.6814 24 8,177
BO4 525 0.6814 24 8,830
BO5 1000 0.6814 24 16,353
BO6 2000 0.6814 24 32,70
FORMULA
BO1:
BO2:
BO3:
81
BO4:
BO5:
BO6:
82
Appendix F Computation for Repair Cost of the Machine
Manpower
No. of Repair Technician Needed = 4
Labor Cost = $18.19/hour
No. of working hours = 8
Total working days = 12
Manpower = 4 x ($18.19x8) x 12
$6984.96 = ₱356,232.96
Material
$ 55,000 = ₱2,805,000
Total Cost = 356,232.96 + 2,805, 000 = ₱ 3,161,232.96
Annual Savings
No. of employee reduce = 6
Annual Wage = ₱ 221,443.2
Total Annual Savings = ₱1,328,659.00
83
Appendices G Root Cause Analysis
Root Cause Analysis Wide Parting Line

PEPSI-COLA PRODUCTS PHILS., INC.
Technical Operations Directorate
Manufacturing / Maintenance Services
Plant : MOS
BLOWING MACHINE BO1 - BO6
Month January-December
Year 2019
Maintenance Program CMMS Software
Type of Defects Wide Parting Line
Top Contributor Breakdown Auxialliary Parts Analysis
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Equipment Code Auxilliary Parts Problems Encountered Mech. (Freq. ) Elect. (Freq.) Instrumentation (Freq.) Others (Freq.) Total D.T. (Freq.) Percentage (%)
42007-000-000-000 Hot Oil and Water Generating Section Chiller Temperature Failure 981 0 0 1 982 57.36%
42002-000-000-000 Blowing Section Broken Lip Seal 163 0 0 0 163 9.52%
42011-000-000-000 Water Cooling Section Ice Formation 82 0 0 0 82 4.79%
42009-000-000-000 Compressed Air Section High Temperature 78 0 0 0 78 4.56%
42011-000-000-000 Water Cooling Section Cold Water Formation 67 0 0 1 68 3.97%
42007-000-000-000 Hot Oil and Water Generating Section Temperature Chiller Decreases 56 0 0 0 56 3.27%
42034-000-000-000 Storage Process Too Much Heat Profiling in Storage 56 0 0 0 56 3.27%
42001-000-000-000 Blowing Section Incorrect Machine Parameter 54 0 0 0 54 3.15%
42001-000-000-000 Loading Section Misalignment of Clutch 43 0 0 0 43 2.51%
42009-000-000-000 Compressed Air Section Safety Valve Failure 36 0 0 0 36 2.10%
42009-000-000-000 Compressed Air Section Incorrect Temperature Set-up 29 0 0 0 29 1.69%
42009-000-000-000 Compressed Air Section Dryer Fault 23 0 0 0 23 1.34%
42007-000-000-000 Hot Oil and Water Generating Section Excess Oil 22 0 0 0 22 1.29%
42009-000-000-000 Hot Oil and Water Generating Section Oil Temperature Too High 10 0 0 0 10 0.58%
42011-000-000-000 Water Cooling Section Cooling System Malfuntion 10 0 0 0 10 0.58%
GRAND TOTAL 1710 0 0 2 1712 100.00%
84
Root Cause Analysis Pre heated Preform

Plant : MOS
Year 2019
Type of Defects Pre Heated Preform
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
1 2 3 4 5 6 7
Equipment Code Auxilliary Parts Problems Encountered Mech. (Freq. )Elect. (Freq.) Instrumentation (Freq.) Others (Freq.) Total D.T. (Freq.) Percentage (%)
Line 5 Filling Machine Insufficient Lubricant Ring Gear 901 0 5 8 914 66.38%
42003-000-000-000 Air Conveying Section Machine Stoppage 146 1 0 0 147 10.68%
42003-000-000-000 Air Conveying Section Air Conveyor Full 98 2 0 0 100 7.26%
Line 5 Filling Machine Filling Process Stops 73 5 0 0 78 5.66%
Line 5 Filling Machine Worn out Ring Gear 56 0 0 0 56 4.07%
42002-000-000-000 Blowing Sections Exposure in heating radiator 43 0 0 0 43 3.12%
Maintenance Maintenance Problems 39 0 0 0 39 2.83%
GRAND TOTAL 1356 8 5 8 1377 100.00%
85
Root Cause Analysis for Off centered Gate

Plant : MOS
Year 2019
Type of Defects Off Centered Gate
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
1 2 3 4 5 6 7 8 9 10
42002-000-000-000 Blowing Section Continous Machine Usage 896 5 7 0 908 68.07%
42002-000-000-001 Blowing Section Loose bearing of Mandrel 122 0 0 7 129 9.67%
42002-000-000-002 Blowing Section Incorrect installation mold 78 4 0 5 87 6.52%
42009-000-000-000 Compressed Air Section Imbalance Air Pressure 56 0 0 0 56 4.20%
42002-000-000-004 Blowing Section Lack in Preform Heating 44 0 4 0 48 3.60%
42002-000-000-005 Blowing Section Bent Stretch Rod 34 3 0 0 37 2.77%
42002-000-000-006 Blowing Section Incorrect Measurements of Base 32 4 3 0 39 2.92%
42002-000-000-007 Blowing Section Malfunction of Mandrel 11 0 0 0 11 0.82%
42002-000-000-008 Blowing Section Misalignment of Preform 10 0 0 0 10 0.67%
Incorrect parameter of Preform 9 0 0 0 9 0.67%
GRAND TOTAL 1292 16 14 12 1334 99.93%
86
Root Cause Analysis for Underblown Feet

Plant : MOS
Year 2019
Type of Defects Under Blown Feet
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
1 2 3 4 5 6 7 8
Equipment Code Auxilliary Parts Problems Encountered Mech. (Freq. ) Elect. (Freq.) Instrumentation (Freq.) Others (Freq.) Total D.T.Percentage
(Freq.) (%)
42003-000-000-000 Air Conveying Section Level of air pressure is not monitored 764 1 0 0 765 42.41%
42002-000-000-000 Blowing Sections Incorrect mold installation 473 1 0 0 474 26.27%
------------------------- Raw Materials Excessive base diameter 230 0 0 3 233 12.92%
42003-000-000-000 Air Conveying Section Malfunction of air compressor 93 1 2 0 96 5.32%
42002-000-000-000 Blowing Sections Lack of air temperature 78 0 1 2 81 4.49%
42002-000-000-000 Blowing Sections Insufficient Final Blow 65 0 0 3 68 3.77%
42002-000-000-000 Blowing Sections Loose mold bearing 39 1 2 0 42 2.33%
42002-000-000-000 Blowing Sections Misalignment of Strecth Rod 42 1 2 0 45 2.49%
GRAND TOTAL 1784 5 7 8 1804 100.00%
87
Root Cause Analysis for Damage Thread Neck

Plant : MOS
Year 2019
Type of Defects Damage Thread Neck
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
1 2 3 4 5 6 7 8
42002-000-000-000 Blowing Sections Machine Vibration 780 1 0 0 781 38.80%
42002-000-000-000 Blowing Sections Malfunction of starwheel 342 1 1 1 345 17.14%
--------------------------- Raw Materials Excessive thickness of the thread 311 1 1 0 313 15.55%
42002-000-000-000 Blowing Sections Too High Set point temperature 290 0 0 0 290 14.41%
42002-000-000-000 Blowing Sections Misalignment of transfer Arm 109 0 0 0 109 5.41%
42002-000-000-000 Blowing Sections Misalignment of Clutch 79 0 1 0 80 3.97%
42002-000-000-000 Blowing Sections Incorrect Machine Set-up 56 3 0 1 60 2.98%
Too much heat profiling 34 0 1 0 35 1.74%
GRAND TOTAL 2001 6 4 2 2013 100.00%
88
Root Cause Analysis for Strangled Neck

Plant : MOS
Year 2019
Type of Defects Strangled Neck
35.00%
30.00%
25.00%
20.00%
Series1
15.00%
10.00%
5.00%
0.00%
1 2 3 4 5 6 7
42012-000-000-000 Chiller Section Malfunction of Neck Cooling 824 2 0 0 826 33.23%
42011-000-000-000 Water Cooling Section Cooling System Malfuntion 655 2 0 0 657 26.43%
42001-000-000-000 Transfer arm Misalignment of Clutch 195 1 2 0 198 7.96%
42001-000-000-000 Transfer arm Misalignment of Gripper 186 1 2 0 189 7.60%
42001-000-000-000 Blowing Section Incorrect Machine Parameter 54 0 1 1 56 2.25%
GRAND TOTAL 240 0 0 0 2486 100.00%
89
Root Cause Analysis for Bubbles

Plant : MOS
Year 2019
Type of Defects Bubbles
40.00%
35.00%
30.00%
25.00%
20.00%
Series1
15.00%
10.00%
5.00%
0.00%
1 2 3 4 5 6 7
42009-000-000-000 Compressed Air Section Drain Valve Failure 736 1 0 0 737 35.88%
42019-000-000-000 Air Dryer Section Malfunction of Air Dryer 519 1 0 520 25.32%
42001-000-000-000 Blowing Section Impoper lubrication of mould cavity 249 0 0 1 250 12.17%
42001-000-000-000 Blowing Section Negligence of Monitoring the Air Dryer 216 0 1 0 217 10.56%
42001-000-000-000 Blowing Section Lubricant spill 95 0 1 1 97 4.72%
Raw Material Defective Preform 45 1 1 0 47 2.29%
GRAND TOTAL 2044 4 3 3 2054 100.00%
90
Root Cause Analysis for Pearlescence

Plant : MOS
Year 2019
Type of Defects Pearlescence
60.00%
50.00%
40.00%
30.00%
Series1
20.00%
10.00%
0.00%
1 2 3 4 5 6 7 8
42002-000-000-004 Blowing Section Unsupervised Temperature 612 1 1 0 614 48.16%
42002-000-000-004 Blowing Section Lack in Preform Heating 245 0 1 246 19.29%
42002-000-000-000 Heating Lamp Lamp failure 75 1 2 78 6.12%
42001-000-000-000 Blowing Section Impoper input of temperature 42 0 1 1 44 3.45%
42002-000-000-001 Blowing Section Loose bearing of Mandrel 40 1 2 43 3.37%
GRAND TOTAL 1260 6 8 1 1275 100.00%
91
Root Cause Analysis for Opalescence

Plant : MOS
Year 2019
Type of Defects Opalescence
50.00%
45.00%
40.00%
35.00%
30.00%
25.00%
Series1
20.00%
15.00%
10.00%
5.00%
0.00%
1 2 3 4 5 6 7 8
42002-000-000-004 Blowing Section Unsupervised Temperature 612 1 1 0 614 45.65%
42002-000-000-004 Blowing Section Excess Preform Heating 315 0 1 316 23.49%
42002-000-000-000 Heating Lamp Lamp failure 75 1 2 78 5.80%
42001-000-000-000 Blowing Section Impoper input of temperature 42 0 1 1 44 3.27%
42002-000-000-001 Blowing Section Loose bearing of Mandrel 40 1 2 43 3.20%
GRAND TOTAL 1330 6 8 1 1345 100.00%
92
Root Cause Analysis for Odor

Plant : MOS
Year 2019
Type of Defects Odor
50.00%
45.00%
40.00%
35.00%
30.00%
25.00%
Series1
20.00%
15.00%
10.00%
5.00%
0.00%
1 2 3 4 5 6 7
42002-000-000-004 Blowing Department Absence of Preform Sampling 714 0 2 1 717 44.51%
Raw Material Defective Preform 392 1 1 394 24.46%
42034-000-000-000 Storage Process Contamination of Preform 238 0 0 0 238 14.77%
42009-000-000-000 Hot Oil and Water Generating Section Oil Temperature Too High 160 1 0 0 161 9.99%
42034-000-000-000 Storage Process Container Malfunction 39 0 1 1 41 2.55%
42001-000-000-000 Blowing Section Lubricant Leakage 32 0 1 1 34 2.11%
42001-000-000-000 Blowing Section Excessive Lubricant Application 25 0 1 0 26 1.61%
GRAND TOTAL 1600 2 6 3 1611 100.00%
93
94
95

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Defects Reduction Using Process Analysis in Blowing Department of Pepsi Cola Products

Philippines Incorporated in Muntinlupa City

Ceribo, Ma. Elaine P.

Name: Ma. Elaine P. Ceribo

Birth Date: December 24, 1998

Birthplace: Sta. Cruz, Laguna

Permanent Address: Brgy. Olla Majayjay, Laguna

Contact Number: 09082983672

Email Address: elaineceribo24@gmail.com

School/University Inclusive Years Honor/Award

Majayjay Elementary School 2005-2011

Sta. Catalina National High school 2011-2015

Southern Luzon State University 2015-2020

Operations Research Society of the Philippines (ORSP)

Member | 2017 – 2020

Philippine Institute of Industrial Engineers (PIIE)

Member | 2018 – 2020

League of Industrial Engineering Student Society (LINES)

Member | 2015 – 2017

Name: Michelle O. De Vargas

Birth Date: February 19, 1998

Birthplace: Lucban, Quezon

Permanent Address: 35 A. Racelis Avenue Lucban, Quezon

Contact Number: 09455763412

Email Address: michdevargas19@gmail.com

School/University Inclusive Years Honor/Award

Paaralang Elementarya ng Lucban – 6 2005-2011

Lucban Academy 2011-2015

Southern Luzon State University 2015-2020

Operations Research Society of the Philippines (ORSP)

Member | 2017 – 2020

Philippine Institute of Industrial Engineers (PIIE)

Member | 2018 – 2020

League of Industrial Engineering Student Society (LINES)

Member | 2015 – 2017

Ma. Elaine P. Ceribo Michelle O. De Vargas

ENGR. MARIBELLE A. GAYTNO May 21, 2020

recommended for oral examination.

ENGR. MARIBELLE A. GAYTANO

Engineering, by the oral examination committee:

ENGR. MARIA CORAZON B. ABEJO ENGR. MARIA ROSSANA DL. DE VELUZ

ENGR. LYNNEVELLE R. AMPARO

May 28, 2020

___________________ DR. RENATO R. MAALIW III

To Tropang Engineers thank you for the encouragement,

advice and for the memorable years of friendship. I love

you all! To my friends and relatives thank you for

your support and love. Above all, to Almighty

God who have been the source of my

strength, thank you for guidance,

knowledge and courage.

giving up on me despite of everything. To the one whom I shared sleepless

work is humble dedicated to all those people who believe in me and

walk with me in every step of the way. To Tropang Engineers,

my college life has been more interesting, inspirational and

adventurous because of you. To Venice, Isabel, Marie,

Ivy, Jhoan and Knova thank you for making our

friendship stronger than ever and cheering me up.