CHAPTER 1

INTRODUCTION

Structure and Rationale

According to Abdul Talib Bon, Daiyanni Daim (2010), “Time and motion study is used to
increase and improve the production by identifying the process that involves the machine and
man power as its set on the time standard to accomplish the main objectives of increasing the
production and decreasing the cost.” It can be useful in identifying the opportunities to make use
of them efficiently and effectively in stating the time standard for the process involving
manpower and machine, production rate increase and the cost will be less. It can help to establish
a changes in the current working process to have better processing, check and verify if they are
following it properly, keep repeating the process until it is standardized. It factors out the effect in
the production rate; raw material, operation cost, work force, and others time is the most
influence element this rate. In order to determine the performance of a company through success,
time, is a measurement tools the level of company’s performance in which the product or service
successful would be known through the time study and time standard by work sampling. Time is
defined as a component that used in measurement system to arrange events, compare duration
time of an event and measure the motion of work element.

Statement of the Problem

It is to determine the production rate is through the time and motion study. It seeks to find
out what the researchers can do to add value and increase efficiency by eliminating unnecessary
operations, to avoid delays and other form of the seven deadly waste.

The researcher attempts to answer the following questions:

 What are the factors that affects the efficiency and effectiveness of the
workers?

 What are time standards to work that involves manpower?

1
  What are the effects of time and motion study in the labor cost and
company production?

 What are the problems encountered in the work procedures?

Objectives of the Study

 To know the factors that affects the efficiency and effectiveness of the workers

 To identify the time standards to work which involves manpower

 To know the effects of time and motion study in the labor cost and company production

 To improve the work procedures and make it efficient

Scope and Limitations of the Study

The study will be made in Miyasaka Polymer Inc. starting October 25, 2018 to November
29, 2018, the study will be focused mainly on methods and procedure in the process flow of the
finishing, to identify any waste and unproductive operation in the production line, and to
determine the best possible sequence in the production of the certain product.
Importance/Relevance of the Problem

This study on Miyasaka Polymer, a manufacturer of molded rubber parts and assembly,
will be beneficial to the following:

 The Researchers. This study can help the researchers to gain knowledge and experience in
the production site. The researchers will also benefit from this study for them to find out
what are the common errors on the process of the company.
 The Letran. This study may give some form of help to benefit a person, group or
organization that contributes to the similar study.
 The Future Researchers. This study may be a reference or guide for students who will
conduct similar worksite analysis in the future.
 The Company. This study will help the organization to lessen the delays and bottlenecks of
their company.

2
Definition of Terms
 Stopwatch time study - is the development of a time standard based on observations of one
worker taken over a number of cycles.
 Time Standard - Is the amount of time it should take a qualified worker to complete a
specific task, working at a sustainable rate using given methods, tools and equipment, raw
material, and workplace arrangement.
 Work element - is a distinct part of a specified job selected for convenience of observation,
measurement and analysis.
 Work sampling - is the percentage of observations recorded for a particular condition or
activity reflects the percentage of times actually spent in that condition or activity.

CHAPTER 2

REVIEW OF RELATED LITERATURE

This chapter presents the review of related literature from both foreign and local
sources which helped the researchers gain the pieces of information needed to understand
the study, to answer the question at hand and to further interpret the finding.

Foreign

Productivity is a key to prosperity. All the developed countries have higher

productivity. Rise in productivity results in higher production, which has direct impact on
standard of living. It reduces cost per unit and enables reduction in sale price. It increases
wages for workers and increased profit for organization. Higher demand creates more
employment opportunities. Therefore, improvement in productivity is important for
country like India because it can minimize level of poverty and unemployment. Labor,
material, machine, capital are the indices of factor productivity. Models such as Craig and
Harris, Taylor Davis and APC are well-known in the field of manufacturing. There are 8
factors affecting productivity and ways to improve the productivity, pointed by Patil and
Hukeri. Human resources, technology, physical facilities, product, production,
management policies, material and working conditions etc. are key factors that are
influencing productivity. Since research topic is concerned with improvement of
productivity using MOST work measurement technique, a survey of literature on

3
productivity is essential. Hence, in this section an attempt is made to review some of the
studies those are related to productivity (Jalwadi S.N. and Patil Satyajit, 2011).

Labour utilization and man to machine ratio study at a Semiconductor facility,

attempted to improve productivity and reduce operational cost in MNC semiconductor
industry using Maynard 54 Operation Sequence technique (MOST). The study was
performed at inspection section of Quad Flat No-Lead department. They worked to
achieve following objectives: (i) Perform Work Study on Operator‟s activities (ii)
Determine the current utilization of the operator (iii) Propose the ideal man to machine
ratio. To achieve these objectives each activity performed by operator was mapped using
process mapping technique. Thus, the study concludes that by improving man to machine
ratio through work study and by establishing a standard operating procedure productivity
can be improved (Abdullah and Bahiyah, 2011).

The aim of the article titled, ‟ Implementation of Productivity improvement

strategies in a small Company‟ is to represent some of the experiences in the
implementation of various productivity improvement strategies and methods. The details
of the productivity problems and strategies in SMEs, the steps of implementation and the
lessons learned are discussed to improve productivity in SMEs. For this purpose, Just-in-
Time measurement technique was implemented which resulted into productivity
improvement Gunasekaran A. and Cecille P.).

The problem of determining the amount of time to be allowed for rest is very
complex. Time needed for rest varies with the individual, with the length of the interval
in the cycle during which the person is under load, with the conditions under which the
work is done, and with many other factors. Some companies have from long experience
arrived at fatigue allowances which seem to be satisfactory (Barnes, 1951).

When aspects of time study contains a wide diversity of procedures to determine

the amount of time required, under an excellent measurement of the state, for work
associated with the human, machine, or a combination of both. It is has been introduced
by Frederick W. Taylor since the year 1881, but is still widely used as a method of time

4
study. Generally, time study is used to measure work. The decision results than the time
study is the period in which a person in accordance with a job or task and fully trained to
use specific method, will perform this task if the worker in the normal or expert. This is
called the time standard for operation. Align the expert for a work may be made through
several methods, where each method is used only in accordance with some specific
circumstances. Time study is include using stopwatch, “Predetermined Motion Time
System or Synthetic Time System”, and “Work or Activity Sampling". However, in this
study, only the time study using Stopwatch Time Study will be used in the time
measurement. The time study was also allowed to deduct all boarders. Standardization is
the objective to be achieved. In organizations that operate without expert time, 60% than
the normal organization of achievement (Bon and Daim, 2010).

Work measurement is based on establishing an actual allowed time standard for

performing a given work, with due allowance for fatigue and for personal and
unavoidable delays. The time required for a fully qualified, trained operator, working at a
standard pace and exerting an average effort to perform the operation is defined as the
standard time for that operation (Freivalds and Niebel, 2013).

The factors affecting the productivity of a production unit are many and vary.
Productivity can be increased by several methods such as modernization, automation and
technological improvements but this involves substantial capital investment. The
productivity is the better utilization of existing resources. The work study aims at
improving the productivity through the systematic analysis of existing operations,
processes, work methods and resources with a view to increasing their efficiency (Kayar
and Akalin, 2014).

Time study or work measurement – for determining the standard time to perform
a specific task. Work Method is the way of job is being performed. Method study is the
systematic recording and critical examination of existing and proposed ways of doing
work, as a means of developing and applying easier and more effective methods and
reducing costs. The scope of work method is not restricted to only manufacturing

5
industries. This technique can be applied effectively in service sector as wall. It can be
applied in offices, hospitals, banks and other service organization (Li, 2008).

According to Shivam M, Work study is a generic term for those techniques,

particularly method study and work measurement, which are used in all its context and
which lead systematically to the investigation of all the factors, which effect the
efficiency and economy of the situation being reviewed in order to effect improvement.
The main objective of work study is to improve productivity of men, machines and
materials. The aim of work study is to determine the best method of performing each
operation and to eliminate wastage so that production increases with less fatigue. The
work study is also used in determining the standard time that a qualified worker should
take to perform the operation when working at a normal place.

There are a set of information which has been expanded several years ago that
was designed to increase productivity and the organization of certain individuals who
develop an organization. Time and Motion Study have the objective to eliminate work
that is not required, the design method and the most effective procedure, which requires
little effort, and in accordance with the individuals who use them. Moreover, it provides a
method to measure job performance or to determine the index production index for the
individual or group work, each section, or entire factory (Bon and Daim, 2010).

Bottlenecks determine the throughput of a supply chain. Recognizing this fact and
making improvements will increase cash flow. A bottleneck (or constraint) in a supply
chain means the resource that requires the longest time in operations of the supply chain
for certain demand. Usually, phenomena such as increase of inventory before a bottleneck
and insufficiency of parts after a bottleneck are often seen. Statistically, since fluctuations
are inconsistent, the phenomena (excess inventory and insufficient materials) do not
always occur. From the definition of bottlenecks, the operating rate of non-bottlenecks is
below 100%. If so, the operating rate of non-bottlenecks will increase only within 100%
even if the capacity of the bottleneck increases and the throughput increases. If the
operating rate of non-bottlenecks exceeds 100%, it means that the bottleneck place is
moved to the place of non-bottlenecks. If bottlenecks are not recognized enough, you will

6
miss a chance to increase throughput. There are many cases where energy is used for a
small cost cut and a chance for a large cash flow is missed due to lack of recognition of
bottlenecks. Cost per hour on a bottleneck equals to the loss of one hour for an entire
supply chain and also the loss of the throughput of an entire supply chain. Theory of
Constraints (TOC) explains why recognition and management of bottlenecks will
increase the throughput of a supply chain, use machines efficiently, and increase profit
significantly. If increasing the capacity of a bottleneck operation incurs 0.1% of the total
cost, the rest, 99.9% can be spent to increase throughput without incurring extra cost. It
can happen that time and energy are spent only on cost reduction, and as a result, only the
improvement that can be made is to decrease the operating rate of a bottleneck from 80%
to 60% and no improvement is made on cash flow. If a production division thinks that
cost variance due to capacity utilization in standard cost accounting is not their fault, it is
because they only think about partial optimization (Imaoka, n.d).

The term bottleneck refers to the physical shape of a bottle. The narrowest point is
at the neck and the most likely place for congestion to occur. Bottlenecks occur when
work arrives at a given point more quickly than that particular point can handle it.
Bottlenecks are inefficiencies that manifest themselves for a variety of reasons in a host
of industries.

There are different types of bottlenecks. Some bottlenecks can be eliminated by critical
thinking skills and quick problem solving but there are others that are much more
difficult to identify. Markgraf explains that finding and rectifying these four types of
bottlenecks are essential to major performance improvement:

1. Accumulation - If a production line has a long queue, you are likely to see a bottleneck.
Sometimes it is easy to identify where the bottleneck is occurring and then develop a
simple solution but there are other times when it is far more complicated to determine
what is going on and find a remedy. Simple solutions include fixing a machine or
providing operators with more training.
2. Throughput - Think of throughput as the amount of product produced over a specified
time period. If you have machines timed to send a product out over a specific time period,

7
it may be possible to change the throughputs one machine at a time until you find the
optimal interval and prevent a bottleneck. That could involve one machine or several.
3. Full Capacity - If all your machines are producing at their very top level for a given
time period, you may have a bottleneck. The only effective way to deal with this type of
bottleneck is to find a machine with increased capacity.
4. Wait Times - Self-explanatory, if there is a hold-up on a machine, you may need to
review the machine that is the step just prior to the one with the wait time to determine
what needs to be done. Wait-times are bottlenecks and lost time for everyone in
production (Kettering University Online. 2016).

Local

According to Dr. Aura Castillo Matias, work measurement provides management

with the means of the measuring the time taken in the performance of an operation or
series of operations. It is the application of techniques designed to establish standard
times for a qualified worker to carry out a specified job at a defined level of performance.
It was stated there that today’s increasing global competition among producers of
products or providers of service, there has been an increasing effort to establish standards
based on facts and scientific methods rather than the use of estimates based on
judgments and experiences. There are common uses of the work measurement procedure:

1. To compare the efficiency of alternative methods. Other conditions being

equal, the method that takes the least time will be the best method.
2. To balance the work of the members of teams, in association with the multiple
activity charts, so that, as nearly as possible, each member has tasks taking an
equal time to perform.
3. To determine, in association with the man and machine multiple activity
charts, the number of machines the operator can run.
4. To provide the information on which the planning and scheduling of
production can be based, including plant and labor requirements for carrying
out the program of work, the utilization of available machine and labor
capacity, and delivery premises.

8
 5. To provide information for labor cost control and to enable standard cost to be
fixed and maintained.
6. To provide information in which incentive plans can be used. (Salvendy, G.,
2001)

According to Department and Trade Industry, Time and motion studies are proven
techniques in improving the productivity of companies both in the manufacturing and
service sectors. It helps both employers and employees to understand the nature and true
costs of work, reduce unnecessary costs, and balance work lines for a smoother, more
efficient work flow. This two-day seminar aims to provide participants an understanding
of the concepts and principles of time and motion study as well as the techniques and
procedures for doing such.

Philippines's Labour Productivity improved by 8.44 % YoY in Dec 2017,

compared with a growth of 2.04 % in the previous year. Philippines's Labour Productivity
Growth data is updated yearly, available from Dec 1985 to Dec 2017, averaging at 2.54
%. The data reached an all-time high of 8.44 % in Dec 2017 and a record low of -11.68 %
in Dec 1985. CEIC calculates Labour Productivity Growth from annual Real GDP and
annual Employment. Philippine Statistics Authority provides Real GDP in local currency,
at 2000 prices. The International Monetary Fund provides Employment. Labour Force
Survey excludes Self-Employed persons and Part-Time Employment.

In the latest reports, Philippines's Population reached 104.92 million people in

Dec 2017. Its Unemployment Rate increased to 5.50 % in Apr 2018. The country's
Labour Force Participation Rate dropped to 60.90 % in Apr 2018 (CEIC, n.d).

Work simplification results to operational efficiency as most labor-intensive

enterprise utilize it for improving each process done in the production. Productivity can
be obtained through utilization of the available resources, a factor for a speed production
of goods. In this study, workers experienced delays on the sewing process of sleepwear
garments due to technical and assorting issues. These problems cause 21-25% product
defects on needle machines incurring PhP. 47,000 total income loss per 1,000 pieces of
garments. Through work sampling, creating a standard operational breakdown could

9
serve as a basis for the worker performance in eliminating the unnecessary hand and body
movements, which workers' performance are considerably 85% efficient. (Kurata, 2016)

Here are a few simple ways we can help reduce the amount of waste we produce.
Recycle. Not only does it reduce the amount of waste produce, it will also help save
money, energy, and valuable natural resources. In fact, a law exists to support this
initiative in the country. Created in order to deal with the country’s ever-growing waste
production problem, Republic Act 9003, otherwise known as the Ecological Solid Waste
Management Act of 2000, was a historical and environmental milestone in the
Philippines. Segregate waste. Separating biodegradables from non-biodegradables makes
the process of recycling easier and more efficient. Improper garbage disposal results in
additional expenses (as in order to be recycled, waste needs to be categorized
accordingly) and ultimately wastes time. Go for non-plastic disposables. Though they
may sometimes be slightly pricier than the typical plastic cups, bags, and cutlery that we
are fond of using, the benefits of switching to non-plastic disposables whenever possible
are invaluable. Modern-day technology has allowed for some interesting innovations,
such as “green” plates (disposable plates manufactured from leaves) and even edible
spoons and forks. Reuse containers. More often than not, the key to effective waste
management lies in finding new purpose for things that would throw away on impulse.
Filipinos are well-known for finding ways to repurpose tin cans, plastic containers, and
boxes. Reduce paper waste (mail, etc.) by favoring electronic alternatives. More and
more service providers (such as telecommunications companies and banks) are allowing
their consumers to receive their monthly billing statements via email. This serves the dual
purpose of helping to save the environment and making it easier to organize and file
documents digitally. (2017)
Synthesis
According to Jalwadi S.N. and Patil Satyajit, (2011) “Productivity is a key to
prosperity.” All the developed countries have higher productivity. It reduces cost per unit
and enables reduction in sale price. It increases wages for workers and increased profit
for organization. Higher demand creates more employment opportunities. Therefore,
improvement in productivity is important for country like India because it can minimize
level of poverty and unemployment. Labor, material, machine, capital are the indices of

10
factor productivity. Models such as Craig and Harris, Taylor Davis and APC are well-
known in the field of manufacturing. There are 8 factors affecting productivity and ways
to improve the productivity, pointed by Patil and Hukeri. Human resources, technology,
physical facilities, product, production, management policies, material and working
conditions etc. are key factors that are influencing productivity. Since research topic is
concerned with improvement of productivity using MOST work measurement technique,
a survey of literature on productivity is essential. Hence, in this section an attempt is
made to review some of the studies those are related to productivity.
There are many variables that affect the performance of employees at work place.
These variables include manager’s attitude, organizational culture, personal problems,
and job content and financial rewards. All of these variables have positive impact on the
performance of the employees except personal problems of the employees that hinders
the performance of the employees. There are factors that help the performance in
affecting and ways to improve the productivity in human resources, technology, physical
facilities, product, production, management policies, material and working conditions.
According to Bon and Daim (2010), There are a set of information which has
been expanded several years ago that was designed to increase productivity and the
organization of certain individuals who develop an organization. Time and Motion Study
have the objective to eliminate work that is not required, the design method and the most
effective procedure, which requires little effort, and in accordance with the individuals
who use them. Moreover, it provides a method to measure job performance or to
determine the index production index for the individual or group work, each section, or
entire factory.
Thus, time study fixes the standard time for a job or a process while motion study
eliminates wasteful motions or the movement of a worker on the job. It eliminates the
unnecessary motions, fatigue, and look up to improve human efforts in doing a job. It
brings about improvement in method, procedure, techniques and processes relating to a
job that make an effective to utilize the materials, machines, human resources. By the
time and motion study, it improves layout and design of plant and equipment and
working environment.

11
 CHAPTER 3

Research Framework

The study is based on Methods and Time Study. The Input – Process –
Output (IPO) model will be used to show the contents of the study that will be
made in the production area of Miyasaka Polymer Philippines, Inc.

Process
Stopwatch Results and Discussion
Existing time study in the Time Study Board Conclusion
production provided by the
company Time Study Sheet Recommendation
Observation Calculator
Step-by-Step procedure of Pencil and Eraser
the process provided by the
company

Output
Input

Figure 1. IPO Model

12
 Research Framework-IPO shows how the production line of molded
rubber parts will be observed, investigated, and studied. The figure starts with the
input, input consists of existing process layout and current operation process of
the company, then the process, various types of data gathering and observation
using flow process chart, work measurement and work sampling, and the output
includes the results and discussion, conclusion, and recommendation.

CHAPTER 4

Methodology

This chapter is about the methodology of the research that will be used in the
study. It discusses the research design, research locale, population of the study, research
instruments, and methods of data collection.

4.1 Research Design

The research study utilizes the descriptive research design method to study
the effects of time and motion analysis. The purpose of descriptive research is to
identify and describe the collected data.

4.2 Research Locale

This study was conducted in Miyasaka Polymers, a manufacturer of

molded rubber parts including assembly with other parts such as plastic connector
and metal, their products are used not only in the automotive industry but also in
Electric Appliances, Medical Instruments, Cameras & Microscope Parts,
Compressor Seal Parts and Electronic Microswitch Pads. Miyasaka Polymers
Philippines is currently located at #20 Ampere St. LISP-1 Brgy. Diezmo, Cabuyao
Laguna 4025. They aim to provide products that are trusted by customers from a
“Manufacturing Company with Core Technology”.

4.3 Population of the Study

13
 The target population for this research are the four (4) workers in the
finishing area, all the work force, data profile as to gender, skills, and working
characteristics or behavior to be able to attain the objective of this study.

4.4 Research Instruments

Time study form, man-machine chart, process flow chart, left hand and
right hand chart, and stopwatch are the instruments used in observing, identifying,
reducing excessive motion that hinders productivity in the finishing area. These
were useful tools to analyze the methods and to eliminate the waste of motion that
perform any manual operation or task of a worker that it sets from standard time.
Method and Time Measurement (MTM), a simplest and most powerful lean
manufacturing tool that can improve effective and efficient solution to
productivity.

4.5 Methods of data collection

Data collection is needed to determine the data needed to develop the

process. The research study used the Method and Time Measurement (MTM) as a
tool in gathering data that is involved in the topic being studied. The data
collected will show how the operations are made, when, where, and how the job is
performed. The data collection is based on systematic observation, using of
stopwatch during the time study and making a flow chart for each process.

1. The researchers will print the forms prepared by their professor.

2. The researchers will go to the company every Monday and Thursday to
have an observation and to fill up their forms.
3. The researchers assured the company that all the data and information
taken from them will be treated confidential and that the researchers will
follow the existing company rules and regulations.

4. The researchers will observe inside the production area to make a flow
chart for each process.
5. The researchers will use stopwatch to record the movement form one
process to another process.

14
 6. After these, data gathering was done and continued by analysis and
tabulation.

CHAPTER 5
Results and Discussion
- Logical presentation of data gathered and the corresponding analysis
Workstation
Production Process Flow (Finishing Division)

Milling In-Process Packing

Warehousing/
PPIC Finishing
Delivery

Final
Molding
Inspection

Figure 2. Production Process Flow

15
 7105 3146 A-1

Remove the excess

rubber in Flaps,
Cut the rubber
transfer gate and
inside the rubber

Checking
Put in conforming
(Inspection if there
or non conforming
are still remaining
basket
excess)
Figure 3. 7105-3146 A-1 Process Flow

RG341-0300 E, Synthetic Rubber

Remove rubber Remove rubber

excess flaps portion Remove rubber excess on the
using hands or excess on the sealing portion
non-pointed bellows portion using non-pointed
scissors using hands tweezers

Cut the rubber

Check if there excess on the
Put on the are remaining injection gate
tray/basket rubber excess using nipper

Figure 4. RG341-0300 E, Synthetic Rubber Process Flow

Job Analysis
Scope of the Study
The study was made in order to analyze the process in the production
of Miyasaka Polymer Philippines, Inc. started November 12, 2018 to
16
 November 22, 2018, the study was focused mainly on methods and
procedure in the process flow of the procedure in finishing synthetic rubber,
to identify any waste and unproductive operation in the production line, and
to determine the best possible sequence in the production of the certain
product.

Identification, Uses/Purpose and Illustration

Equipment, Material Handling Equipment, Safety
Gear/Equipment
Item Name Purpose
Hair Net Worn to keep the
hair contained

Mask Used if the smell

of the rubber or
the product is
strong
Nipper Used to remove
the excess
rubbers in the
product

17
 Scissor Used to separate
the products
from each other

Plastic Basket Products are

placed here after
going through
the finishing
process
Rubber Net Used to separate
the removed
excess rubbers
from the product

LED Light Used to

illuminate the
workplace

Arm Sleeves To prevent direct

contact with the
product

Gloves To prevent direct

contact with the
product

Table 1. Gear/ Equipment

Description of the Present Working Condition
Ventilation System
The ventilation system of the workplace varies; if the product is made up
of silicon the workplace must have air conditioner and if the product is made up

18
of grommet the area doesn’t have to be air conditioned. They provide electric fan
for the workers if the workplace doesn’t need air conditioner.
Illumination System
The illumination system of the workplace is set up properly. Since it is the
finishing area, the company make sure that the lighting system of the workplace is
well sustained; every table of the workplace has one LED light. They also inspect
the lights monthly to make sure that the operator/worker is given a proper
illumination.

Maintenance Procedure
In order to maintain the quality of the equipment, they conduct inspections
weekly to check if the equipment used are still in good working condition, when
inspecting they focus mainly on the hand tools to see if there are any rust forming
or if the tool is already dull, if the quality of the tool fails to meet their standard, it
will be replaced immediately.
Housekeeping Procedure
They implemented a housekeeping procedure so that they can eliminate
some workplace hazards and get the job done safely and properly. Poor
housekeeping can cause accidents by hiding the hazards that cause injuries. Their
housekeeping procedure is not just about cleanliness. It’s also about keeping the
workstations neat and clean; maintaining the floors free of slip and removing
waste materials. The Line Leaders for morning and afternoon shift does 5s before
leaving the company and all of the workers in the company are doing 5s.

Safety Program
The purpose of safety program is to reduce work-related injuries and
illnesses. The concern of the safety program is to promote and reward safe
practices at work and eliminating fatalities at work. It helps the employees to
manage the hazards associated with their work. The company ensures that the
employee that will be assigned in the particular task undergoes a ten (10) days
training for first deployment. Proper education and training is a must in the
qualifications of an employee. All new workers should undergo the orientation of

19
 basic courses before they start in their respective job assignments. The newly
hired trainees must meet the skill level requirements for their positions before
they can perform their job without any supervision. The company has a daily
patrol that checks if the workers really follow the procedures that were made.
Every day, the assistant manager conducts a process audit.

Motion Study
Floor Plan/Floor Diagram
7105 3146 A-1

1
1-9: Workers and trainees
2 3
10: Line Leader
11: Rubbers (excesses should
4 5 6
be removed)

7 8 9

10 11

Figure 5. 7105 3146 A-1 Floor Plan

RG341-0300 E, Synthetic Rubber

16 11 6
1
15 1: Trainee who monitors the production
10 5
00 2: Task Force Worker (RG341-0300 E)
10
14 9 4 3-16: Workers
4 1 4
13 8 3
1 1
12 7 2
20

1
 Figure 6. RG341-0300 E, Synthetic Rubber Floor pLan

Breakdown of Process/Operations Description

7105 3146 A-1
Steps
1. Separate the rubbers using a non-pointed scissors
2. Remove rubber excess on the transfer gate and flaps using Non-pointed nipper
3. Remove the rubber excess inside the product

4. Check if there’s rubber excess left behind and put in the basket

RG341-0300 E, Synthetic Rubber

1. Get the first batch of product
2. Get one product
3. Remove excess rubbers in the flaps by hand
4. Remove excess rubbers in the bellows portion using hand
5. Cut the excess
6. Get tweezers 16 11 6
1
7. Remove excess rubbers in the sealing portion using tweezers
15 10 5
8. Put down the tweezers 00
9. Get the nipper 10
14 9 4
10. Cut the rubber excess on the injection4gate 1 4
11. Put down the nipper 13 8 3
1 1
12. Check the product for excess rubber
12 7 2
21

1
13. Put the finish product in the plastic basket

Legend for Process Flow Chart

-Operation

-Transportation

-Inspection

-Delay

-Storage

Process Flow Chart

7105 3146 A-1

CHART SYMBOL PROCESS DESCRIPTION

CUTTING

OUTSIDE EXCESS REMOVAL

INSIDE EXCESS REMOVAL

INSPECTION

INVENTORY

Table 2. 7105 3146

CHART SYMBOL PROCESS DESCRIPTION
A-1 Process Flow
Chart
REMOVE RUBBER EXCESS

RG341-0300 E,
REMOVE RUBBER EXCESS
Synthetic
Rubber REMOVE RUBBER EXCESS

CUT THE RUBBER

22
INSPECTION

INVENTORY
 Table 3. RG341-0300 E, Synthetic Rubber Process Flow Chart

Man-Machine Chart

The man-machine chart is used to analyze, study and improve the workstation.
The chart shows the exact relationship between the working cycle of the person and the
operating cycle of the machine. The results can lead to a better balance of the work cycle.

Legend:

- Combined Work

- Idle

- Independent Work

23
The man-machine chart is used to analyze, study and improve the workstation. The chart
shows the exact relationship between the working cycle of the person and the operating
cycle of the machine. The results can lead to a better balance of the work cycle.

24
RG341-0300 E, Synthetic Rubber

Operation 1:FINISHING
Operation 1:FINISHING Summary
Summary Man
Man Machine
Machine
Operator 1:MS.
Operator 1: MS.LORNA
CALERA Working
WorkingTime
Time 0:00:50.81
0:00:66.33 0:00:2.98
0:00:5.02
Analyst: GROUP#1#1
Analyst: GROUP Idle
IdleTime
Time -- 0:00:47.83
0:00:61.31
Date: NOVEMBER 22, 2018 Cycle Time 0:00:50.81 0:00:50.81
Date: NOVEMBER 22, 2018 Cycle Time 0:00:66.33 0:00:66.33
Method: PRESENT Purpose Utilization Ratio 100% 5.86%
Method: PRESENT Utilization Ratio 100% 7.57%
PurposeMan Legend Time(sec) Machine Legend Time (sec)
Get the first batch of
Man Legend 0.98
Time(sec) IDLE
Machine Legend 0.98(sec)
Time
Get the first batch of
product 0.40 0.40
IDLE
Get one product
product 0.56 IDLE 0.56
Get one product
Remove excess 0.95
13.41 IDLE
IDLE 0.95
13.41
Remove excess
rubbers in the flaps by 14.65 14.65
rubbers
hand in the flaps by IDLE
Remove excess
hand 9.60 IDLE 9.60
Remove excess
rubbers in the bellows 12.13 IDLE 12.13
rubbers in the hand
portion using bellows
Cut the using
portion excesshand 2.41 2.41
Get the
Cut tweezers
excess 1.85
3.28 IDLE 1.85
3.28
Remove
Get excess
tweezers 10.19
2.32 IDLE 10.19
2.32
Remove excess
rubbers in the sealing 3.45 3.45
rubbers in the tweezers
portion using sealing IDLE
Put down
portion the tweezers
using 0.45 0.45
Get down
Put the nipper
the tweezers 0.33
1.50 0.33
1.50
Get the nipper 0.65 0.65
Cutthe
Cut therubber
rubberexcess
excess 4.99
12.1 IDLE 4.99
12.1
IDLE
ononthe
theinjection
injectiongate
gate
Put down the
Put down the nippernipper 0.35
0.55 0.35
0.55
Checkthe
Check theproduct
productfor
for 4.82
13.45 IDLE 4.82
13.45
IDLE
excess
excess rubberrubber
Put the finish product
Put the finish product 0.87
0.90 IDLE 0.87
0.90
IDLE
ininthe
theplastic
plasticbasket
basket

7105 3146 A-1

Operation 1:FINISHING Summary Man Machine

Operator 1: MS. CALERA Working Time 00:00:31.35 00:00: 12.55
Analyst: GROUP #1 Idle Time - 00:00: 18.8
Table 4. RG341-0300 E, Synthetic Rubber, Man Machine Chart
25

Table 5. RG341-0300 E, Synthetic Rubber, Man Machine Chart

Date: NOVEMBER 22, 2018 Cycle Time 00:00: 31.35 00:00: 31.35
Method: PRESENT Purpose Utilization Ratio 100% 40.03%
Man Legend Time(sec) Machine Legend Time (sec)
Get the first batch of 0.77 0.77
IDLE
product
Separating the batch 9.21 Separating the 9.21
of product by cutting batch of product
by cutting (Using
non-pointed
scissors)
Get one product 0.81 0.81
IDLE
Remove excess 2.94 IDLE 2.94
rubbers in the flaps by
hand
Holding the product 3.34 Remove excess 3.34
rubbers in the side
using nipper
Remove excess 12.74 IDLE 12.74
rubbers in the inner
part of product
Check the product for 1.31 1.31
IDLE
excess rubber
Put the finish product 0.23 0.23
IDLE
in the plastic basket

Table 6. 7105 3146 A-1, Man Machine Chart

Operation 1:FINISHING Summary Man Machine

Operator 1: MS. LORNA Working Time 0:00:31.82 0:00:12.33
Analyst: GROUP #1 Idle Time - 0:00:19.29
Date: NOVEMBER 22, 2018 Cycle Time 0:00:31.62 0:00:31.62
Method: PRESENT Utilization Ratio 100% 38.99%
Purpose
Man Legend Time(sec) Machine Legend Time (sec)

26
Get the first batch of 0.94 0.94
IDLE
product
Separating the batch 8.51 Separating the 8.51
of product by cutting batch of product
by cutting (Using
non-pointed
scissors)
Get one product 0.64 IDLE 0.64
Remove excess 2.23 IDLE 2.23
rubbers in the flaps by
hand
Holding the product 3.82 Remove excess 3.82
rubbers in the side
using nipper
Remove excess 12.32 IDLE 12.32
rubbers in the inner
part of product
Check the product for 2.71 2.71
IDLE
excess rubber
Put the finish product 0.45 0.45
IDLE
in the plastic basket

Left and Right Hand Chart

7105 3146 A-1

Left Symbol Right
Get the first batch of Get the first batch of
product product
Separating the batch Separating the batch
of product by cutting of product by cutting
Get one product
Holding the product Remove excess
rubbers in the flaps
by hand

27

Table 7. 7105 3146 A-1, Man Machine Chart

Holding the product Remove excess
rubbers in the side
using nipper
Holding the product Remove excess
rubbers in the inner
part of product
Check the product Check the product
for excess rubber for excess rubber
Put the finish
product in the plastic
basket

Table 8. 7105 3146 A-1, Left and Right Hand Chart

RG341-0300 E, Synthetic Rubber

Left Symbol Right
Get the first batch
of product
Get one product
Hold the other side Remove excess
of the rubber rubbers in the flaps
by hand
Hold the other side Get the scissors if
of the rubber there are excess that
can’t be removed
by hand
Hold the other side Cut the excess
of the rubber
Hold the other side Put down the
of the rubber scissors

28
Hold the other side Remove excess
of the rubber rubbers in the
bellows portion
using hand
Hold the other side Get the scissors or
of the rubber nipper if there are
excess that can’t be
removed by hand
Hold the other side Cut the excess
of the rubber
Hold the other side Put down the
of the rubber scissors or nipper
Hold the other side Get tweezers
of the rubber
Hold the other side Remove excess
of the rubber rubbers in the
sealing portion
using tweezers
Hold the other side Put down the
of the rubber tweezers
Hold the other side Get the nipper
of the rubber
Hold the other side Cut the rubber
of the rubber excess on the
injection gate
Hold the other side Put down the nipper
of the rubber
Check the product Check the product
for excess rubber for excess rubber
Put the finish
product in the
plastic basket

Table 9. RG341-0300 E, Synthetic Rubber, Left and Right Hand Chart

, Left and Right Hand Chart

29
Time Study

7105 3146 A-1

Ms. Lorna
1 2 3 4
Removing excess in
Removing of excess in Checking and putting
Cutting transfer gate and inside
Flaps in the basket
the rubber
R W OT NT R W OT NT R W O NT R W OT NT

1.1 1.1
2 1.89 1.12 6.79 2 12.42 1.12 3.16
1.1 1.1
2 1.89 1.12 11.75 2 14.22 1.12 4.13
1.1 1.1
2 1.89 1.12 12.75 2 11.20 1.12 3.45
1.1 1.1
2 1.89 1.12 7.57 2 11.53 1.12 2.89
1.1 1.1
2 1.89 1.12 10.34 2 11.06 1.12 2.52
1.1 1.1
2 2.90 1.12 7.56 2 11.95 1.12 3.30
1.1 1.1
2 2.90 1.12 6.68 2 11.45 1.12 2.04
1.1 1.1
2 2.90 1.12 11.06 2 12.56 1.12 3.96
1.1 2.90 1.12 9.82 1.1 12.87 1.12 3.34

30
2 2
1.1 1.1
2 2.90 1.12 7.16 2 11.35 1.12 4.45
Ms. Calera
1 2 3 4
Removing excess in
Removing of excess in Checking and putting
Cutting transfer gate and inside
Flaps in the basket
the rubber
R W OT NT R W OT NT R W O NT R W OT NT

1.11 2.36 1.11 10.17 1.11 12.64 1.11 1.54

1.11 2.36 1.11 10.68 1.11 11.41 1.11 6.25
1.11 2.36 1.11 11.88 1.11 14.67 1.11 1.42
1.11 2.36 1.11 10.22 1.11 13.40 1.11 1.47
1.11 2.36 1.11 7.59 1.11 10.22 1.11 1.43
1.11 3.00 1.11 7.38 1.11 9.41 1.11 2.69
1.11 3.00 1.11 8.35 1.11 9.74 1.11 1.28
1.11 3.00 1.11 10.33 1.11 8.84 1.11 1.54
1.11 3.00 1.11 10.89 1.11 7.92 1.11 1.41
1.11 3.00 1.11 13.56 1.11 15.08 1.11 1.26

Table 10 and 11. 7105 3146 A-1, 10 observation

RG341-0300 E, Synthetic Rubber
, Left and Right Hand Chart
Ms. Lorna

Ms. Calera

31
 Table 12 and 13. RG341-0300 E, Synthetic Rubber, 10 observations
, Left and Right Hand Chart

Normal Time = Rate (OT)

7105 3146 A-1
Ms. Lorna
1 2 3 4
Removing excess in
Removing of excess in Checking and putting
Cutting transfer gate and inside
Flaps in the basket
the rubber
R W OT NT R W OT NT R W O NT R W OT NT

1.1 1.8 1.1 1.1 1.1 3.1

2 9 2.12 2 6.79 7.60 2 12.42 13.91 2 6 3.54
1.1 1.8 1.1 1.1 1.1 4.1
2 9 2.12 2 11.75 11.78 2 14.22 15.93 2 3 4.63
1.1 1.8 1.1 1.1 1.1 3.4
2 9 2.12 2 12.75 9.06 2 11.20 12.54 2 5 3.86
1.1 1.8 1.1 1.1 1.1 2.8
2 9 2.12 2 7.57 8.48 2 11.53 12.91 2 9 3.24

32
1.1 1.8 1.1 1.1 1.1 2.5
2 9 2.12 2 10.34 10.50 2 11.06 12.24 2 2 2.82
1.1 2.9 1.1 1.1 1.1 3.3
2 0 3.25 2 7.56 8.47 2 11.95 13.38 2 0 3.70
1.1 2.9 1.1 1.1 1.1 2.0
2 0 3.25 2 6.68 7.48 2 11.45 12.82 2 4 2.28
1.1 2.9 1.1 1.1 1.1 3.9
2 0 3.25 2 11.06 12.39 2 12.56 14.07 2 6 4.44
1.1 2.9 1.1 1.1 1.1 3.3
2 0 3.25 2 9.82 10.00 2 12.87 14.41 2 4 3.74
1.1 2.9 1.1 1.1 1.1 4.4
2 0 3.25 2 7.16 8.02 2 11.35 12.71 2 5 4.98

Ms. Calera
1 2 3 4
Removing excess in
Removing of excess in Checking and putting
Cutting transfer gate and inside
Flaps in the basket
the rubber
R W OT NT R W OT NT R W O NT R W OT NT

2.3 1.5
1.11 6 2.62 1.11 10.17 11.29 1.11 12.64 14.03 1.11 4 1.71
2.3 6.2
1.11 6 2.62 1.11 10.68 11.85 1.11 11.41 12.67 1.11 5 6.94
2.3 1.4
1.11 6 2.62 1.11 11.88 13.19 1.11 14.67 16.28 1.11 2 1.58
2.3 1.4
1.11 6 2.62 1.11 10.22 11.34 1.11 13.40 14.87 1.11 7 1.63
2.3 1.4
1.11 6 2.62 1.11 7.59 8.42 1.11 10.22 11.34 1.11 3 1.59
3.0 2.6
1.11 0 3.33 1.11 7.38 8.19 1.11 9.41 10.45 1.11 9 2.99
3.0 1.2
1.11 0 3.33 1.11 8.35 9.27 1.11 9.74 10.81 1.11 8 1.42
3.0 1.5
1.11 0 3.33 1.11 10.33 11.47 1.11 8.84 9.81 1.11 4 1.71
3.0 1.4
1.11 0 3.33 1.11 10.89 12.09 1.11 7.92 8.79 1.11 1 1.57
3.0 1.2
1.11 0 3.33 1.11 13.56 15.05 1.11 15.08 16.74 1.11 6 1.40
Table 14 and 15. 7105 3146 A-1, Normal Time Computation
RG341-0300 E, Synthetic Rubber
, Left and Right Hand Chart
Ms. Lorna

33
1 2 3 4 5

Flaps Portion Bellows Portion Sealing portion Injection Gate Checking

R W OT NT R W OT NT R W OT NT R W OT NT R W OT NT

1.12 19.48 21.82 1.12 6.26 7.01 1.12 9.51 10.65 1.12 5.78 6.47 1.12 10.34 11.58

1.12 9.98 11.18 1.12 5.54 6.20 1.12 16.57 18.56 1.12 5.93 6.64 1.12 6.54 7.32

1.12 12.64 14.16 1.12 13.68 15.32 1.12 9.54 10.68 1.12 5.76 6.45 1.12 4.1 4.59

1.12 9.45 10.58 1.12 15.87 17.77 1.12 7.39 8.28 1.12 3.92 4.39 1.12 2.93 3.28

1.12 9.36 10.48 1.12 6.32 7.08 1.12 11.18 12.52 1.12 4.01 4.49 1.12 4.42 4.95

1.12 21.24 23.79 1.12 17.06 19.11 1.12 12.04 13.48 1.12 6.25 7.00 1.12 3.04 3.40

1.12 17.58 19.69 0 0 0.00 1.12 11.48 12.86 1.12 4.83 5.41 1.12 4.18 4.68

1.12 12.3 13.78 1.12 9.43 10.56 1.12 8.5 9.52 1.12 4.11 4.60 1.12 4.37 4.89

1.12 11.5 12.88 0 0 0.00 1.12 7.54 8.44 1.12 4.33 4.85 1.12 3.98 4.46

1.12 10.57 11.84 1.12 11.82 13.24 1.12 8.1 9.07 1.12 5 5.60 1.12 4.31 4.83

Table 16. RG341-0300 E, Synthetic Rubber, Normal Time Computation

, Left and Right Hand Chart

Ms. Calera
1 2 3 4 5

Flaps Portion Bellows Portion Sealing portion Injection Gate Checking

R W OT NT R W OT NT R W OT NT R W OT NT R W O NT

1.12 28.37 31.77 0 0 0 1.12 10.16 11.38 1.12 12.08 13.53 1.12 26.52 29.70

34
1.12 26.52 29.70 0 0 0 1.12 13.26 14.85 1.12 5.83 6.53 1.12 2.93 3.28

1.12 20.29 22.72 1.12 3.62 4.05 1.12 11.7 13.10 1.12 11.15 12.49 1.12 6.24 6.99

1.12 21.2 23.74 1.12 4.77 5.34 1.12 12.54 14.04 1.12 7.5 8.40 1.12 4.93 5.52

1.12 32.32 36.20 1.12 4.59 5.14 1.12 9.1 10.19 1.12 7.86 8.80 1.12 5.36 6.00

1.12 16.26 18.21 1.12 5.84 6.54 1.12 10.34 11.58 1.12 11.1 12.43 1.12 4.64 5.20

1.12 10.93 12.24 1.12 3.67 4.11 1.12 13 14.56 1.12 9 10.08 1.12 4.87 5.45

1.12 30.31 33.95 1.12 9.75 10.92 1.12 12.45 13.94 1.12 7.72 8.65 1.12 4.72 5.29

1.12 31.42 35.19 1.12 5.2 5.82 1.12 20.05 22.46 1.12 9.44 10.57 1.12 4 4.48

1.12 12.38 13.87 0 0 0 1.12 13.62 15.25 1.12 7.73 8.66 1.12 5.12 5.73

Table 17. RG341-0300 E, Synthetic Rubber, Normal Time Computation

, Left and Right Hand Chart

Computation of Standard Time

Standard Time = Ave. NT (1+%Allowance)
Ave. NT = (Total NT / No. of observations)

7105 3146 A-1

Ms. Lorna
Summary
Total NT 26.82 93.78 134.94 37.23
No.
Observations 10 10 10 10
Average NT 2.68 9.38 13.49 3.72
% Allowance 35
0.08 0.08 0.08 0.08
Standard Time 2.90 10.13 14.57 4.02
Total Standard Time (sum standard time for all elements):31.62
 Ms. Calera

Summary
Total NT 29.75 112.17 125.80 22.52
No.
Observations 10 10 10 10
Average NT 2.97 11.22 12.58 2.25
% Allowance 0.08 0.08 0.08 0.08
Standard Time 3.21 12.11 13.59 2.43
Total Standard Time (sum standard time for all elements):31.35
Table 18 and 19. 7105 3146 A-1, Standard Time Computation
, Left and Right Hand Chart

RG341-0300 E, Synthetic Rubber

Ms. Lorna

Summary

Total OT 134.1 85.98 101.85 49.92 48.21

Rating 112 112 112 112 112

Total NT 150.192 96.2976 114.072 55.9104 53.9952

No. Observations 10 10 10 10 10

Average NT 15.0192 9.62976 11.4072 5.59104 5.39952

% Allowance 0.08 0.08 0.08 0.08 0.08

Standard Time 16.220736 10.4001408 12.319776 6.0383232 5.8314816

Total Standard Time (sum standard time for all elements): 50.8104576 36
 Ms. Calera

Summary

Total OT 230 37.44 126.22 89.41 69.33

Rating 112 112 112 112 112

Total NT 257.6 41.9328 141.3664 100.1392 77.6496

No. Observations 10 10 10 10 10

Average NT 25.76 4.19328 14.13664 10.01392 7.76496

% Allowance 0.08 0.08 0.08 0.08 0.08

Standard Time 27.8208 4.5287424 15.2675712 10.8150336 8.3861568

Total Standard Time (sum standard time for all elements): 66.818304

7105 3146 A-1

Ms. Lorna

Table 20 and 21. RG341-0300 E, Synthetic Rubber, Standard Time Computation

37
 Table 22. 7105 3146 A-1, Time Study Form

Ms. Calera

38
 Table 23. 7105 3146 A-1, Time Study Form

RG341-0300 E, Synthetic Rubber

Ms. Calera

39
 Table 24.RG341-0300 E, Synthetic Rubber, Time Study Form

Ms. Lorna

40
Table 25.RG341-0300 E, Synthetic Rubber, Time Study Form

CHAPTER 6
Summary, Conclusions, and Recommendations

41
6.1 Summary
Motion and time study can help in improving working conditions, working
environment, and motivate the workers. The main purpose of the motion and time study
is to reduce waste using the motion analysis techniques, time study techniques, and the
use of time standards. The time study specifically measures the work that the human or
machine is performing, time study also measures the time necessary for a task or job in
order to analyze and create the best method for the job.
At the first day of the study, the researchers had an orientation about the policies
inside the company. After the orientation, the researchers was allowed to observe the
process of the product that was assigned to them. On their second day, the researchers
conducted the actual time study inside the workstation. The company gave them two
different workers to have a comparison in order to know which worker is effective and
efficient. On the last day, the researchers verified their own time study on the time study
made by the company. Fortunately, the time study made by the researchers are close to
the standard time of Miyasaka.
6.2 Conclusion
The researchers therefore conclude that when a worker is already familiarized
with the job he / she is assigned, he / she can do the task efficiently and effectively. The
operator 1, which is Ms. Lorna, is consistent in following the step-by-step procedure of
the said product while the second operator, Ms. Calera, is inconsistent in doing the
procedure because sometimes she skips the inspection part wherein they have to double
check if there are still remaining excess in the product. Ms. Calera is only effective while
Ms. Lorna is effective and efficient at the same time.
There are some deadly waste inside their workstation. It includes too much
transportation, delay and motion. Once the products in their table are all done and
checked, they have to stand-up every time and go to the other corner of the workstation
just to get the unfinished products inside the storage box and then get back to their seat to
continue what they are doing. This lessens their productivity because they could have
already done many finished products if the storage box is near them and it does not too
much of their time.

6.3 Recommendation
Recommendation no. 1 (7105 3146 A-1)

42
- Description of the Present System

 In the workstation, the researchers noticed that the line leader is too far from the
storage of the products that needs to be finished.
- Problem Identification and Illustration

1 2 3

4 5 6

7 8 9

10 11
Figure 7. Floor Plan of Present system

 The rubber excess is to sticky sometimes to the flaps portion that is

why the operation is getting longer than usual because the machine
used in the molding procedure of RG341-0300 E, Synthetic Rubber
before the finishing section caused to have a delay in removing too
much excess in the flaps portion. The second operator (Ms. Lorna) is
too fast because she knows that the researchers are observing her while
she is removing excess and sometimes when she is checking the
rubber she is also too fast, so when the products are in the inspecting
area they will also remove or reject products that will not meet their
standard.

- Objective of the recommendation

 To lessen transportation

 To avoid delay

 To reduce motion

43
  To reduce the delay caused by the machines, so that the process on
removing excess will always meet its standard time for them to meet the
quota set by the company.

- Recommendation

 The line leader for the product 7105 3146 A-1 should be transferred near the
storage box so that the transportation, delay, and motion will be lessened. They
should add another separate table, LED and another storage box for the line
leader of the other products.
- Solution and Illustration

11
 1 : Line Leader
 11 : Line Leader (another table)
2 3 4 12
 2, 3, 4, 5, 6, 7, 8, 9, and 10 : Workers
 12 and 13 : Storage Box
5 6 7 13
 14 : another storage box

8 9 10 14

11
Figure 8. Floor Plan of Proposed system
- Advantages

 The location of the storage is nearer to the worker

 Transportation and delay is reduced

 The advantages will make the worker meet the standard time and the quota
set by the company.
- Disadvantages

 There will be additional cost for building the workstation and storage
 The space of the room will be smaller

44
 - Cost Benefit Analysis

Description No. of Units Unit Cost Total Cost

Wooden Table 1 PHP 950 PHP 950

Storage Box 1 PHP 850 PHP 850

LED 1 PHP 180 PHP 180

Grand Total PHP 1,980.00

Table 26. Cost and Benefit Analysis

Benefit

- If the company follows the proposed recommendation, there will be significant

changes in the workplace
 The transportation of the unfinished product will be much faster since the
storage of the product is nearer.
 Delay would be reduced because the storage box is near, and the workers do
not have to leave the workstation for a long period of time.
 Motion will be lessen since the location of the storage box is not far.
 The daily quota of the operator will increase because of the adjustment in the
workplace.

Recommendation no. 2 (RG341-0300 E, Synthetic Rubber)

- Description of the Present System
 The present system is well managed by the company because they want to
assure the quality of the product and safety of every worker in their company.
Their system is always aiming for improvement to reduce delays and

45
 overwork. They are passed in ISO 9001:2000 QMS, it is a proof that they are
improving their system.
- Recommendation
 The company should monitor the worker if they are doing the right job
so that when the product is in the finishing area they will always meet
the standard time.

References

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46
 3811, June 2011, PP.75-84.
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8. https://www.researchgate.net/publication/311821857_Garment_Sewing_Process_Delay
_Problem_Worker_Performance_Efficiency_Improvement_in_a_Philippine_Garment_Co
mpany
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10. Jalwadi S.N. and Patil Satyajit, „Productivity Improvement in an Engineering Firm
through Computer Applications‟, Productivity. Vol.51, No .4, JanuaryMarch, 2011, PP.
315-317. http://shodhganga.inflibnet.ac.in/bitstream/10603/13108/7/07_chapter
%202.pdf

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11. Kayar, M., & Akalin, M. A RESEARCH ON THE EFFECT OF METHOD STUDY ON
PRODUCTION VOLUME AND ASSEMBLY LINE EFFECIENCY. Retrieved from
http://dergipark.gov.tr/download/article-file/218240

12. Kettering University Online. (2016, September 2). How to Handle Bottlenecks in
Operations Management. Retrieved from
https://online.kettering.edu/news/2016/09/02/how-handle-bottlenecks-operations-
management

13. Kumar Sanjay,„Optimization of Resources in Service As Well As Manufacturing

Industries‟, Unpublished Ph.D. thesis, University of Mumbai, Mumbai, 2010, PP.1-131
http://shodhganga.inflibnet.ac.in/bitstream/10603/13108/7/07_chapter%202.pdf

14. Optimization Assembly Process base on Motion Time Study in Manufacturing Industry:
Study Case and Implementation. Available from:
https://www.researchgate.net/publication/274898913_Optimization_Assembly_Process
_base_on_Motion_Time_Study_in_Manufacturing_Industry_Study_Case_and_Impleme
ntation

15. Pigage, L. C., & Tucker, J. L. (1956). Motion and time study. Urbana, IL: University of
Illinois.

16. Philippines Labour Productivity Growth | Economic Indicators | CEIC. (n.d.). Retrieved
from https://www.ceicdata.com/en/indicator/philippines/labour-productivity-growth
http://www.lean-manufacturing-japan.com/scm-terminology/bottle

17. Productivity improvement by work and time study technique for earth energy-glass
manufacturing company Determination of Standard Times for Process Improvement: A
Case Study. Available from:
https://www.researchgate.net/publication/316069287_Determination_of_Standard_Ti
mes_for_Process_Improvement_A_Case_Study

18. Salvendy, G. (2001). Handbook of industrial engineering / Performance improvement

management ; management, planning, design, and control. New York: Wiley.

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Perspective Layout

Company Profile

Miyasaka Polymer (Phils.), Inc. is a Philippine Economic Zone Authority (PEZA)

registered company, which was established on November 1994 and started its operation on
October 1995. Initially, the factory building covers 2,650m2 from the total land area of
10,507m2. The company is engaged in the manufacture of molded rubber parts including
assembly with other parts such as plastic connector and metal. Our products are used not only in
the automotive industry but also in Electric Appliances, Medical Instruments, Cameras &
Microscope Parts, Compressor Seal Parts and Electronic Microswitch Pads. Majority of our
products are exported to other countries such as Japan, Germany, USA, Singapore, Thailand,
Hongkong, China, Vietnam, Indonesia and other ASEAN Countries. Remaining parts are
provided for the domestic market in the Philippines. On September 2005, another building with
an area of 2,800m2 became operational, increasing the total factory area to 5,459m2. The
company is the 5th factory among the six (6) factories of Miyasaka Rubber Group and the first to
be located outside of Japan. On the year 1999, the company embarked in the improvement of the

49
Quality Management System and successfully acquired ISO 9001:1994 QMS certification on
May 20, 2000. On May 2003, the same Quality Management System was successfully upgraded
to ISO 9001:2000 QMS.

On 2006, the QMS was successfully upgraded to ISO/TS 16949:2002 to comply with the
automotive customers. On 2008, Environmental Management System was established based on
ISO 14001:2004 Standards and was certified.

50
September 10, 2018

Ms. Charie Iraola

HR Manager

Miyasaka Polymer Philippines, Inc.

20 Ampere St, Cabuyao, 4025 Laguna

Dear Ms. Iraola:

Arriba!

We, the undersigned students of IE071a-L (Introduction to Methods Engineering), would

like to ask permission from your good office to conduct a Motion and Time Study (MTS) in your
company, specifically in the Production Area.

This activity will introduce and expose us to the actual work assignments of your workers,
the existing systems and procedures that you adapt in the Production Department, and to the
kind of job that we are about to accomplish as future industrial engineers.

We wish to conduct this plant study every Wednesday and Thursday 8:00 am-12:00
pm starting October 25, 2018 to November 29, 2018.

We assure you that all data and information taken from your company will be treated
CONFIDENTIAL and that we will follow existing company rules and regulations.

Your accommodation and assistance to our group is highly appreciated. Should you have
any queries regarding this matter, we are available for discussion in your most convenient time at
Españo, Ahlea Paola DG. 09081531081 or Valderama, Janlin Clare D. 09976620393

Thank you very much.

Very truly yours

51
Españo, Ahlea Paola DG. Huevos, John Daryl G

Opeña, Mary Grace G. Valderama, Janlin Clare D.

Noted by:

_______________________

Engr. Joshua I.L. Palisoc, CIE, AAE, SCMS-A, CLSSGB, MSIE

Instructor, Introduction to Methods Engineering - Laboratory

___________________________

Engr. Ma. Kathleen L. Duran, CIE, AAE, CLSSGB

Co- Chair, Industrial Engineering Department

52
Ahlea Paola DG. Españo
B12 L1 Ph 4 Mahogany Villas Subd. Looc, Calamba City, Laguna
Contact No: 0995-608-6469 & 0908-153-1081
Email: ahleyapaola@gmail.com

Personal Information
Full name: Ahlea Paola DG. Españo
Gender: Female
Date of Birth: October 01, 1998
Marital Status: Single
Place of Birth: Cabuyao Laguna
Height: 4’11”
Weight: 45

Career Objective
Language Spoken: Filipino, English
Desire the responsible and challenging position of industrial engineer where my skills and knowledge will
have important utilization for the development of organizational productivity.
Tertiary

Educational Background
 Bachelor of Science in Industrial Engineering
Colegio de San Juan de Letran Calamba,

Personal Skill

School Year 2015-Present

 A strong desire for organization and efficiency.
 Continuous desire to learn
 Passion for improvement
 Initiative
 Dynamic

Reference
 Ability to work under pressure
Character References:

Angelica DG. Españo Manager APEX INC. Calamba City 0995-316-3806

53
 I hereby certify that the above information is true and correct to the best of my knowledge and belief.
___________________

Españo, Ahlea Paola DG.

Applicant

John Daryl G. Huevos

Blk 48 Lot 7, Amaia Scapes,
Barangay Barandal, Calamba City, Laguna – Philippines
Contact No.: 0956-122-9420
Email: j.huevos@yahoo.com

Personal Information
Full name: John Daryl G. Huevos
Gender: Male
Date of Birth: January 26, 1999
Marital Status: Single
Place of Birth: Calamba City, Laguna
Height: 5’7”
Weight: 58

Career Objective
Language Spoken: Filipino, English
To use the knowledge and experience to work effectively in any type of tasks or problems. Dedicated to
learn new things and have more experience in order to grow as a professional.

Educational Background
Tertiary
 Bachelor of Science in Industrial Engineering
Colegio de San Juan de Letran Calamba,

Personal Skill
School Year 2015-Present
 Good Communication Skills
 Complete tasks on time
 Open on learning new things
 Go to place ahead of time

54
 Reference

Please Contact:
Mr. Noel C. Huevos Manager STmicroelectronics, inc. 0917- 533- 0654

I hereby certify that the above information is true and correct to the best of my knowledge and belief.
________________________
Huevos, John Daryl D.

t
Grace Opeña
B21 L13 Asia 1, Kapayapaan Ville,
Canlubang, Calamba City, Laguna – Philippines
Contact No.: 0935-410-3368
Email: mggopena@gmail.com
PERSONAL INFORMATION
Full Name: Mary Grace G. Opeña
Gender: Female
Date of Birth: October 3, 1998
Age: 19 years old
Marital Status: Single
Place of Birth: Calamba City, Laguna
Height: 5’0”
Weight: 45 kg.
Language Spoken: Tagalog and English
CAREER OBJECTIVE
To develop complex project with efficiency and quality that promotes personal growth and uplift
professional development.

EDUCATIONAL BACKGROUND
Bachelor of Science in Industrial Engineering
School Year 2015-Present
Colegio de San Juan de Letran - Calamba
Bucal, Calamba City, Laguna, Philippines
PERSONAL SKILLS
 Relate well with others
 Show initiative to help without being asked
 Go to places ahead of time
 Make things in order

55
  Good verbal and written communication skills
 Motivated and always willing to learn new things
 Independent and self-sufficient in handling tasks

REFERENCES

Please contact:

Mr. Petronilo P. Opeña Team Leader Toyota Autoparts Phils. 09175717129

I hereby certify that the above information is true and correct to the best of my knowledge
and belief.
______________________
Mary Grace G. Opeña
Applicant

Janlin Clare D. Valderama

1098, purok 2,
Bucal, Calamba City, Laguna – Philippines
Contact No.: 0997-662-0393
Email: janlinvalderama@gmail.com
PERSONAL INFORMATION
Full Name: Janlin Clare D. Valderama
Gender: Female
Date of Birth: January 14, 1999
Age: 18 years old
Marital Status: Single
Place of Birth: Calamba City, Laguna
Height: 5’1”
Weight: 56 kg.
Language Spoken: Tagalog and English

CAREER OBJECTIVE

To use and enhace my skills including my knowledge that can help in my future career.

EDUCATIONAL BACKGROUND
Bachelor of Science in Industrial Engineering

School Year 2015-Present

Colegio de San Juan de Letran - Calamba

56
 Bucal, Calamba City, Laguna, Philippines

PERSONAL
 WillingSKILLS
to learn new things

 Self-motivated
 Ability to work under pressure
 Well organized
 Good communication skills
 Enthusiastic, dependable and independent
 Flexible, willing to take on more responsibilities as needed

REFERENCES
Please contact:

Mr. Menandro A. Valderama Lead Mechanic Motech 09751779685

I hereby certify that the above information is true and correct to the best of my knowledge
and belief.
______________________
Janlin Clare D. Valderama
Applicant

57