IN DUS TR Y INTEGRA TION in

Metalcasting Technology Division received twenty-eight (28) job orders from the
months of January to April 2007. These are combined job orders for both Conventional
Casting Section (CCS) and Precision Casting Section (PCS). The summary of job
orders taken from the job status reports is shown in Table 1. Listed in the said table are
the customer’s names, description of their job orders, the date the orders were received
and delivered as well as the corresponding lead times in terms of working days. It could
be noticed that one day was the shortest lead-time, on the contrary fifty-six days was
the longest duration. Job orders that were delivered with time span of one day to twenty
days were considered timely because twenty (20) days is the allotted processing time
for a particular job order. On the other hand, job orders that were completed beyond the
allotted period of 20 days were considered delayed job orders.
Of the 8 orders received for the month of January, 3 were completed on time
including the candle holder, pattern repair and moonstrance while 5 job orders were
delayed involving Jesus Christ Icon, cathode contactors, decorative, nozzle fitting and
tire markers. For the month of February, 11 orders were received, 6 of which are
delivered on time such as ring gear, outside levers, stamp molds, guitarman trophy and
wood patter flasks; 3 orders were delayed including frontheads, inside levers and
guitarman casted brass. The remaining 2 job orders such as crown rest and fork are still
on the process of completion, however they could be considered delayed. This is for the
reason that if one would count the interval between the date the orders were received
and the date this study was conducted, it had exceeded the standard time of 20 days.
For the month of March, 3 orders were accepted, 2 orders were discharged on schedule
like lock frames and jars while only one order that was the five-tooth gear was delayed.
For the month of April, 6 orders were received, 2 of which were delayed such as the
window lock and frontheads while the rest of the orders were prompt including the brass
impeller pattern, steel disc preform, window lock, decals and footing. The total number
of job orders including the on timed orders and delayed orders for each month from
January to April is shown in Figure 1.
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Figure 1. Monthly Orders: On timed and Delayed Orders

12
11
10
Number of Job Orders

8
8
6 6
6
5 5
4
4
3 3
2 2
2
1
0
January February March April
Month

Total No of Orders On timed Orders Delayed Orders

To sum it up, 53.57% of the twenty-eight job orders from January to April 2007
were completed on schedule while the remaining 46.43% of the job orders were
delivered late. Of the percentage of delayed job orders, 38.46% came from the month of
January, another 38.46% from February, 7.69% came from March and the 15.38% left
came from April. The months of January and February were the major contributor to the
percentage of delay while the month of March was the petty contributor. This could be
seen in Figure 2. Delayed orders occupied almost half of the job orders so this
phenomenon was not ignorable. In order to give remedy to this problem and to evade
the possible negative impacts to the company, the probable causes of delayed delivery/
completion of job orders had been identified. This is displayed in the Cause-and-Effect
Diagram shown in Figure 3. The causes were categorized into machine, material,
manpower and methods.
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Figure 2. Percentage of On timed and Delayed Job Orders

53.57%

46.43%

On timed job orders Delayed job orders

I. Machine
Under the machine, two probable causes had been identified. These were furnace
breakdown and unavailability of machines.

A. Furnace Breakdown
Induction furnace is the life of the Foundry Workshop. It is considered as the
most important equipment because of its function. Induction furnace is used for
melting ferrous materials. In the process flowcharts shown in Figure 4, it is visible
that the melting operation is both present in conventional casting and investment
casting processes. If induction furnace failure occurs, melting operation would not
take place and castings would not be completed. That is why, induction furnace
breakdown is regarded to be a considerable hindrance in meeting the target delivery
dates.
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The whole induction furnace is composed of 150-kg kiln, 250-kg kiln, 500-kg kiln
and a power-trak or the control board. In terms of the furnace’s exploitation, they
could only be used one at a time. For instance, if the 150-kg kiln is used, the other
two kilns could not be operated. In terms of furnace failure, if one of the kilns is
damaged, the other two kilns could still be used. However, if the control board is the
one that failed to function, the entire induction furnace could not be operated. This
became a problem during February 8, 2007 when the control board had been
damaged because of current fluctuation. The refurbish took a long time because
they had to wait for the indented parts from Australia. The damaged part was not
available in the Philippines. The cost of repair was approximately Php 300,000.00
and it included the supply of labor and new materials. On March 23, 2007, the
furnace was put into use again.

Thirty-one working days had passed and during this period, many of the job
orders were not processed. Moreover, the capacity utilization for the month of
February reaped a small value of 31.94%. This means that a larger portion equal to
68.06% was unutilized. On the month of March, the capacity utilization increased to
67% as the pending job orders before the furnace breakdown were processed.
However, the value of capacity utilization dropped to 28.22% on April because the
induction furnace failed once. It was exploited again on May 2, 2007. The Velca
maintenance personnel had to put over voltage protection (OVP) module and diode
for safety purposes. However, until today the furnace could not be used in its full
capacity. The capacity utilization from January to April is shown in Figure 5.

Because of what happened, it became significant to review the history of the

furnace. VIP Inductotherm manufactured the induction furnace on February 1994.
The model was called as VIP Power-Trak and Power-Melt with a serial number of
01983280. The whole furnace was acquired and installed on June 1998 with a price
of Php 4,556,000.00. It has a useful life of ten years. The furnace is in its ninth year
of its economic life. One more year to come and the furnace would be obsolete. Due
to this, it is possible that the furnace would be more susceptible to frequent
malfunctions.
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Figure 5. Capacity Utilization from January to April 2007

80%

70%
67.00%
Capacity Utilization (% )

60%

50%
42.22%
40%
31.94%
30% 28.22%

20%

10%

0%
January February March April
Month

Aside from the age of the furnace, the failure may also be due to lack of
preventive maintenance. The company used to have a Maintenance Section, which
performs the proper preventive and corrective maintenance for all the machines in
MIRDC. However, the said section was dissolved due to rationalization on January
2007. The maintenance personnel were absorbed in every divisions of the company
like the Metalcasting Technology Division (MCTD). However, no preventive
maintenance was given to the furnace since then. The company had a preventive
maintenance schedule but it was not followed. What MIRDC did is to perform
corrective maintenance when a machine failure occurs.

B. Unavailability of machines
Apart from the job orders for casting products, the Foundry Workshop also
accepted job orders for timesharing of machines. The four tenants in the workshop
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are the Shooters Arms Manufacturing, Metro Arms Corporation, Defense Contract
Center of the Philippines and Regal Metallurgy Incorporated. The tenants used
machines inside the Foundry for developing their own products. There were times
that MIRDC has to use it but they were unable to operate it for the tenants were
exploiting it. Based on the job status report from January to April, 66 out of 94 job
orders came from the tenants. This is equal to 70.21%, which is a large share as
compared to the 29.79% use of machine of the MIRDC itself. This is shown in Figure
6.

Figure 6. Percentage of Job Orders Processed by MIRDC and the Tenants

MIRDC
29.79%

Tenant
70.21%
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In line with this, the frequency and machines used by the tenants are shown in
Figure 7. From the figure, it could be observed that the wax injection machine is the
most frequently used, hence, the most commonly unavailable. Contrariwise, the
grinder, compressor and crucible furnace were the most sporadically used.

Figure 7. Frequency of the Use of Machines by the Tenants

35

30

25
Frequency of Use

20

15

10

0
A B C D E F G H I J K L M N O P Q R
Machines
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Legend:

CODE MACHINES CODE MACHINES

A Autoclave dewaxing machine Sand blasting machine
J
B Compressor
K Sand reclaimer
C Crucible furnace
L Shellfiring machine
D Fluidized bed
M Shot blasting machine
E Forklift
N Slurry mixer
F Furan sand mixer
O Soldering iron
G Grinder
P Wax curing tank
H Hot plate
Q Wax injection machine
I Induction furnace
R Wax reclaimer

II. Materials
Under the materials category, the identified reasonable causes were unavailable
production materials and the waiting for supply of materials.

A. Unavailable materials
The Metalcasting Technology Division is a part of MIRDC, which produces short-
engineered products. For the reason that MCTD is a produce-to-order segment, it
does not stock numerous inventories of production materials. What is found in the
warehouse were just excess materials used in the last job order the MCTD had
worked on. The remaining materials would be used after they had received job order
of casting products requiring the same materials. However, if a job order needing the
different materials would arrive, no articles were on hand to be readily used. This case
would be the signal for them to purchase the needed raw materials. Because of this
system, materials were frequently unavailable when desired. This would result to
delay in meeting the target delivery dates. Moreover, budget constraint is also a
contributing factor to the unavailability of materials. The budget of MCTD including the
fund for acquisition of production materials is given to them on a quarterly basis. If the
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entire quarterly budget were depleted before the next quarter comes, there would be
no fund to purchase the needed materials. Consequently, job orders would not be
processed.
The materials repeatedly unavailable whether for conventional casting and
investment casting are zircon sand, zircon flour, kerosene, diesel, lumber, carbon
dioxide, chromite sand, colloidal silica, cut-off wheel, grinding wheels, scraps, pig
iron, parting agent, lumber and plywood. Since they are the most regularly used, they
are the most vulnerable to being out of stock.

B. Waiting for the supply of materials

MIRDC or the clients either supply the materials. As to MIRDC, the materials
could only be supplied after MCTD had made a purchase request of production
materials and had submitted it in the Financial Division. Subsequently, the Financial
Division had to canvass for the prices of materials to at least three suppliers and
would choose to buy in the store bidding the lowest cost. The average lead-time
would take about two weeks to one month. While waiting for the supply, the job
orders would not be put in the process and this lengthens the completion of casting
products.
If MIRDC could not supply the needed materials because of budget constraint,
they wold informed the clients and would give them three options. The first choice is
to pull out the client’s job order. The second is to wait for the next quarterly budget
before the customer’s job orders would be processed. The third choice is to allow
the client to supply the required materials. If the customer choose to supply the
materials, job orders would be instantaneously processed. The problem emanates
when the customer does not immediately supply the materials as this prolongs the
processing of casting products.

III. Manpower
Workers’ attitude towards their jobs and lack of workers are the probable causes of
delay in the delivery of casting products under the manpower category.
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A. Workers’ attitude towards their jobs

Absenteeism and tardiness of workers are minor causes of delay. As a result,
there are times that a certain job could not be initiated. An idle time occurs and such
thing should be avoided. Carrying out non-production related activities such as
texting and hauling things around during working time added to idle time. As an
effect of this, the man-hour utilization has a possibility to be reduced. The man-hour
utilization percentage could not be presented in this study because not all workers
submit the job tickets, which are the basis of utilization percentage.

B. Lack of workers
Rationalization in MIRDC causes some of the employees in MCTD to be
transferred to other division. Lack of workers in the Foundry Workshop is the
consequence. Both the Conventional Casting Section and Precision Casting Section
have five employees. Each of these employees performed different duties as shown
in Table 2. There are employees flexible enough to do other chores aside from his
duty. However, there are employees not that skillful enough to do other tasks.

Table 1. Assigned Tasks to the Employees

CONVENTIONAL CASTING SECTION PRECISION CASTING SECTION

Employee’s
Task Employee’s Name Task
Name
Mar Pattern making Celso Wax pattern making
Gabby Molding Boy Wax assembly
Ceramic mold
Romy Molding Cesar
making
Joseph Melting & Fettling Larsen Assembly
Bong Melting & Fettling Toque Fettling
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Lack of workers could be felt when many job orders are to be processed.
Sometimes, the number of job order is not in proportion with the number of workers.
Moreover, this could also be felt if a certain operation necessitates more employees
than the number of workers that were previously assigned to do the said operation.
For example, there were only two employees assigned to do the melting operation.
But in reality, four employees are required. So what MCTD did is to pull out the other
two needed employees in their jobs. These two employees momentarily stopped in
doing their tasks and assist in melting operation particularly in lifting and carrying of
ladle lining.

IV. Methods

Defective castings and poor job scheduling are the identified causes of delay in the
Methods category.

A. Defective castings
Defective castings are due to wrong casting designs of the clients as well as the
failure of MCTD personnel to recheck it. As a result of defects, reworks need to be
done and such rework is time-consuming. The availability of man, machine and
manpower need to be reconsidered. Rework would be costly and the completion of
casting products would be lengthy. This would cause delay. Defective castings may
also be due to off-standard composition. The off-standard composition is a result of
uncontrolled loses in the chemical composition of the materials.

B. Poor job scheduling

Job scheduling is the duty of operation planning and control personnel. However,
the personnel failed to execute it. As an alternative to this, the Chief of MCTD and
the Supervisors of the Casting Sections were the one arranging the schedules but
only through word-of-mouth. There was no formal or written schedule. As a result,
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job scheduling is disorganized. Sometimes the schedules that had agreed by the
chief and supervisors were not followed. Intervention in schedules occurs. There are
tenants using machines even if they were not scheduled to do so. The inferior job
scheduling causes some casting products not to be immediately processed. The
target delivery dates become at risk.

Job scheduling is one of the production planning and control functions that were
not systematically performed in the Foundry Workshop. Other PPC functions that
were also not followed were forecasting, routing, dispatching and expediting. The
only functions that the operation planning and control personnel performed were
cost estimating and follow-up as listed in Table 3. In MCTD, only one personnel were
left after the Operation Planning and Control Section was dissolved due to
rationalization. As a result, the said personnel could not do all the jobs required of
him. Moreover, he belonged to the classification of workers that are always absent
and late. Reaching an unsatisfactory job order in terms of time is the output.

Table 3. Current job description of operation planning and control personnel

Job Title: Operation planning and control personnel

Accountability: Chief of MCTD
Brief Description: Ensuring satisfactory job order performance
in terms of cost, quality and delivery
1. Preparation of cost estimates
Duties and Responsibilities:
2. Preparation of timely reports such as
production reports.
3. Follow-up job requirements for
MCTD.
4. Coordinate drawing requirements of
MCTD job orders.
5. Coordinate with the supervisor of
MCTD regarding job status.
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Prioritization of probable causes is needed in order to determine which of them

needed immediate action and ample time. This is shown in Table 4. The causes were
classified into two: A or B. Class A are the major and frequent causes of delay while
Class B. are the minor and infrequent causes of delay. Furnace breakdown and
unavailable materials belonged to class A while the rest of the causes were classified as
class B.

Table 4. Prioritization of the probable causes of delay

Probable causes of delay A B

Furnace breakdown √
Unavailability of machines √
Unavailable materials √
Awaits supply of materials √
Lack of workers √
Workers’ attitude √
Defective castings √
Poor job scheduling √

CONCLUSION

Analysis of the job status reports from January to April revealed that delay in
meeting the target delivery dates is prevalent in Metalcasting Technology Division.
Delay is a form of waste and it just gives negative impacts to the company. The delay
present in MCTD could be considered as an avoidable one.

Many factors in the categories of machines, materials, manpower and methods

contribute to the causes of such delay. Investigation of this resulted to the major or root
antecedents of delays, which were the furnace breakdown and unavailability of
materials. Furnace breakdowns were due to lack of preventive maintenance and its age.
Unavailability of materials was due to budget constraint and an unorganized production
planning and control system in terms of inventory management. The said root causes
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are those that frequently occur during the period of study. However, the frequency of the
occurrence of such sources was not known. This revealed that there is gap in this study.

For this research to be of value, further study should be made to deepen the
analysis and come up with the best solution. Continued long-term analysis of delays
should be done so that dynamics can be truly understood.

OBJECTIVES OF THE STUDY

The principal objective of the study is to determine the possible causes of delay in
meeting the target delivery dates of casting products. This study also aims to reduce the
percentage of such delay from 46. 43% to 23% for the next months to come that is from
May to December 2007 in the Metalcasting Technology Division (MCTD).Finally, it is
also intended to determine the industrial engineering tools and techniques that could be
applied in solving the problem.

A. System Analysis
This tool is used to be able assess the current system of preventive maintenance
of furnace and the production planning and control system in MCTD. Moreover, it also
aims to modify the current system or create a better system for the said matters.
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B. Job Description Analysis

This tool is utilized to be able to explicate the most important duties and
responsibilities of an operation and planning and control personnel.

STATEMENT OF THE PROBLEM

According to the job status reports from January to April 2007, the Metalcasting
Technology Division of Metals Industry Research and Development Center encountered
delay in meeting the target delivery dates of casting products. The following are the
questions that need to be answered while conducting the study.
1. What is the basis that led in the speculation that there is delay?
2. What is the percentage of delay? Can it be controlled or not?
3. What are the probable causes of delay in not meeting the target delivery dates?
4. What are the corrective actions that should be taken?

METHODOLOGY
The general problem solving process is employed in this study. This includes
problem identification, analysis of the problems, searching for the possible solutions and
the evaluation of alternatives. Data are gathered through Interviews, observations,
checking of records and additional readings. The following are the procedures
observed.
1. Making and checking of the job status reports
2. Analyze the duration a particular job order was processed. Compare it to the allotted
processing time.
3. Classifying job orders into two: those that were finished on schedule and those that
were delayed.
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4. Computing for the appropriate percentage of timely job orders and delayed job
orders.
5. Using cause-and-effect analysis to determine the causes of such delays.
6. Ranking the order of the causes.
7. Thinking for possible solutions.
8. Assessing the other options.
9. Taking corrective actions, which include IE tools and techniques application.

RECOMMENDATION
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After the cause-and-effect analysis of the delay in delivery of casting products,

the following actions are recommended.

1. Have a preventive maintenance system

2. Conduct a cost-and-benefit analysis for major decisions such as equipment
replacement and increasing the workforce
3. Perform a job description analysis for operation planning and control personnel
4. Establish strict production planning and control system
5. Continue to perform quality assurance

Preventive maintenance should be strictly observed in order to evade frequent

and major damages of the induction furnace as well as other Foundry equipment.
Maintenance staff coming from the dissolved Maintenance Section should be assigned
to check the equipment on a regular basis. The maintenance personnel with the
approval of the management of MIRDC should arrange a monthly preventive
maintenance schedule for Metalcasting Technology Division. The following preventive
maintenance schedule for induction furnace is suggested.

Table 4. Monthly preventive maintenance schedule for induction furnace

MONTHS (date)
MACHINES
May Jun Jul Aug Sept Oct Nov Dec
VIP Power Trak 9 11 9 6 5 5 5 5
VIP 500-KG 18 18 16 13 12 12 12 12
VIP 250-KG 18 18 16 13 12 12 12 13
VIP 150-KG 9 11 9 6 5 5 5 6

Preventive maintenance is better than corrective maintenance. Lesser cot would

be incurred if prevention were exercised.

However, if the induction furnace repeatedly failed to function, equipment

replacement or major modification is the possible remedy. In order to justify the choice
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to be made the production manager or the chief of MCTD should conduct a cost-and-
benefit analysis. In doing so, the economy will be one of the basic considerations as
there are only limited budget for MCTD. All positive factors and negative factors should
be determined and quantified. The said option whether for replacement or modification
is justified if the benefit outweighs the cost.

Strict implementation of production planning and control system and performance

of the operation planning and control personnel of all the duties required of him are the
possible solution for causes of delay such as unavailable machines and materials,
waiting for supply of production materials, lack of worker and poor job scheduling.
Human resource personnel should conduct job analysis to clearly define the job
description and duties of the PPC personnel. The important job descriptions that must
be included are seen in Table 5.

Table 5. Job description of operation planning and control personnel

Job Title: Operation Planning and Control Personnel

Accountability: Chief of MCTD
Brief Description: Ensuring satisfactory job order
performance in terms of cost, quality and
delivery
Duties and Responsibilities: 1. Production planning
a. Forecasting of the number of job
orders to be received by MIRDC
b. Planning for inventory level and
workforce level
c. Issuing routing instructions
d. Estimating of cost to be incurred in
casting of products
e. Weekly scheduling of jobs
2. Production Control
a. Dispatching of works to the operator
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b. Monitoring the status of job orders

c. Speeding up of operation when
failure to meet schedules appear
likely
Hours of work: 40 hours per week

Training the personnel is important through letting him attend seminars that are
related in production planning and control. This could help him developed to efficiently
carry out his work.

A production planning and control system should be strictly implemented in the

Foundry Workshop. The production planning system is as follow:

1. Development of a complete procedure on paper including all pertinent steps from

order entry to delivery.
2. Selection of personnel and explanation of the system to everyone involved. This
includes the elements of order entry, inventory control, master scheduling, detail
schedule preparation, production reporting and performance reporting.
3. Determination and scheduling of all unfilled orders for a proper and specific shipping.
4. Preparation of production and shipping schedules; the schedules should be
distributed far ahead of schedule period to permit foremen to make their own
personnel and equipment schedule.
5. Working closely with the foremen to provide interpretation or changes needed to
meet the schedule requirements.
6. Analysis of production and shipping reports.
7. Preparation of timely reports to management on production and shipping
performance.
8. Upgrading of standard information as new data are received.

Strict implementation of the PPC system would result to many advantages. As to

materials, the inventory level would be determined and controlled. In order to determine
the proper inventory level including the safety stock, the expected demand per quarter
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should be determined. Through this, the optimal quantity to order and the timing of
procurement could be known. Moreover, the date the supply of materials received would
be anticipated. However, if the customer chooses to supply the materials, consistent
follow-up should be made for them to supply the needed materials as soon as possible.
As to machines, the availability of equipment could be ensured for all job orders if
proper scheduling of machine use is followed. As to lack of workers, the number of
required work force would be determined. Hiring, requesting for over time and sub-
contracting of works are possible solutions to lack of workers. However, these options
are management prerogatives. Further study should be made regarding the cost-and-
benefit analysis of these options. As to methods, poor job scheduling could be
addressed by having a written weekly job schedules and reports. The prioritization of
job orders should be first-come, first-serve.

Solution to defective castings relied on the Quality Assurance Section. Trial castings
should be made if a large number of job orders are received so as to avoid the entire
quantity of job order to be defective. Experienced workers must handle the jobs, as they
are more knowledgeable and equipped with the right technique. In the case of off-
standard composition, chemical analysis should be done for every melting operation in
order to avoid such problem. This would be the duty of supervisors of each casting
section.

APPENDIX B

METALCASTING TECHNOLOGY DIVISION

CAPACITY UTILIZATION REPORT
FOR THE PERIOD: JANUARY to APRIL, 2007

Company/Descriptio Batch/Heat No. of

Date J.O. number
n no. heats

500 kg Induction furnace

2-Feb 06-1-0180-25 MCTD/Sintering E001 1
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2-Feb 07-1-0010-25 Regal E002-E003 2

5-Feb 07-1-0010-25 Regal E004-E006 3
7-Feb 06-1-0189-25 Longitudinal beam E007 1
7-Feb 07-1-0010-25 Regal E008 1
7-Feb 07-1-0010-25 Regal E009 Trip
8
250 kg Induction furnace
26-Mar 06-1-0180-25 Napocor D001 1
26-Mar 07-1-0019-25 Shooters D002-D005 4
27-Mar 07-1-0020-25 Metro arms D006 1
27-Mar 07-1-0019-25 Shooters D007-D010 4
28-Mar CCS D011-D013 3
28-Mar 07-1-0018-25 Regal D014-D018 5
29-Mar 07-1-0018-25 Regal D019-D020 2
29-Mar 07-1-0019-25 Shooters D021 1
29-Mar CCS D022 1
29-Mar 07-1-0019-25 Shooters D023-D024 2
30-Mar CCS D025-D027 3
30-Mar 07-1-0019-25 Shooters D028-D030 3
30-Mar 07-1-0018-25 Regal D031 1
30-Mar 07-1-0019-25 Shooters D032-D035 4
31-Mar 07-1-0019-25 Shooters D036-D038 3
31-Mar 07-1-0020-25 Metro arms D039 1
31-Mar PCS D040 1
31-Mar 07-1-0019-25 Shooters D041-D046 6
19-Apr 07-1-0019-25 Shooters D047-D049 3
19-Apr 07-1-0026-25 Metro arms D050 1
19-Apr CCS D051 1
20-Apr 07-1-0024-25 Regal D052-D055 4
20-Apr 07-1-0025-25 Shooters D056-D057 2
20-Apr 07-1-0024-25 Regal D058-D060 3
26-Apr 07-1-0028-25 Shooters D061-D064 4
26-Apr 07-1-0029-25 Regal D065-D066 2
66

150 kg Induction furnace

11-Jan MCTD/Sintering C001 1
11-Jan 07-1-0002-25 Shooters C002-C006 5
12-Jan DCCP C007 1
12-Jan Toyota auto parts C008 1
12-Jan 07-1-0002-25 Shooters C009-C014 6
17-Jan Conventional C015-C017 3
17-Jan 07-1-0003-25 Shooters C018-C023 6
17-Jan Orhtopaedic C024 1
19-Jan 07-1-0003-25 Shooters C025-C030 6
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19-Jan 07-1-0005-25 Metro arms C031 1

24-Jan 07-1-0006-25 Shooters C032-C037 6
26-Jan 07-1-0006-25 Shooters C038-C043 6
31-Jan 07-1-0006-25 Shooters C044-C047 4
31-Jan 06-1-0184-26 Extruder knife C048 1
6-Feb 07-1-0012-25 Shooters C049-C054 6
6-Feb 07-1-0029-26 Stamp mold C055 1
6-Feb 07-1-0014-25 DCCP C056-C057 2
6-Feb 07-1-0013-25 Metro arms C058 1
6-Feb 06-1-0184-26 Extruder knife C059 1
23-Mar Metro arms C060 1
23-Mar 06-1-0184-26 Extruder knife C061 1
61
50 kg Crucible furnace
11-Jan 07-1-0005-26 Give away F001 1
Candle holder
11-Jan 07-1-0005-26 Give away F002 1
Candle holder
21-Feb 07-1-0013-26 Pingol F003 1
07-1-0030-26 Guitarman
22-Feb 07-1-0004-25 Cathode 26 moldx8 F004 1
9-Mar 07-1-0017-26 Tire marker F005 1
07-1-0047-26 Guitarman
14-Mar 07-1-0017-26 Tire marker F006 1
07-1-0013-26 Pingol
24-Mar 07-1-0021-25 DCCP F007 1
27-Mar LRT F008 1
28-Apr 07-1-0023-25 Impeller F009 1
9
250 kg Crucible furnace

30 kg Crucible furnace
12-Jan 07-0-0005-26 Candle holder I001 1
Pig
17-Jan Give away I002 1
21-Jan 07-1-0011-26 Jesus Christ Icon I003 1
21-Jan 07-1-0011-26 Jesus Christ Icon I004 1
12-Mar 07-1-0016-25 Flask (KSS) I005 1
30-Mar 07-1-0011-26 Jchrist I006 1
28-Apr Developmental I007 1
7
30 kg Crucible furnace
16-Jan Blower vane J001-J002 2
2
Summary
 IN DUS TR Y INTEGRA TION in

500 kg
Induction 8 heats x 500 kg = 4000.0
furnace
250 kg
Induction 66 heats x 250 kg = 16500.0
furnace
150 kg
Induction 61 heats x 150 kg = 9150.0
furnace
50 kg Crucible
9 heats x 50 kg = 450
furnace
250 kg
Crucible 0 heats x 250 kg = 0
furnace
30 kg Crucible
7 heats x 30 kg = 210
furnace
30 kg Crucible
2 heats x 30 kg = 60
furnace
30370.0

Actual capacity/month 30370

Utilizatio
---------------------------------- = ------------ = 42.18%
n
Ideal capacity/month 72000

TABLE OF CONTENTS

Abstract ……………………………………………….…… i

Introduction …………………………………………………… 1
 IN DUS TR Y INTEGRA TION in

Objectives of the study …………………………………………………… 2

Statement of the problem …………………………………………………… 2

Methodology …………………………………………………… 3

Data and results …………………………………………………… 4- 20

Conclusion …………………………………………………… 21

Recommendation …………………………………………………… 22

Appendices …………………………………………………… ii- viii

ABSTRACT

In an attempt to minimize the percentage of delay in meeting the target delivery

dates of casting products, an analysis of the probable causes of such delay was done
through the use of cause-and-effect diagram. Furthermore, the general problem solving
process was utilized. The study had revealed eight contributing factors to the problem.
Furnace breakdown and the unavailability of materials are found to be the most
significant causes. Installing a preventive maintenance system, equipment replacement
and major modifications of the furnace were the possible solution to furnace’
 IN DUS TR Y INTEGRA TION in

malfunctions. On the other hand, establishing strict production planning and control
system is the possible remedy for the unavailability of production materials.
 IN DUS TR Y INTEGRA TION in

INTRODUCTION
Delay is considered to be a muda in any production process. It brings numerous
negative effects on a certain agency like the Metalcasting Technology Division. Delay in
meeting the target delivery dates is one of the problems experienced by the said
organization. 46.43% of the job orders for product castings received from January to
April were not delivered or completed on time. Customer dissatisfaction reduced
capacity utilization and man-hour utilization and reduced numbers of job orders to be
accepted are some of the major consequences with the occurrence of delay.
Presented in the study are the probable causes of delay in the categories of
machine, materials, manpower and methods. For each category, two causes have been
identified. The causes are furnace breakdown, unavailability of machines, unavailability
of materials, waiting for supply of production materials, lack of workers, workers’
attitudes towards their jobs, defective castings and poor job scheduling. Displayed in the
study are tables, graphs and charts showing the data gathered for each source of
delays. Each cause was analyzed in order to ascertain the possible corrective actions
that need to be taken. Furthermore, the probable causes were prioritized so as to
determine which of them needs immediate action. Preventive maintenance system is
utilized with the aim of avoiding major and frequent damages of the induction furnace.
Production Planning and Control system was used with the intention of managing the
inventory level, workforce level, availability of machines and the correct job scheduling.
Job Description Analysis of the operation planning and control personnel was done in
order to clearly identify the major duties and responsibilities expected of him. Cost-and-
benefit analysis is suggested to be exploited for the justification of equipment
replacement and the hiring and firing of employees.
Overall, this study would enable the Metals Industry Research and Development
Center to be aware of the problems they are encountering. This serves as basis for
them to take necessary improvements in order to be more efficient and effective in their
service.