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UNIVERSITI TEKNIKAL MALAYSIA MELAKA
Faculty of Manufacturing Engineering
QUALITY ENHANCEMENT IN PRODUCTION OF SAFETY
PINS THROUGH THE IMPLEMENTATION OF
KAIZEN ACTIVITY
HOZAIFAH ABDULAZIZ ALNEAIMI
MASTER OF MANUFACTURING ENGINEERING (QUALITY SYSTEM ENGINEERING)
2018
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QUALITY ENHANCEMENT IN PRODUCTION OF SAFETY PINS
THROUGH THE IMPLEMENTATION OF
KAIZEN ACTIVITY
HOZAIFAH ABDULAZIZ ALNEAIMI
A thesis submitted in fulfillment of the requirements for the degree of Masters of Manufacturing Engineering (Quality System Engineering)
Faculty of Manufacturing Engineering
UNIVERSITI TEKNIKAL MALAYSIA MELAKA
2018
DECLARATION
I declare that this thesis entitled "Quality Enhancement in Production of Safety Pins
through the Implementation ofKaizen Activity" is the result of my own research except as
cited in the references. The thesis has not been accepted for any degree and is not
concurrently submitted in candidature of any other degree.
Signature
Name
Date
: Hozaifah Abdulaziz Alneaimi
: 17/2/2018
APPROVAL
I hereby declare that I have read this dissertation/report and in my opinion it is sufficient in
terms of scope and quality as a partial fulfillment of Master of Manufacturing Engineering
(Quality System Engineering).
Signature
Supervisor Name
Date
Associate Pro&r. Effendi Mohamad
17/2/2018
ASSOC. PROF DR. EFFENDI BIN MOHAMAD Heac of Jepa'tt"'lent (Ma!1Lfact1.Hrng ~aragement)
~acu l (ct Mcmufactur rg Eng1neerirg
Jnive•sin TeKnt~al 'll1alavs1a Me aka
DEDICATION
Abulaziz Alneaimi (my beloved father)
Mona Talalini (my beloved mother)
Obadah Abdulaziz Alneaimi
Hossam Abdulaziz Alneaimi
Huda Abdulaziz Alneaimi
Fatima Abdulaziz Alneaimi
Afaf Abdulaziz Alneaimi
Eng. Talha Kherfan
Eng.Ebrahim Hegaze
Assoc. Prof. Dr. Effendi Bin Mohamad (my supervisor)
All lecturers and staff of FKP UTeM
Universiti Teknikal Malaysia Melaka (UTeM)
ABSTRACT
Kaizen Activities (KA) is one of Lean Manufacturing tools usually being used to eliminate or
reduce waste in manufacturing industries. KA is a continuous improvement method which is
dedicated to the improvement of productivity, efficiency, quality and, in general, of business
excellence. This study was conducted to improve quality in a metal manufacturing company by
implementing KA. The company produces sewing notions, garments and craft accessories such as
safety pins, pearliest pins, ball pins, straight pins, sew-on press fasteners and many more. The main
source of waste in the company is 70% rejected loads of safety pins per day due to some quality
issues. Therefore, the main targets of this project are to identify the quality issues occurring in the
production of safety pins, analyzing it using analysis methods, and implement KA to improve
quality and reduce rejection rates. The methodology starts with dividing the manufacturing
company into two departments which are pretreatment and posttreatment. KA is implemented in
each department by which the existing problem is identified and analyzed. Once the causes of the
problems are identified, solutions were generated followed by quality check tests to indicate any
improvement. This study shows that the rejection in safety pin production was due to the rough
point issue which is uneven surface on the tip of the safety pin. The root causes for this problem
were dust on the wire of the safety pins and the inaccurately supplied voltage and current of the
nickel plating tanks. The implementation of KA in this company has improved the production
quality of the safety pins and reduce rejection from 70% to 40 % in less than a year. KA in the
company is still ongoing as it is continuous improvement strategy to reach zero defects with the
best quality result.
ACKNOWLEDGEMENTS
First and foremost, I would like to take this opportunity to express my smcere
acknowledgement to my supervisor Assoc. Prof. Dr. Effendi Bin Mohamad from the
Faculty of Manufacturing Engineering Universiti Teknikal Malaysia Melaka (UTeM) for
his essential supervision, support and encouragement towards the completion of this thesis.
I also want to express my sincere acknowledgement to metal manufacturing company that
allowed me to do the project in their company and their dipping head department staffs that
gave me full cooperation during the completion of this project.
Finally, I want to express my greatest gratitude to my family for all the love, support and
encouragement that has been given to me throughout this journey. Their guidance has been
a big part in the completion of this thesis, this wouldn't be possible without them.
DECLARATION ABSTRACT
TABLE OF CONTENTS PAGE
i TABLE OF CONTENTS LIST OF FIGURES LIST OF TABLES
ii vi vii
CHAPTER 1. INTRODUCTION
1.0. Introduction 1.1. Background
1 1 1 4 5 5
1.2. Problem Statement 1.3. Objective 1.4. Scope
2. LITERATURE REVIEW 6 2.0. Introduction 6 2.1. Lean 6
2.1.1. Lean Manufacturing (LM) 8 2.1.2. Waste 10 2.1.3. Importance of Lean Implementation 12 2.1.4. Lean Application 13 2.1.5. Lean advantage and disadvantage 14 2.1.6. LM Tools and Application 16
2.1.6.1. 5S 22 2.1 .6.2. Total Productive Maintenance (TPM) 23 2.1.6.3. Kaizen 23 2.1.6.4. Kanban 24 2.1 .6.5. Jidoka 24 2.1.6.6. Poka-yoke 24 2.1.6.7. Just-In-Time(JIT) 25 2.1.6.8. Value Stream Mapping (VSM) 25 2.1.6.9. Total Quality Management (TQM) 26 2.1.6.10. Heijunka 26 2.1.6.11. MRP 36 2.1.6. 12. SMED 36
2.2. Kaizen Activities (KA) 27 2.2.1. Defining Problem and Gathering Data 37 2.2.2. Data Presentation (or Interpretation) and Analysis 39
2.3 . Product Design and Development 43 2.3 .1. Design concept evaluation 43
3. RESEARCH METHODOLOGY 45 3.0. Introduction 45 3.1. Project Planning 45
11
3.2. Identifying Problems 48 3.3. Analyzing problem 49
3.3.l Voltage and current of the nickel platting tank 49 3.3.2 The chemical used in the nickel plating tank 50
3.4. Generate solution 51
4. RESULT AND DISCUSSION 4.0. Introduction 54 4.1. Identifying Problems 54 4.2. Analyze the current situation 56 4.3. Pretreatment Stage 56 4.4. Posttreatment stage 63
5. CONCLUSION AND RECOMMENDATION 5.1 Conclusion 76 5.2 Recommendations 77
6. REFERENCES 78
7. APPENDIX 90
111
LIST OF FIGURES
FIGURE TITLE PAGE
1.1 Manufacturing process flow of safety pins 2
1.2 Safety pin assembly 3
1.3 Rough point 4
2.1 The Principle of LM 10
2.2 KA Cycle 29
2.3 Result of the Kaizen-5S implementation 32
2.4 Example of Bar Chart 40
2.5 Example of Histogram 41
2.6 Example of Pie Chart 41
2.7 Example of Line Graph 42
2.8 Basic Process 44
3.1 KA Flowchart 47
3.2 Rough surface of a safety pin 48
3.3 Nickel plating path tank 50
3.4 Template for collecting data on line 5 51
3.5 Example of a Pareto Diagram 52
4.1 Rough point 55
4.2 Average of load rejected in 2 weeks 56
4.3 Pointing Machine 57
iv
4.4 The Percentage of Dust Causing Issue 57
4.5 The wire after and before washing process 59
4.6 Milling Stone 60
4.7 Percentage of achievement of each solution on solving the dusty wire 63
issue
4.8 Posttreatment Line 64
4.9 The dust issue in water washing tank 66
4.10 Nickel Metal (Ni) 71
4.11 Nickel Chloride (NiCl) 71
4.12 Nickel Sulphate (NiS04) 72
4.13 pH Value 73
4.14 Boric Acid 74
4.15 The result of applying KA as a reduction on rejection 75
v
TABLE
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
4.1
4.2
4.3
LIST OF TABLES
TITLE PAGE
Lean type of Waste 11
Industry/field that implements Lean Tools 13
The advantage and disadvantage or limitation of LM Implementation 15
LMT Classification according to Five Primary Elements 16
Previous Study that using LMT 18
Japanese SS activities 22
Steps and too or method use 30
Example of Kaizen Implementation 33
Supplier Microscope Test 61
The characteristics of the solutions provided 62
Nickel Analysis in line five 68
vi
CHAPTER!
INTRODUCTION
1.0. Introduction
Mass production companies are producing millions of products every day which covers
all our needs from the smallest products that we can carry with our hands to the largest products
such as vehicles which can carry us from one place to another. Such big amount of massive
production need continuous improvement activities to prevent any defect in the final product.
In this project a continuous improvement activities will be applied to reduce waste and defect
in its final product. In this chapter the problems that occur during the manufacturing phase will
be explained as well as the main problem statement and later the objective of solving such an
issue and last but least will come the scope of this project.
1.1. Background
The metal manufacturing company is a German company located in Melaka, Malaysia.
Aside from their branch in Malaysia it has other branches in Europe and the USA. The company
produces several types of metal products that can be used in our daily life such as safety pins,
hand sewing needles, Hooks & Eyes, snap fasteners and straight pins. Basically the company
produces all type of sewing and needlework products. The main targeted market ofthis company
1
is the United States and Europe as well as Malaysia too. This project focus on safety pins'
manufacturing process as shown in Figure 1.1 .
Figure 1.1 : Manufacturing process flow of safety pins
The raw material used in safety pins production is stainless steel, brass and spring steel.
The metal manufacturing company uses brass and steel in producing the safety pins. Brass is a
companion of copper and zinc. Brass is the most expensive material used in the safety pins
production. Brass's strength is suitable for all types of safety pins applications. Nowadays most
of the safety pins manufacturing process is automatic. A specialized machine is used to perform
all the steps needed to produce safety pins .therefore, workers are replaced, cost reduced and
2
efficiency of manufacturing process is increased. First process to be done is to make the wire
out of the pig iron, it will be molten in a high temperature and then formed into slabs in a method
called pig as continuous casting. The molten steel then poured into a mold while the water jets
cool down the metal in the same time a straightening rollers will form the mess into a bar called
a billet until it will be cooled slowly. The cold metal then reshaped into a wire with different
sizes.
The coil spring steel wire are to be placed into a spools and fed into the roll straighter
where this machine's main job is to cut and straightens the wire in the desired length from a few
millimeters to 10- 15 centimeter . The wire which is cut into pieces are carried by a cart to the
point where it will meet the head of the safety pin. Inside this advanced machine the coiled wire
and the sharpened, hooked will meet up with the cap. The cap then will be compressed around
the hooked end of the wire where at this point the safety pin will be formed with a closed clasp
as shown in Figure! .2.
Figure 1.2: Safety pin assembly (Madehow, 2006)
The last point of manufacturing is the plating process where all the safety pins will pass
by several tanks which will enhance the brightness and resistance of the safety pins. The process
3
includes several stages which starts by washing the safety pins and then it will pass by electro
cleaner and soak cleaner with a temperature up to 70 ° C and then to a nickel plating where the
tank will be filled with special nickel sulfate solution supplied with high current which will pass
by the surface of the safety pins forcing the nickel to stick to the surface of the safety pins
(Madehow, 2006).
1.2. Problem Statement
The main problem happens during the nickel plating phase where the safety pins will
have a shiny nickel cover. It will give the safety pins a better look but the problem is that during
this phase the safety pins head will have a rough points which can only be felt by touching it.
Consequently all of these safety pins will be rejected by quality check (QC) department which
will increase the waste in general .The rejection of safety pins reach up to 70 percent due to
rough points and some other quality (Figurel.3).
Figure 1.3: Rough Point
The problem occurs in line five process which is the final step of manufacturing where
the safety pins will be washed and plated with nickel cover.
4
1.3. Objective
The objectives of this project are:
a. To identify problems that occur in the head of safety pins.
b. To analyze problems that occur in head of safety pins.
c. To propose solutions by implementing Kaizen Activities (KA).
1.4. Scope
The manufacturing process of safety pins starts with the pointing process and finishes
with the palletizing process (as mentioned in Section 1.1).This project focus on the pointing
stage as well as line five process as where most of the rough points .
5
CHAPTER2
LITERATURE REVIEW
2.0 Introduction
The·chapter covers the discussion ofliterature reviews on Lean, Lean Manufacturing,
Importance of Lean Implementation and its application. The advantages and disadvantages
of using lean and the application oflean manufacturing tools. Further, this chapter will tackle
about the literature reviews ofKaizen Activity since it will be used in the basis ofthis project.
As well as Defining Problem & Gathering Data, Data Presentation & Analysis, Product
Design and Development, Design Concept Evaluation which will be helpful in implementing
Kaizen Activity in this project.
2.1 Lean
"Lean" is commonly defined as reducing waste or waste elimination. The word
"lean" itself is, which, among other things, means "lacking richness, sufficiency, or
productiveness.
Lean as defined by Womack and Jones ( 1994) as denotes a system that utilizes less,
in terms of all inputs, to create the same outputs as those created by a traditional mass
production system, while contributing increased varieties for the end customers. It
manufactures only according to the needs of the customer, when it is needed and the number
6
of market that requires it. The aim is to minimize the wastes by ensuring its highest quality
and at its lowest cost as cited in Fawaz Abdullah, (2003).
Kerber and Dreckshage (2011) came with their own defined for lean as a philosophy
that pursues to focus on flowing value to the customer, eliminate waste from all processes,
right-size of the resources (machines, material, people, time, etc.) and also provide the tools
for people to continually improve their work.
According to Agbulos and Abourizk, (2003), the research team from Toyota that
leads by Taichi Ohno are the personal responsible that adapted the principles oflean thinking
in LM philosophy. The research team is working on international auto production to reveal
both the waste decline characteristic of Toyota's production system and to compare it with
craft and mass forms of production. The basic philosophy of LM theory is the avoidance,
elimination, or reduction of waste (i.e. failure to meet the unique requirements of a client).
According to Pettersen (2009), Lean is to reduce and eliminate waste and at the same
time increase the product quality, reduce production cost and satisfy customer needs.
Pettersen (2009) also found that according to his research, Lean is the same as Total Quality
Management (TQM) but different in some elements. Based on Lean and TQM philosophy,
the main ideas are common, to improve the current system. However, the operational level
and fundamentals value of Lean and TQM are quite different, especially regarding
humanistic values.
7
2.1.1. Lean Manufacturing (LM)
LM organizations systematically eliminate waste from their processes in order to
achieve the highest quality, faster delivery and best price for their customers. There are five
principles of Lean Manufacturing as cited in the book Womack and Daniels Jones (1991),
"Lean Thinking". Below principles as follows:
1. Specify Value as perceived by the Customer: producing products or providing services that
is up to the standards, wants, and needs of the customers at the specific time and with the
reasonable price.
2. Identify the Value Stream- by analyzing and improving the materials required to produce a
product or service according to the needs and wants of the customers.
3. Make the Value Flow through the Value Stream. - Products should flow through a lean
organization at an affordable rate that meets the needs of the customers.
4. Pull the Value from the Value Stream- producing products according to the demand of target
market.
5. Strive for Perfection. - producing and providing quality products that meets their wants
according to their preferences in an affordable price and with lesser waste.
It is used to define the aim of any lean system which is to "Clearly specify value in order
to line up all the activities for a specific product (family) along a value stream and make the
value flow smoothly at the pull of the customer in pursuit of perfection."
Kerber and Dreckshage (2001) found that lean has been defined in various words. They
found that, according to APICS Dictionary 12th edition, LM is defined as a philosophy of
production that emphasizes the minimization of the amount of all the resources (including
8
times) used in the various activities of the enterprise. It involves identifying and eradicating
non-value-adding activities in design, production, supply management, and dealing with
customers. While Lean Lexicon 4th Edition defined LM as a business system for organizing
and managing product development, operations, suppliers and customer relations that
requires less human efforts, less space, less capital, less material and less time to produce or
manufacture products with fewer defects to precise customer desires compared with previous
system of mass production.
Feld (2001) stated that there are Five Primary Elements for LM and the elements are
listed as below:
a. Manufacturing Flow: Addresses physical changes and design standards that are deployed
as part of the cell
b. Organizations: Focusing on the identification of people's roles or functions, training in new
ways of working and communications
c. Process Control: Monitoring, controlling, stabilizing and practicing ways to improve the
process
d. Metrics: Addressing the visible, results-based performance measures, targeted
improvement, and team rewards/recognition
e. Logistics: Provide definition for operating rules and mechanisms for planning and
controlling the flow of material
While according to Feld (2001), there are three stages of LM Principles as an approach
to LM in order to find or understand the current situation of the production or manufacturing
before the implementation of Lean as shown in Figure 2.1 .
9
GTAGE2) ~ •Cell Design (Takt) •SMED • Mix Model Manufacturer • Standard Work • Poka-yoke • Make-to-Order • Pull (Intra Cell) • Total Productive Maint. •Flex Fence • T earn Role/Resp./Rules • Continous Improvement •Finish Goods Variation • Kanban (ABC) •Line Stop •Back Flush • Level production • Cross Training • 1 Level BOM • Work Instructions(Graphic) • Material Plan Control •FMEA • 5S - Housekeeping •Pull (Inter-Cells) • Process Capability • Visual Controls •DMFA
Measures: Measures: Measures: •Lead time • Productivity • Process DPPM •WIP •Delivery •Linearity •Travel •SIU Time •Increase Work Load •Density • Process Yield •Increase Work Volume •Down Time •UpTime • Pilot New Product
Figure 2.1 : The Principle of LM (Feld, 2001)
2.1.2. Waste
According to Carvalho (2008) Waste is "Anything that does not add value from a
customer perspective or the customer is not prepared to pay for". Waste or "muda", which
is the key principle of Lean is the main problem in the company that resulting to operational
inefficacy. According to Cudney et al. (2014) and Buggy and Nelson (2002) for the company
to become efficient they should be able to identify wastes from their customer's perspective
and determine how to eliminate it. There are 7 types of waste as shown on Table 2.1 below.
10
Table 2.1: Type of Waste (Cudney et al. 2014)
Overproduction
Waiting (time on hand)
Unnecessary transport or conveyance.
Over-processing or incorrect processing
Excess inventory
Unnecessary movement
Defects
11
Excessive production of materials that surpass market demands resulting to a waste of time, materials, money, and manpower supply.
Shortage of stocks, processing delays, equipment downtime which will use a lot of time by waiting that results to idle work time.
Transporting unnecessary materials from one place to another will create a gap between works which can be a waste of time.
Adding unnecessary procedures or steps in processing. Poor knowledge in processing the products resulting to inefficient works and producing defective and low quality products.
Excess inventory resulting to waste, storage space problem, storage costs, reduce profits and deals.
Unnecessary movements of employees while at work such as transferring from one place to another, searching for something, stacking parts, etc. can be consider a waste of time in the process.
Producing parts or correcting defective products will result to a waste of time, waste of materials, workforce and expenses.
Such waste will increase cost and inefficiency in the process resulting to ineffective
products which doesn't have any value in the manufacturing process (George, 2003)
resulting to overproduction (Liker, 2004).
2.1.3. Importance of LM Implementation
Implementing LM allows the employees to act and think in decision making and to
take full responsibility for their actions. LM can only be successfully implemented if there
is an active involvement of the workers in the company.
Myerson (2012) found LM as a long-term health program for the company in order
to make the company increasingly competitive in an unstable and generally challenging
environment. Kerber and Dreckshage (2011) found that LM is being widely adopted by
many companies because the companies use LM to:
a. Increase company velocity, cash flow, inventory turns, and profitability.
b. Decrease working capital.
c. Gain market share and also meet customer demands.
Besides that, Groover (2008) sees LM as one of the general approaches that are
successfully being used to make sure the companies remain competitive in the global
economy. Foo et al. (2013) found LM as one of the tools that will be able to help
organizations in terms of operational improvement by eliminating waste without adding any
real value to the service or product. The LM concept can be used everywhere, as long as
there is a strong desire of showing better performance.
Lean thinking or principle is not only being applied in manufacturing industries, Lean
also can be applied in service industries. Khodambashi (2014) in his research implemented
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