รายงานการฝึกงาน-ปริม

REPORT

PRESENT YOKOHAMA (RUBBER THAILAND) CO.,LTD.

BY MISS PAWANYA SAEKUAY 5230112573 STUDENT IN LOGISTICS MANAGEMENT FACULTY OF MANAGEMENT SCIENCES

THIS REPORT IS PART OF THE INTERNSHIP FOR YEAR EDUCATION 2555 KASETSART UNIVERSITY SRIRACHA CAMPUS

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ACKNOWLEDGEMENT The acquisition training at YOKOHAMA RUBBER (THAILAND) CO,. LTD. duration of the internship March 26, 2012 – May 31, 2012 as the program progress, many have been taught and valuable experience earned. This report is accomplished thank to collaboration and support from many divisions.

1. Mr.Kullateep

Chotiphansophon

Factory General manager

2. Miss.Dok-or

N

Factory Assistance General

3. Msr.Jarunee

Deemun

Assistance production control

4. Mr.Suraphon

Oumaree

Assistance manager production

5… ………………………………….. HR

And others person did not mention the name to make recommendations rescue.

I would like to thank all those involved for providing information. As well as giving care during the internship. I would like to thank them here.

MISS. PAWANYA SAEKUAY

2 โครงสร้ างองค์ กร

QUALITY POLICY 1. Achieve of high quality and delivery performance with continuous improvement.

2. Quality is the first priority over ever anything else.

3. Never deliver the defective products to customer.

4. Perfect shipping inspection.

5. Complete zero serious quality problems at customer.

3 EDITORIAL At the moment, technology is developing so vastly. The establishment of various to accelerate development of its own in order to compete in the same sector and profitable for the company. In order to do business successfully requires experience in the business to cope with situations that may arise unexpectedly so we can solve the problem quickly and rational.

So internship is important forasmuch the beginning of the experiment is actually working. In recognition of the real problem. The internship has given us the experience and can create a familiar work In the future as well.

OBJECTIVE OF INTERNSHIP

1. Increased skills and experiences in actual work.

2. Learn the problems that occurred during the execution and solve the problem rationally.

3. Responsible for the operation, respect the rules working with others.

4. Create a good perspective for future career.

5. Create relationships between universities and company.

4 INTERNSHIP Internship provides useful skills and experiences. It helps us to understands more of how actual work like. It could build student to meet requirements of the labor market and the self-employed as well. Student will gains opportunity to use the new tools as well as process and technique that could create an effective production. In addition, student gains positive attitude towards future career as well as team-working skill.

DIVISION OF INTERNSHIP แผนกที่ฝึกงาน

WORK EACH DAY

5 26 March 2012 - Compiled fork lift hand lift inspection document and scan into computer.

- Plans the production.

27 March 2012 - Compiled receiving report and scan into computer.

- Update inventory.

28 March 2012 - Compiled receiving report and scan into computer.

- Update inventory.

- Perform packing activity.

29 March 2012 - Compiled receiving report and scan into computer.

- Compiled fork lift hand lift inspection document and scan into computer.

- Make reuse paper. (ใส่เพื่อไรวะ??)

30 March 2012 - Compiled issue slip and scan into computer.

- Update inventory.

2 April 2012 - Compiled production plan BH. - Compiled purchase order and scan into computer.

3 April 2012 - Compiled purchase order and scan into computer.

- Update inventory.

6 4 April 2012 - Compiled purchase order and scan into computer.

- Update inventory.

5 April 2012 - Compiled purchase order and scan into computer.

- Update inventory.

- Cut barcode paper.

6 April 2012 - Print barcode.

- Update inventory.

9 April 2012 - Print barcode.

- Compiled purchase order and scan into computer.

10 April 2012 - Update inventory.

- Assigned project to improve PS line.

- Collect data from warehouse 11 April 2012 - Create application tutorial.

- Update inventory.

- Collect data from warehouse 12 April 2012 - Update inventory.

- Participate in production line.

- Compiled fork lift and hand lift inspection and scan into computer.

7 23 April 2012 - Update inventory.

- Compiled purchase order and scan into computer.

- Collect one-piece-flow data from warehouse 24 April 2012 - Update inventory.

- Print number sticker for jig.

- Design label for production line.

25 April 2012 - Use 2s adjust production line (sample line).

- Stick number sticker on jigs - Design label for production line.

26 April 2012 - Prepare kanban board in sample line.

- Design label for production line 1.

27 April 2012 - Allocate material receiving area for line 1 - Make kanban.

- Print number sticker for tool in line production.

30 April 2012 - Make material rack for supply production.

- Make kanban.

8 Racking process flow

2 May 2012 - Make kanban and stick number sticker on jigs.

- Make arrows indicate the direction of empty box.

Number jig on process flow

3 May 2012 - Make kanban for line 16 Assembly.

- Stick board for the equipment.

- Work in line production.

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kanban line 16 Assembly

4 May 2012 - Take a photo of process flow line 1 - Print number sticker of pieces for kanban box.

- Make board present PS line.

Board present PS line

7 May 2012 - Stick working time on kanban box.

- Cut spiral in production line.

- Work in production line.

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8 May 2012 - Perform 100 percent inspection.

9 May 2012 - Collect production time spent - Make equipment for sponge.

- Print number sticker. equipment for

sponge

10 May 2012 - Collect production time spent for line 14 and line 15 - Print number sticker for table update status line 1 - kanban for finish goods all part.

Identify part for finish goods

11 11 May 2012 - Collect production time spent in all line for lost time.

14 May 2012 - Collect production time spent for line AAT - Make raw material rack for line 2 15 May 2012 - Collect production time spent.

- Make rack for raw material.

- Prepare material area.

16 May 2012 - Make kanban for line sub assy.

- Make equipment for spiral. board kanban for line sub assy

17 May 2012 - Compiled PPAP document and scan into computer.

12 18 May 2012 - Compiled PPAP document and scan into computer.

- QOS. 21 May 2012 - Compiled purchase order and scan into computer.

- Update inventory.

22 May 2012 - Plans to cut stock production.

- Team problem solving.

23 May 2012 - Write kaizen presentation document.

- Revise plan in material receiving area.

24 May 2012 - Write document present kaizen.

- Kanban for supply line. document present kaizen

13 Board kanban for supply line

25 May 2012 - Make rack for sub assembly ex: sponge clip.

- Timing of production. rack for sub assy

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DETAILS ABOUT THE INTERNSHIP IMPROVE LINE PS PLANT LAY OUT : PS

Model line

PROCESS FLOW OF PS LINE

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PROCESS FLOW OF PS LINE Proof pressure test

Assembly

Assy spiral

Accessory Set spiral

Packing & Tag Identify Set tape

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Confirm shape Round mark

Arrow mark

IMPROVEMENT : PS LINE 1 2S • SEIRI • SEITON - Workspace Previous working area is full of unneeded things which compromise staff efficiency.

BEFORE

AFTER

Eliminate unnecessary equipment out of area. Employees have easy access and reduce- errors in the work.

17 - Board of process flow Previously, label board isn’t clear.

BEFORE

AFTER

The first improvement didn’t go well. So the second improvement is made. It’s more clarity and contains more information.

BEFORE

AFTER

18 - Material area Raw material area are misplace that could be mistaken for other materials.

BEFORE

AFTER

Create new racks for raw material that enable clear visibility and clarity for staff.

19 - Spiral box Spiral box are placed in same area of hose. It could be mistaken by employees.

BEFORE

AFTER

Implement new container that has information of which it contain on it.

20 - Board Q point Original Q-Point boards are not very clear and might cause misunderstand among workers.

BEFORE

AFTER

Improve Q-Point board that clarity and ease of usage are increased and also reduce error.

21 PROBLEMS ENCOUNTERED IN THE WORKPLACE - Problems with clarity and accuracy of work.

Can be solved with the identification board to indicate status, number, process flow in order to make it clear in production line. When the process is clear and in order, the standard can be achieved and help reduce errors in work from the operations employees.

Suggestion

The improvement should be permanently implemented.

- Problem of the raw material area.

Originally, raw materials were placed in the same pallet which could be easy mistaken.

Improved by creating specific material area could help reducing error.

Suggestion As the possibility of increasing in number of material, rack itself could be modified into 2 or 3 layer in order to save space.

- Employees’ errors.

It could be solve by adding visual control that shows process step by step as well as provide needed informations.

22 After an internship Learning could be occurred in many wasy, studying, observing and also practicing.

Internship provides student much more than experiences. Student could learn how to analyze and solves problems.

After all internship program ended, I’d like to thanks staffs that teach and advise me in the practically way. Allow me to learn much more that I have in classroom. Also, thanks all staff for nice relationship among us.

ADDITIONAL DETAILS

KAIZEN Kaizen or the continuous improvement is concept management effectiveness by way of participation of all employees to improve the way it works so well and so consistently. The customer satisfaction and meet customer needs as well.

Important in the process of Kaizen is using the skills of employees would improve their performance with little investment but constantly updated. The benefits of continuous improvement is the problem is resolved on the point and results more efficiently.

Strategy of Kaizen 1. Checklist 3-Mu's is monitoring system has been developed to guide the management and staff constantly improve their work. 3-mu’s include muda, muri, mura the use of 3-Mu's to consider the various elements of the work such as technique, time, process, facility.

2. 5s is seiri, seiton, seiso, seiketsu, shitsuke.

3. 5W 1H is who, what, where, when, why, how.

4. Checklist 4M. - Man monitoring the performance of work under the standards set or not, responsible or not, Practitioners have the skills or not.

23 - Machine The monitoring devices facilitates the ability of the process or not, The right place or not, Machine is in use or not.

- Material 6 error checking on the quality, Checking the inventory or not enough.

- Method To determine whether the standard is adequate or not, How effective is the Suitable procedure or not.

(Form: http://boonchob.fix.gs/index.php?topic=105.0, 10/1/2012) The initial improvement There are some simple guidelines that can be used to improve things is try to think in terms of stopping ,reduce or the change. Stopping or reducing such - Stop all unnecessary.

- The benefits do not stop working.

- Stop all that important.

However There's something that can not be stopped so We need to focus on the reduction such as the work is of no use I can not stop them all But it was improved.

- Starting from the change, things change.

- Some of the changes that can be changed.

Principles ECRS E = Eliminate

The elimination of unnecessary work in the process.

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Integration process together. To save time or labor.

R = Rearrange

Scheduling a new suit.

S = Simplify

Improve their performance. Or a device to work more easily.

TEAM PROBLEM SOLVING Problem solving is a technique to identify root causes of problems and provide corrective actions Team based problem solving - Addresses complicated problems The team approach works best when the problem and its associated information, is complicated and beyond what one member is reasonably capable of knowing.

- Addresses special cause and common cause problems The problem solving process was designed to work best with special cause problems.

However, it can also be used with common cause problem and improvement actions.

- Uses cross-functional inputs Working in a cross-functional team means that each problem solver no longer needs to know all the technical details about how things work. Necessary information is available from a variety of team members.

- Promotes standardization A team approach to problem solving leads to a common language. This promoteseffectiveness, consistency, time savings and change control.

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- Designed for problems with unknown root causes The problem solving process is used to identify root causes of problems and providecorrective actions.

Tools for identifying and understanding the problem - Check sheets Help gather information.

- Pareto diagram Help identify the vital few problems from the trivial many problems.

- The process flow Help one to identify the process to see the interaction between operations.

- The five whys They transfer the problem definition to the operational definition.

Tools for analyzing the problem - cause and effect diagrams

26 Helps brainstorm the causes of the problem.

- Is/Is not analysis Helps to identify the potential causes.

- Scatter diagrams and histograms Help to verify the root cause.

(Omnex, june 1998.)

QOS Challenges and opportunities Customer expectations Increasing demands from our customers for ‌ - A variety of products and service.

- Decreasing product lead times.

- Increased production delivery and service flexibility.

Create increasing internal requirements for ‌ - Monitoring our performance against existing customer expectations.

- Translating customer expectations quickly into new product and service.

Competitive pressures - Our competitors see the same customer expectations that we do.

- Our customers want to reduce the number of automotive suppliers.

The QOS cycle - QOS focuses on satisfying customer expectations.

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Key processes are identified based on customer expectations.

Measurable are selected for key processes.

The performance of measurable is tracked through time.

QOS establishes a correlation between internal measurable and externalperformance.

- The QOS is adjusted on a continual basis in order to improve customer satisfaction.

(Omnex, 1995)

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