Developing Maintenance Procedure to Reduce Breakdown in Capping and Cartoning Machine at Pt

DEVELOPING MAINTENANCE PROCEDURE TO REDUCE BREAKDOWN IN CAPPING AND CARTONING MACHINE AT PT. XYZ MANUFACTURING INDONESIA

By Muhammad Faizin Rissa NIM: 004201100011

A Thesis presented to the Faculty of Engineering President University in partial fulfillment of the requirements of Bachelor Degree in Engineering Major in Industrial Engineering

2015

THESIS ADVISOR RECOMMENDATION LETTER

This thesis entitled “Developing Maintenance Procedure to Reduce Breakdown in Capping and Cartoning Machine at PT.XYZ Manufacturing Indonesia” prepared and submitted by Muhammad Faizin Rissa in partial fulfillment of the requirements for the degree of Bachelor Degree in the Faculty of Engineering has been reviewed and found to have satisfied the requirements for a thesis fit to be examined. I therefore recommend this thesis for Oral Defense.

Cikarang, Indonesia, 25 March, 2015

Ir. Hery Hamdi Azwir, MT

DECLARATION OF ORIGINALITY

I declare that this thesis, entitle “Developing Maintenance Procedure to Reduce Breakdown in Capping and Cartoning Machine at PT.XYZ Manufacturing Indonesia” is, to the best of my knowledge and belief, an original piece of work that has not been submitted, either in whole or in part, to another university to obtain a degree.

Cikarang, Indonesia, 25 March, 2015

Muhammad Faizin Rissa

DEVELOPING MAINTENANCE PROCEDURE TO REDUCE BREAKDOWN IN CAPPING AND CARTONING MACHINE AT PT. XYZ MANUFACTURING INDONESIA

By Muhammad Faizin Rissa NIM. 004201100011

Approved by

Ir. Hery Hamdi Azwir, MT Ineu Widaningsih, ST., MT Thesis Advisor 1 Thesis Advisor 2

Herwan Yusmira, B.Sc. MET, MTech Program Head of Industrial Engineering

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ABSTRACT

PT. XYZ Manufacturing Indonesia is a factory engaged in the manufacture of cosmetics. PT. XYZ Manufacturing Indonesia is the biggest manufacture XYZ in the world. With the huge number of production line, meaning that the factory will face lots of problem in machine performance. Due to limitation of time, this research is focus on production line Jar J5. In the last four month, the production efficiency or OEE in line Jar J5 cannot archive the target. The production efficiency target for line Jar J5 is 60%, but based on historical data in the last four month the line efficiency only reaches 56.3%. The decreasing of efficiency happened because of the losses that coming from breakdown, changeover, and waiting during production time. Pareto analysis is perform to see the biggest line stop coming from each losses. Based on Pareto analysis it show that breakdown time make the efficiency decreased more than 60% and machine that produce the highest breakdown are capping and cartoning machine. FMEA is apply for finding the area that make the machine breakdown. After knowing the core problem, 5 whys analysis is used to find the root cause. Based on 5 whys analysis, maintenance procedure are needed to obtain the optimum production. Maintenance procedure are applied in caping and cartoning machine. During seven week of implementation maintenance procedure, breakdown time in capping and cartoning machine decreased from 466 minutes to 138 minutes, the overall equipment efficiency also improved from 50% to 65%.

Keywords: Overall Equipment Efficiency (OEE), Production Time, Pareto Analysis, Failure Mode and Effect Analysis (FMEA), Five Whys Analysis, Maintenance Procedure.

ACKNOWLEDGEMENT

Gratefully, I can punctually finish this final project. I would like to express my greatest appreciation for those who always supported me and provided assistance in completing this final project. With all due respects, I offer my special thanks to:

1. Allah SWT. The Almighty God and The Most Merciful. Your blessing and gift of health gives me power to finish this final project.

2. My father, Ridwan Sufi. Thank you for the support, knowledge, and countless great advices.

3. My mother, Saritawati. My spirit comes from your sincerity of love and endless prayers.

4. Mr. Arthur Henry, as my manager during my internship program. Thank you for the opportunities that you give to me.

5. Mrs. Eriyana Swanthy, as my supervisor during my internship program. Thank you for the knowledge and opportunity to handle lots of project. I learn so many things from you.

6. Mrs. Agnes Pascalia. Thank you for the guidance and opportunity for me in elaborating this topic for my final project.

7. All Quality department team, Mr. Daryana, Mr. Chakim, Mr. Rachmat, Mr.Alvi, Mrs. Esti, Mrs. Yuni, and Mrs. Nur Rochmah, Thank for your support and prayers.

8. All the FMC (Factory Magang Committee), Angga Mahatma, Ardisa Pramudita, Icha M.sholihah, Kristiantho Sulistiohadi, Luqman Nurhakim, Tia Darlia, and Yusrina Husna. Thank you for your time and support.

9. Mr. Hery and Mrs. Ineu as my thesis advisor. This project cannot be completed without the practice given to me and also your advices and support.

10. Mrs. Andira. Thank you for answering every question I asked and for every little sharing time. I am waiting for an opportunity to have another sharing time, but not about academic things.

11. My best friends, Ainul Frisky, Adhi Hananto, Ivena Damara, Teuku Mirwan, Narfrida Rara, and Riski Borman, Your laugh, prayers, and support made me powerful to finish all of this.

12. All my classmate in Industrial Engineering 2011, thank you for this 3 years being together.

TABLE OF CONTENTS

THESIS ADVISOR ...... i

RECOMMENDATION LETTER ...... i

DECLARATION OF ORIGINALITY ...... ii

APPROVAL PAGE ...... iii

ABSTRACT ...... iv

ACKNOWLEDGEMENT ...... v

TABLE OF CONTENTS ...... vii

LIST OF TABLES ...... x

LIST OF FIGURES ...... xi

LIST OF APPENDIX ...... xiii

LIST OF TERMINOLOGY ...... xiv

CHAPTER I INTRODUCTION ...... 1

1.1 Problem Background ...... 1

1.2 Problem Statement ...... 2

1.3 Objective ...... 2

1.4 Scope and Limitation ...... 2

1.5 Assumption ...... 3

1.6 Research Outline ...... 3

CHAPTER II STUDY LITERATURE ...... 5

2.1 Failure Mode and Effect Analysis ...... 5

2.5.1 Application of the Design FMEA ...... 6

2.2 Lean thinking ...... 9

2.3 Comparing lean manufacturing and FMEA ...... 11

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2.4 Pareto Analysis ...... 13

2.4.1 Pareto Graph...... 14

2.5 Production Time ...... 14

2.2.1 Planned down time ...... 15

2.2.2 Occupation time ...... 17

2.2.2.1 Waiting Time ...... 17

2.2.2.2 Breakdown Time ...... 18

2.2.2.3 Changeover Time (reference changes)...... 18

2.2.2.4 Non-qualified Time ...... 19

2.2.2.5 Operating Time ...... 19

2.6 Overall Equipment Efficiency (OEE) ...... 20

2.6.1 OEE Benchmarks ...... 20

2.6.2 Calculating OEE...... 21

2.6.2.1 Nominal Speed ...... 23

2.6.2.2 Micro-Stoppages ...... 24

2.6.2 OEE Time Collection ...... 24

2.7 Five Whys analysis ...... 25

2.8 Standard Operating procedure (SOP)...... 26

2.8.1 Who should write an SOP? ...... 27

2.8.2 Ten Reasons for Writing Standard Operating Procedures (SOPs)...... 28

2.8.3 Formats for Standard Operating Procedures ...... 30

CHAPTER III RESEARCH METHODOLOGY ...... 32

3.1 Research Flow Chart ...... 32

3.2 Initial Observation ...... 33

3.3 Problem Identification ...... 33

3.4 Literature of Study ...... 33

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3.5 Data Collection...... 34

3.6 Data Analysis ...... 34

3.7 Conclusion and Recommendation...... 35

3.8 Flow Chart of the Research ...... 35

CHAPTER IV DATA COLLECTION AND ANALYSIS ...... 37

4.1 Data Collection...... 37

4.1.1 Overview of Production Line J5 ...... 37

4.1.2 Historical Data ...... 39

4.1.3 Data July Production ...... 39

4.1.4 Summary Data Production ...... 42

4.2 Data Analysis ...... 45

4.2.1 Standard Operating Procedure ...... 56

4.2.2 Checklist Form and Working Instruction for Cartoning Machine ...... 59

4.2.3 Checklist Form and Working Instruction for Capper Machine ...... 67

4.2.4 Implementation of SOP, WI, and Checklist Form...... 75

CHAPTER V CONCLUSION AND RECOMMENDATIONS ...... 80

5.1 Conclusion ...... 80

5.2 Recommendation...... 80

REFERENCE ...... 81

APPENDICES ...... 82

LIST OF TABLES

Table 2. 1 Comparing lean thinking and FMEA ...... 11 Table 2. 2 Comparing lean thinking and FMEA (Continue) ...... 12 Table 2. 3 Comparing lean thinking and FMEA (Continue) ...... 13 Table 2. 4 Standard Operating Procedure Format Choices and Criteria...... 30 Table 4. 1 First machine breakdown in July Production ...... 39 Table 4. 2 Second machine breakdown in July Production ...... 40 Table 4. 3 Third machine breakdown in July production ...... 40 Table 4. 4 Total Breakdown time in July production ...... 41 Table 4. 5 Change over time in July Production ...... 41 Table 4. 6 Waiting time July Production ...... 42 Table 4. 7 Summarize Time Losses for Breakdown time ...... 44 Table 4. 8 Summarize Time Losses for Changeover and Waiting time ...... 44 Table 4. 9 Severity Rank Information ...... 47 Table 4. 10 Probability of Occurrence Rank Information...... 47 Table 4. 11 Control Effectiveness Rank Information ...... 47 Table 4. 12 FMEA Table of Initial condition for Cartoning Machine ...... 48 Table 4. 13 FMEA Table of Initial condition for Capper Machine ...... 49 Table 4. 14 Five Whys analysis on Cartoning machine ...... 54 Table 4. 15 Five Whys analysis on Capper machine ...... 55 Table 4. 16 Summarize Breakdown time from week 1 until week 7 ...... 76

LIST OF FIGURES

Figure 2. 1 Example of Pareto Chart in Identifying Major Causes ...... 14 Figure 2. 2 Production Time ...... 15 Figure 2. 3 OEE Benchmark ...... 21 Figure 2. 4 Graphical representation of the OEE and losses...... 22 Figure 2. 5 Simbol SOP/ Flowchart ...... 31 Figure 3. 1 Research Flow ...... 32 Figure 3. 2 Flow Chart of the Research ...... 35 Figure 4. 1 Type of Product ...... 38 Figure 4. 2 Production Line J5 (Skale 1: 200) ...... 38 Figure 4. 3 Total Breakdown time in July production ...... 41 Figure 4. 4 Total Time Losses...... 42 Figure 4. 5 Efficiency Losses from July to October 2014 ...... 45 Figure 4. 6 Machine Breakdown from July to October production ...... 46 Figure 4. 7 RPN Value Chart for Cartoning Machine ...... 50 Figure 4. 8 Critical Area for Cartoning Machine ...... 51 Figure 4. 9 RPN Value Chart for Capping Machine ...... 52 Figure 4. 10 Critical Area for Capping Machine ...... 52 Figure 4. 11 Checklist Form for Cleaning Cartoning Machine J5 ...... 60 Figure 4. 12 Working Instruction for Cartoning Machine ...... 61 Figure 4. 13 Cont. Working Instruction for cartoning machine ...... 62 Figure 4. 14 Checklist Form for Lubricating Cartoning Machine J5 ...... 63 Figure 4. 15 Working Instruction for Lubrication Cartoning Machine ...... 64 Figure 4. 16 Cont. Working Instruction for Lubrication Cartoning Machine ...... 65 Figure 4. 17 Inspection list for cartoning machine J5 ...... 66 Figure 4. 18 Checklist Form for Cleaning Capper Machine J5 ...... 68 Figure 4. 19 Working Instruction for Cleaning Capper machine in J5 ...... 69 Figure 4. 20 Cont. Working Instruction for Cleaning Capper machine in J5 ...... 70 Figure 4. 21 Cont. Working Instruction for Cleaning Capper machine in J5 ...... 71

Figure 4. 22 Checklist Form for Lubricating Capper Machine J5 ...... 72 Figure 4. 23 Working Instruction for Lubrication Capper machine in J5 ...... 73 Figure 4. 24 Working Instruction for Lubrication Capper Machine in J5 ...... 74 Figure 4. 25 Breakdown Indicator on Capper Machine ...... 77 Figure 4. 26 Breakdown Indicator on Cartoning Machine ...... 78

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LIST OF APPENDIX

Appendix 1 Data July Production Line J5 ...... 83 Appendix 2 First Machine breakdown in July Production...... 84 Appendix 3 Second Machine breakdown in July Production ...... 85 Appendix 4 Third Machine breakdown in July Production ...... 85 Appendix 5 Data August Production Line J5 ...... 86 Appendix 6 First Machine breakdown in August Production ...... 89 Appendix 7 Second Machine breakdown in August Production ...... 92 Appendix 8 Third Machine breakdown in August Production ...... 94 Appendix 9 Change Over Time in August Production ...... 95 Appendix 10 Waiting Time in August Production ...... 96 Appendix 11 Data September Production Line J5 ...... 96 Appendix 12 First Machine breakdown in September Production ...... 100 Appendix 13 Second Machine breakdown in September Production ...... 102 Appendix 14 Third Machine breakdown in September Production...... 104 Appendix 15 Change Over Time in September Production...... 106 Appendix 16 Waiting Time in September Production ...... 106 Appendix 17 Data October Production Line J5 ...... 107 Appendix 18 First Machine Breakdown in October Production ...... 109 Appendix 19 Second Machine Breakdown in October Production ...... 112 Appendix 20 Third Machine Breakdown in October Production ...... 114 Appendix 21 Changeover Time in October Production ...... 115 Appendix 22 Waiting Time in September Production ...... 115 Appendix 23 Breakdown capping and cartoning machine week 1 ...... 116 Appendix 24 Breakdown capping and cartoning machine Week 2 ...... 117 Appendix 25 Breakdown capping and cartoning machine Week 3 ...... 118 Appendix 26 Breakdown capping and cartoning machine Week 4 ...... 118 Appendix 27 Breakdown capping and cartoning machine Week 5 ...... 119 Appendix 28 Breakdown capping and cartoning machine Week 6 ...... 119 Appendix 29 Breakdown capping and cartoning machine Week 7 ...... 120 Appendix 30 FMEA Form ...... 120

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LIST OF TERMINOLOGY

OEE : Overall Equipment Efficiency as the filling and packaging indicator in production line.

Failure Mode : A way or more in which a process or a product may fail, that may cause by any error or defects.

Failure effect : A column in FMEA table that is purposed to show the result of the failures that happen in a process of a product.

FMEA : A risk assessment tool which is used to identify the possible ways in which a product or a process might fail with the main purpose of improving the existing product or process and preventing the reoccurrence of the failures.

Severity : A value or scale which is used in the FMEA method that indicates the seriousness of the effect of the failure.

Occurrence : Value or scale used in the FMEA method that indicates the probability or estimated number of frequencies that the failures will occur in the system or product with the given cause, the occurrence ratings will be decided based on the experience.

RPN : Risk Priority Number is the rank or the order indicator of which problem needed to be solved first in order to make the system become efficient. The RPN value is obtained from the multiplication of SEV, OCC, and DET value.

Pareto Analysis : A systematic technique which is used to solve a problem by solving the cause of the problem based on its individual

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value (the one with bigger value is more important to be solved first).

Unit Production : UP is the production area for making the finish good product in PT. XYZ Manufacturing Indonesia.

Processing area : The area for making formula and bulk before take to production area.

5 Whys Analysis : A root cause problem-solving techniques which reflects on systematic principle and is used to solve a problem by finding the root cause of the problem, then develop an appropriate corrective action and preventive action based on the root cause of the problem.

SOP : A Standard operating procedure (SOP) provides what will be done and who will be responsible for making sure it gets done.

Working Instruction : A Work Instruction (WI) provides specific details on how it is done.

CHAPTER I INTRODUCTION

1.1 Problem Background Nowadays, each manufacturing industry must have their own target in producing the product at specified time. Generally, manufacturing industries try to reach their target by optimizing the production time. To get maximum production time with specified time the factory has to consider time of production. In one time of production there will be planned downtime and occupation time. Planned downtime is the time given by company for break lunch and prays. Next is occupation time, the occupation time is the time for waiting, changeover, non-qualified, breakdown, and operating time. However, most of manufacturing industries suffered problems in field of production because this occupation time. The time wasted in waiting the machine, changeover the format, and breakdown that occurred on the machine sometime take too much time, the effect is operation time will be decrease and make the production low.

PT. XYZ Manufacturing Indonesia is one the company that faces this kind of problem. PT. XYZ Manufacturing Indonesia is a factory engaged in the manufacture of cosmetics. PT. XYZ Manufacturing Indonesia is the biggest manufacture XYZ in the world. This factory have lots of production line, there are three production lines of Jar, seven production lines of bottle, eight production lines of sachet, and eleven production lines of tube. With the huge number of production lines, meaning that the factory will face lots of problem in machine performance. If the machine cannot run properly because of the time wasted to wait, changeover, and breakdown. It will have an impact on the declining the number of production in this production line.

The problems that often arise usually come from the production line which has a higher saturation. High saturation means a production line that has more than one format in one machine. Therefore, by the frequent change of format on the machine, the breakdown potential was increased when in comparison with machine that run

1 only one format in one production line. The production lines that have high saturation are coming from production line Jar and production line Bottle.

The factory use overall equipment efficiency (OEE) as the filling and packaging indicator in production line. Overall equipment efficiency (OEE) is actual time to produce quantities compared to the theoretical time at nominal speed. In other word, overall equipment efficiency (OEE) can determine whether the production line running well or not.

Due to limitation of time, this research focuses only on production line Jar J5. This production line has three kind of format, the first format is glass Jar, the second format is sleeve Jar, and the last is square Jar. These three format that running on this production line have the same process in rotary feeding, batch coding, filling, capping, labeling, cartoning, and cello wrapping. In the last four month, the production efficiency in line Jar J5 cannot archive the target. The production efficiency target for line Jar J5 is 60%, but based on historical data in the last four month the line efficiency only reaches 56.3%. The decreasing of efficiency happened because of the time losses that come from breakdown, changeover, and waiting occurs during production time. To obtain the optimum production, the factory has to identify the entire potential losses on each process. By using Pareto analysis it found that breakdown time cause more than 70% efficiency losses. The machine that produce the highest breakdown are capping and cartoning machine. So, this research will focuses on capping and cartoning machine only.

1.2 Problem Statement  How to reduce the time losses in capping and cartoning machine?

1.3 Objective  To find the proper ways to reduce the time losses and improve the production line.

1.4 Scope and Limitation  The data were taken from July 2014 – October 2014.

 The study focuses only on Production line J5 in PT. XYZ Manufacturing Indonesia.  The result is only applicable to be used in PT. XYZ Manufacturing Indonesia.

1.5 Assumption There are several assumptions that have to be made in order to support the analysis:  The failure mode and effect analysis can be applicable for all production lines Jar.  Machine or equipment problem will be handled by mechanics only.

1.6 Research Outline CHAPTER I INTRODUCTION This chapter consists of the background of problem, problem statement, the objective of the research, scope and limitation of the research. It contains a brief explanation of what problem do the researcher wants to solve.

CHAPTER II LITERATURE STUDY The review of literature provides a clear background or theoretical grounding to the problem solved. This chapter consists of all theories used to solve the problem in this research and also supporting statements to support the conclusion of the research.

CHAPTER III RESEARCH METHODOLOGY This chapter contains the steps carried out by the researcher in order to know the problem in details, to get the data and how the problem solving will be carried out.

CHAPTER IV DATA COLLECTION & ANALYSIS This chapter consists of all the data collected either by doing surveys, questionnaires, direct observation data, etc. Also in this section, researcher will put more detailed and clear analysis to support all researches based on the study

literature in chapter 2. Current and future improvement will be developed and by referring to this, improvement rate of the new implementation will also be calculated. Some conclusions are also made here.

CHAPTER V CONCLUSION & RECOMMENDATION This chapter covers all summary results that have been carried out by the researcher. Most of it concludes the analyses made previously in chapter four. Recommendation, inputs for future research are also given.

CHAPTER II STUDY LITERATURE

2.1 Failure Mode and Effect Analysis Failure Mode Effects Analysis is a methodology conducte during the design of new or improved products, services or processes to study the potential future failures or potential problems (‘failure modes’) of the product which then classify them in accordance to their importance. (Ashely, 1993)

As a result, the list with the most relevant ‘failure modes’ will be obtained thus it is identified which aspects to solve first, as they are more frequent, difficult to detect, and annoying and/or dangerous for the customers. On the other hand, the list will also shows the least significant impacts as they are relatively easy to detect by the machines or the quality control inspectors prior to taking the product to the market.

The automotive industry and the US Department of Defense (Mil-Std-1629A) have set the standardized procedures/process within their respective realms towards the conduct of the FMEA, to accommodate the fact that there is no single or correct method for conducting an FMEA. Adapting and applying the process to meet specific needs will be typical for the companies adopting the FMEA process. Typically, the main elements of the FMEA are:

 The failure mode that describes the way in which a design fails to perform as intended or according to specification;  The effect or the impact on the customer resulting from the failure mode; and  The cause(s) or means by which an element of the design resulted in a failure mode.

It is of paramount importance to note that complexity will mostly likely occur on the relationship between and within failure modes, effects, and the causes. For instance, multiple effects might be produced by a single cause or a single effect

5 might be the result of multiple or combination of causes. To add further complexity, causes can result from other causes, and effects can propagate other effects.

2.5.1 Application of the Design FMEA There is no single FMEA method, as previously mentioned. A basic approach that can be followed in order to conduct a basic FMEA are provided in the following ten steps. To help illustrate the process, an example of a table lamp is used. Appendix 30 provides a sample format for completing an FMEA (ASME, 1994)

Step 1: Identify components and associated functions The first step of an FMEA is to identify all of the components to be evaluated. This may include all of the parts that constitute the product or, if the focus is only part of a product, the parts that make up the applicable sub-assemblies. The function(s) of each part within in the product are briefly described. For example:

Part description Part function Light bulb Provides x +- y lux of illumination Plug 2 wire electrical plug Cord Conducts power from outlet to lamp

Step 2: Identify failure modes The potential failure mode(s) for each part are identified. Failure modes can include but are not limited to: • Complete failures • Intermittent failures

• Partial failures • Failures over time

• Incorrect operation • Premature operation

• Failure to cease functioning at • Failure to function at allotted time allotted time It is important to consider that a part may have more than one mode of failure. For example: Part description Failure Mode Cord Short circuit Insulting failure

Step 3: Identify effects of the failure modes For each failure mode identified, the consequences or effects on product, property and people are listed. These effects are best described as seen through the eyes of the customer. Example: Failure Mode Failure Effects Short No light/ Electrical fire / Blown fuse Insulation fail Shock / injury hazard

Step 4: Determine severity of the failure mode The severity or criticality rating indicates how significant of an impact the effect is on the customer. Severity can range from insignificant to risk of fatality. Depending on the FMEA method employed, severity is usually given either a numeric rating or a coded rating. The advantage of a numeric rating is the ability to be able to calculate the Risk Priority Number (RPN) (see Step 9). Severity ratings can be customized as long as they are well defined documented and applied consistently. Appendix provides examples of severity ratings. Failure Effects Severity No light 8-Very high Shock/injury hazard 10-Hazardous-no warning

Step 5: Identify cause(s) of the failure mode For each mode of failure, causes are identified. These causes can be design deficiencies that result in performance failures, or induce manufacturing errors. Failure Mode Cause Insulation failure Cord pinched

Step 6: Determine probability of occurrence This step involves determining or estimating the probability that a given cause or failure mode will occur. The probability of occurrence can be determined from field data or history of previous products. If this information is not available, a subjective rating is made based on the experience and knowledge of the cross-functional experts. Two of the methods used for rating the probability of occurrence are a numeric ranking and a relative probability of failure. Attachment C provides an example of a numeric ranking. As with a numeric severity rating, a numeric probability of

7 occurrence rating can be used in calculating the RPN. If a relative scale is used, each failure mode is judged against the other failure modes. High, moderate, low and unlikely are ratings that can be used. As with severity ratings, probability of occurrence ratings can be customized if they are well defined, documented and used consistently. Cause Prob. Of Occurrence Cord pinched 2-Low (few failures) Step 7: Identify controls Identify the controls that are currently in place that either prevent or detect the cause of the failure mode. Preventative controls either eliminate the cause or reduce the rate of occurrence. Controls that detect the cause allow for corrective action while controls that detect failure allow for interception of the product before it reaches subsequent operations or the customer. Cause Current controls Cord pinched Review CSA standards Warranty data from preceding products Step 8: Determine effectiveness of current controls The control effectiveness rating estimates how well the cause or failure mode can be prevented or detected. If more than one control is used for a given cause or failure mode, an effectiveness rating is given to the group of controls. Control effectiveness ratings can be customized provided the guidelines as previously outlined for severity and occurrence are followed. Attachment D provides example ratings. Current controls Control effectiveness Review CSA standards 5-Moderate Warranty data from preceding products Step 9: Calculate Risk Priority Number (RPN) The RPN is an optional step that can be used to help priorities failure modes for action. It is calculated for each failure mode by multiplying the numerical ratings of the severity, probability of occurrence and the probability of detection (effectiveness of detection controls) (RPN=S x O x D). In general, the failure modes that have the greatest RPN receive priority for corrective action. The RPN should

8 not firmly dictate priority as some failure modes may warrant immediate action although their RPN may not rank among the highest.

Step 10: Determine actions to reduce risk of failure mode Taking action to reduce risk of failure is the most crucial aspect of an FMEA. The FMEA should be reviewed to determine where corrective action should be taken, as well as what action should be taken and when. Some failure modes will be identified for immediate action while others will be scheduled with targeted completion dates. Conversely, some failure modes may not receive any attention or be scheduled to be reassessed at a later date. Actions to resolve failures may take the form of design improvements, changes in component selection, the inclusion of redundancy in the design, or incorporation design for safety aspects. Regardless of the recommended action, all should be documented, assigned and followed to completion.

2.2 Lean thinking Lean thinking is a strategy at management level in which its purpose is to identify and eliminate the Muda (waste), in order to increase productivity and organizational excellence and simultaneously to decrease the costs; this strategy first emerged in Japanese manufacturing community in the form of Lean Manufacturing which now has roots in continuous improvement philosophy (Kaizen). The hesitation whether or not concepts like mass production, production processes based on batch and queue, waiting lines, inventory volume, and etc are the evidences of value adding production. They consequently ranked these as the non-value added (NVA) concepts and came up with Lean production which concentrates on concepts like: make to order (pull systems). Zero defects, team work, cellular manufacturing, continuous improvement and flow of information. They did their outmost effort to eliminate Muda’s and NVAs. (Amir Shekari, 2007) Anything is used at a leaner degree, in comparing with mass production, is called Lean, short for Lean Manufacturing. The amount of human resources, production are, equipment (constant capital in total), engineering resources and production time could be reduced up to half when Lean is applied. This will also take effect into required inventory and defects which will be half and less and the production

9 which will be produced with greater diversity. Key Lean Manufacturing principles include:  Waste and Muda elimination and minimization.  Continuous flow of parts in lower volumes.  Pull processing (i.e. products are pulled from the consumer end, not pushed from the production end).

One of the principles of Lean Manufacturing which means anything wasteful, merely consumes resources and does not add value is called Muda. In other words, the costs of services/products are increased without the additional value to it. Taiichi Ohno identified seven types of Wastes (Muda): • Defects • Overproduction • Transportation • Waiting • Doing over • Waste motions • Over processing • Unutilized skills A new and more detailed approach towards Lean Manufacturing was introduced by Womack and Jones as ‘Lean thinking’. It focuses on five core concepts called VVFPP and represents a ‘value stream’ on Figure 2. These concepts are as follows: 1. Value specification: Specify value in the customer’s point of view 2. Eliminate waste and involve and empower employees 3. Identifying the value stream: by sketching a visual scheme of the value stream along the chain of value. 4. Make value flow at the pull of the customer so he can pull the expected value from producer. 5. Perfection: continuously improve in the pursuit of perfection in order to establish the value stream.

2.3 Comparing lean manufacturing and FMEA These two techniques have been compared with regard to the specifications and characteristics of each FMEA and Lean Manufacturing (Lean Thinking) and the results are in Table 2.1. (Amir Shekari, 2007) Table 2. 1 Comparing lean thinking and FMEA No Lean FMEA 1 History 1950's – Toyota Co. Aerospace industry – 1950's 2 Aim - Establishing value stream. - Decrease in costs - Eliminating Muda's and - Increase in reliability waste - Customer satisfaction - Maximizing value stream - Increase in market share - Flexibility in operations 3 Methodology - Semi structured VVFPP Failure mode and effects - identifying waste resources analysis and then eliminating them

4 Focus on - Muda identification and Identifying potential failure elimination modes and their effects - Costumer value stream - job standardization - Waste identification and elimination

5 theory Waste elimination Failure prevention 6 Operational - Production system - ( Process – design – system area - quality –service ) - human resources - system - repair and maintenance - Sub system - engineering

7 Key success - Planning - Team work factors - contribution of senior - team skill - management - exact implementation of - team work suggestions - Lean principles training

8 Tools and key - Less setup and installation - Tree diagram techniques time, Less production cycle, - Quality engineering Less waste, - Risk priority number - Less breakdown - Market studies - Layout optimization - QFD techniques - Continuous improvement - test (Kaizen), 5S, pull systems. - Cellular manufacturing - Persistent test, Statistical tools, visual management

Table 2. 2 Comparing lean thinking and FMEA (Continue) No Lean FMEA 9 What are the - Savings due to less Muda - More safety benefits? - Less wastes and less doing - faster introduction to market over - improvement of organization image - less deficiency costs - controllability - propagation of team work culture in company 10 Hypothesis - Eliminating wastes will lead - If less resources are to better operation dedicated to FMEA, cost is - lots of small changes is reduced better than a few big - If the defects aren’t analysis comprehended , customer satisfaction will be less

11 Concept of Principles for improving the Principles for improving the value process / Muda and waste equipment accuracy ( resources removal faultless equipment ) 12 Required - Senior management support - Training infrastructure - Standardization of - Customers and interested operations Communication parties communication system system - Team work - Team members specialized - Problem solving process skills

13 discipline and - Key Muda's and operational - Concentrating on customer regularity priorities recognition requirements characteristics - Quality improvement and - Recognizing and decreasing the costs prioritizing the potential - Decreasing the failures requirements of processes - Equipment correction and - Concentrating on "make to improvement order" systems ( based on - Taking the suggestions customer opinions and seriously requirements - Visual management techniques and other similar approaches in order to improve the working conditions 14 Control on Process value stream Performance ( process – product ) 15 Decision Based on quality Based on failure prevention making improvement techniques

Table 2. 3 Comparing lean thinking and FMEA (Continue) No Lean FMEA 16 flaws and - The subject under study is - Not considering all the limitations not accurate failure modes - Not enough training for - Not separating the failures Lean projects , ( not considering their - Limitations of equipment in impact on each other) order to decide strategic and - Weak and unrealistic operational priorities documentation - Lack of equipment for resolving the bottlenecks 17 Do not Motivation and morale NVA 's consider among personnel using Lean principles 18 Initial results Less process time Less time – failure prevention 19 Project High waste resources High risk picking Low profitability High defects criteria Lack of flexibility Low quality Customer dissatisfaction High costs Lack of efficiency and Costumer dissatisfaction effectiveness Lack of efficiency Lack of reliability 20 slogan Supply as much as you need Act beforehand, instead of it , and when you need it ( not react after an incident. more , not sooner )

Similar goals and objectives, and concentration on minimising the defects shows that FMEA and Lean Manufacturing are closely related. It is difficult to choose, utilise and order between the two strategies. However, if the weak points are understood, then the gaps can be filled with proper tools and principles from the other one (i.e: the strong point of one strategy makes up for the weak points of the other one.

2.4 Pareto Analysis Sometimes called the 80-20 rule, Pareto Analysis is an exploratory tool that is most commonly used in problem solving. Introduced by Vilfredo Pareto, he developed it to explain the concentration of wealth of a country. In Pareto analysis, there should be measurement of items of interest, identification which is on a scale, and as a cumulative distribution, order them in descending order. The 80 percent of the total

13 activity is accounted by the 20 percent of the ranked items. For example, by only having 20 percent of the machine breakdown, 80 percent of the line stop is found. It means that 80 percent of the total line stop is caused by the 20 percent of machine breakdown, making the machine breakdown in 20 percent dominates the total line stop in 80 percent.

2.4.1 Pareto Graph Pareto chart is a graph representing the data in order of priority. This analysis focuses on issues and difficulties that are mostly created and to be firstly recognized.

Figure 2. 1 Example of Pareto Chart in Identifying Major Causes To display reasons of failure, product defects and customer complaints, Pareto chart is a most commonly used tool in quality control and it is powerful to identify on critical aspects in which to concentrate. Hence, it is safe to conclude that Pareto chart displays major causes of a problem that affect significantly on the outcome of something which can be handled immediately.

2.5 Production Time Production time is the time that is used to manufacture a product from the packaging material into finished good. The fixed value of production time is twenty four hours

14 a day. This production time will be divided into three shifts, one shift will have 8 hours of production so the operator does not have to work twenty hours a day. The total production time in one week is five days and the total production in a year is twenty two weeks.

Figure 2. 2 Production Time

As show in Figure 2.2 the production time can be divided into two kind of time, the first one is planned down time and the second one is occupation time.

2.2.1 Planned down time Planned down time is the time that given by the factory to breaks, meetings, Test, and planned maintenance. Planned down time are voluntary productions or reference change over stoppages. Line stoppages outside operator or technician line presence time are always planned down time. Planned down time categories are:  Breaks not worked: the line is voluntarily stopped during breaks: planned down time. But if the line runs or if a technician carries out a reference change over operation during a break, the break must then be considered as occupation time.  Stoppages for meetings: workshop or plant meetings are planned down time. The line is supposed to run during daily meetings. If the line is stopped, the stoppage must be recorded as waiting time (if longer than 5 minutes).

 Non-production tests: most often, the line carries out industrial tests (new component, new setting) without producing any finished products (no production declared): planned down time. But if the line carries out tests and the finished products are declared as production: occupation time.  Preventive maintenance: Preventive maintenance operations are voluntary production stoppages and are therefore planned down time. But corrective maintenance (changing a part during a breakdown) is occupation time (you wanted to produce).  Line cleaning operations outside production/reference change: The UP voluntary plans line cleaning stoppages; therefore they are planned down time. But if you decide to do a line cleaning during a breakdown, it is not a planned down time (you wanted to produce).  Planned non-production stoppages: If the short-term planner has not planned any production or a reference change over and the operator is present on the line: planned down time. (Non-occupation hours penalize direct/specific labors efficiency but not the OEE). But if the line runs during an unplanned period (line becomes free), that must be considered as occupation time (operator present on the line).  Line reconfiguration operations: if the UP plans several days to allow technicians to reconfigure the line (installation of new equipment), planned down time.  Operations to return finished products to conformity outside production time: operations to return finished products to conformity during production are considered as occupation time. This fact will push UP to detect and react faster to non-conformities. Operations planned (at least one shift ahead) to return finished products to conformity are considered as planned down time.

Planned down time outside line presence are calculated from opening hours and line presence. Planned down time with line presence are measured during the line presence time.

2.2.2 Occupation time Occupation time is the time when at least one operator or technician is present on the production line with the exception of planned down time. This time excludes planned down time with an operator or technician present and, in particular, preventive maintenance operations.

An operator's presence time on the line is the time when he/she is on that line. An operator physically leaving the line, having started an automatic operation (filler machine cleaning cycle) or who carries out an operation for the line remotely (quality control) is still considered as being present on the line. An operator is always allocated to a line (virtual in the event of sorting) from the start until the end of his/her shift. It is the same definition as for the monitoring of direct/specific labor efficiency.

A technician's presence time on the line is the time a technician is engaged in work on the line. A technician may work on various lines between the start and end of his/her shift. Line presence time starts when the technician enters the line to do work and ends when he/she completes the work. A technician who physically leaves the line after starting an automatic operation (washing, automatic format change, going to look for spare parts) is still considered as present on the line, until his/her work is complete.

Occupation time can be divided into five categorize; there are waiting, breakdown, changeover, non-qualified, and operating time.

2.2.2.1 Waiting Time Waiting time is a non-technical stoppage lasting longer than 5 min during operator or technician presence time on the line and which is neither a reference change nor a breakdown. Planned stoppages are deducted from waiting time. These usually have organizational causes:  Awaiting bulk (quality problem, change of fixed or mobile vessels, etc.).  Waiting for packaging components (quality problem, change of label rolls, power, adjustments, etc.)  Waiting for specific labor (operator, technician)

 Other waiting times (utility or computer problems)

Where an operating line is in waiting time, the length of the stoppage due to waiting time will be counted as far as the end of the shift which has started, even in the absence of the technician or operator. Waiting time is measured by recording each waiting period longer than 5 min. For an automated system, it is the measurement from the limiting machine which is recorded.

2.2.2.2 Breakdown Time Breakdown time is the time when the machine cannot run because of jam or broken. A breakdown is a technical stoppage lasting longer than 5 min during operator or technician line presence time. During production time, there will be some problem on the machine because the setting of the machine, packaging material, and any other problem that causes the machine down. In a case where an operating line suffers a breakdown, the stoppage time due to the breakdown will be counted as far as the end of the shift which has started, even in the absence of the technician or operator.

2.2.2.3 Changeover Time (reference changes) Reference changes comprise all operations necessary for producing a new finished product reference on a line. The reference change or changeover time is the time interval between the last case produced and the first good case output at the reference speed. The reference change time is suspended during planned stoppages (breaks, shifts not worked, etc.). Reference changes are sub-divided in the following three categories:  country change over  formula change over  format change over

Country change over: when neither the formula reference nor the format is changed, this involves: o changes to primary or secondary packaging components for a change of artwork (e.g. for a folding box for a dye kit) o No machine adjustment

o No cleaning of the filling machine

Example: FRUCTIS 250 ml dry hair CANADA to FRUCTIS 250 ml dry hair UK

Formula change over: when the formula reference is changed but not the format this involves: o changes to primary or secondary packaging components for a change of artwork (e.g. color label for a mascara) o No machine adjustment o With cleaning of the filling machine

Example: FRUCTIS 250 ml dry hair to FRUCTIS 250 ml normal hair

Format changer over: when the format is changed with or without a change of formula reference. 1 format = 1 set of packaging components of the same dimensions including the shipping case (1 packaging component = 1 plan).this involves: o changes to packaging components or additional ones, e.g. blisters, promotional labels) o With adjustment(s) to machine(s) o With or without cleaning the filling machine

Example: FRUCTIS 250 ml dry hair to FRUCTIS 300 ml dry hair

2.2.2.4 Non-qualified Time Non-qualified time is the time for unpredictable things like natural disaster, work accident, and case of fire. This entire thing will disturb the production time, since the operator will be evaluated during this situation. Means all the production will be stop for a while, and will start again when the situations are safe. The non- qualified time is very rare in this factory.

2.2.2.5 Operating Time Operating time is the time during which the line produces finished products without stopping for more than 5 min. Operating time is calculated by deducting reference change over time, breakdown time longer than 5 min and waiting time longer than

5 min of occupation time. For an automated system, it is the measurement from the limiting machine which is recorded. The limiting machine (or bottleneck) is the machine with the slowest rate on the line. It determines the speed of the line.

2.6 Overall Equipment Efficiency (OEE) OEE (Overall Equipment Effectiveness) is a best practice metric to identify the percentage of planned production time that is truly productive. An OEE score of 100% represents perfect production. The prefect production means manufacturing only well parts, as fast as possible, without down time.

OEE is very useful for benchmark and baseline:  As a benchmark, OEE can be used to compare the performance of a given production asset to industry standards, to similar in-house assets, or to results for different shifts working on the same asset.  As a baseline, OEE can be used to track progress over time in eliminating waste from a given production asset.

2.6.1 OEE Benchmarks As a benchmark, what is considered a good OEE?

 An OEE score of 100% is perfect production: manufacturing only good parts, as fast as possible, with no down time.  An OEE score of 85% is considered world class for discrete manufacturers. For many companies, it is a suitable long-term goal.  An OEE score of 60% is fairly typical for discrete manufacturers, but indicates there is substantial room for improvement.  An OEE score of 40% is not at all uncommon for manufacturing companies that are just starting to track and improve their manufacturing performance. It is a low score and in most cases can be easily improved through straightforward measures (e.g. by tracking down time reasons and addressing the largest sources of down time – one at a time).

Figure 2. 3 OEE Benchmark

2.6.2 Calculating OEE The "Filling and Packing Performance Indicators" or OEE is a tool for managing line performance, expressed in terms of equipment efficiency: actual time to produce quantities compared to the theoretical time at nominal speed. The "Filling and Packing Performance Indicators" methodology does not take into account the efficiency of direct/specific labor, the quality of conformity or the achievement of the production plan.

The aim of this methodology is to quantify the performance of production equipment by using a terminology and a calculation method which is common throughout the Group.

To analyze OEE is separating the various causes of loss of performance according to their origin: . Micro-stoppages and speed losses . Change overs . Breakdowns . Waiting time OEE occupation time groups together line operation, change overs and all unforeseen stoppages with an operator or technician present on the line.

As mention before, on the production time. Operating time is the time during which the line produces finished products without stopping for more than 5 minutes. To calculate the operation time is:

푂푝푒푟푎푡𝑖표푛 푡𝑖푚푒 = 푚𝑖푐푟표 − 푠푡표푝푎푔푒푠 + 푁표푚𝑖푛푎푙 푇𝑖푚푒

푂푝푒푟푎푡𝑖표푛 푡𝑖푚푒 = 표푐푐푢푝푎푡𝑖표푛 푡𝑖푚푒 − 푐ℎ푎푔푒 표푣푒푟 − 푏푟푒푎푑표푤푛푠 − 푤푎𝑖푡𝑖푛푔 푡𝑖푚푒

푂푢푡푝푢푡 푁표푚𝑖푛푎푙 푇𝑖푚푒 = 푆푡푎푛푑푎푟푑 푆푝푒푒푑 푁표푚𝑖푛푎푙 푇𝑖푚푒 푂푣푒푟푎푙푙 퐸푞푢𝑖푝푚푒푛푡 퐸푓푓𝑖푐𝑖푒푛푐푦 (푂퐸퐸) = 푂푐푐푢푝푎푡𝑖표푛 푡𝑖푚푒 Operating time is calculated by deducting reference change over time, breakdown time longer than 5 min and waiting time longer than 5 min of occupation time. For an automated system, it is the measurement from the limiting machine which is recorded.

Nominal time is the theoretical time to produce quantities produced if the line were to operate at its nominal speed with a 100% output.

Figure 2. 4 Graphical representation of the OEE and losses Quantities produced: pallets of finished products declared in Flexnet or another production system. The quantities produced must be identical to those in production monitoring and direct/specific labor efficiency calculations.  No impact on quality status  Quantities sorted on the line must not be counted (double counting).

2.6.2.1 Nominal Speed Nominal speed is the standard annual speed for a product/line configuration. It is the maximum instant speed of the limiting machine:  Without stoppage and complying with safety and quality conditions.  Specific to each "product/line" configuration  Fixed at budget time or when the product is launched The comments about nominal speed in PT. XYZ Manufacturing Indonesia are:  The speeds of the various line configurations must be displayed on the line. These speeds must be known by the operator.  Nominal speeds are budgetary data, validated by the DTs and they must not be changed without authorization.  A temporary speed reduction, e.g. aeration of the bulk, does not justify a new nominal speed.  A product packed on two different lines will have one nominal speed per line.  For an automated line, a reduction in line speed due to a manual operation or staffing change on the line does not justify a new nominal speed. The method encourages the maximum use of the tool's capacity. 1 product  1 single nominal speed per line.  For a 100% manual line (speed determined by the speed at which staff operate), the output calculation is not comparable with the output from an automated line (data for these lines is not being registered on the Okapi file).  Nominal speeds are set in the budget and in the 3-year plan.

The line's average nominal speed is the weighted average of nominal speeds per occupation time. This speed replaces the budgeted speed.

The monthly speed of the line fed back in Okapi is the weighted average of the nominal speeds by occupation time. It may differ from the average nominal speed if the monthly product mix differs from the budgeted product mix.

∑ 푁표푚𝑖푛푎푙 푇𝑖푚푒 푀표푛푡푙푦 푆푝푒푒푑 = ∑ 푞푢푎푛푡𝑖푡푦 푝푟표푑푢푐푒푑

The nominal time is calculated by dividing the quantities produced by the nominal speed. Where there are several nominal speeds, the nominal times are added together.

2.6.2.2 Micro-Stoppages Speed losses are the difference between the actual operating time and the nominal time. Speed losses rates include:  Stoppages of less than 5 minutes  Impaired running  Time spent producing defective finished products discarded on the line. Stoppages of less than 5 min are stoppages of less than 5 min of the limiting machine caused by all the machines on the line.

Speed losses are the difference between the actual speed and the nominal speed.

푄푢푎푛푡𝑖푡𝑖푒푠 푃푟표푑푢푐푒푑 푆푝푒푒푑 푙표푠푠푒푠 푡𝑖푚푒 = 푛표푚𝑖푛푎푙 푡𝑖푚푒 − 퐴푐푡푢푎푙 푠푝푒푒푑

2.6.2 OEE Time Collection Operators and technicians record their presence time on the line. Operator or technician line presence time is obtained. During their line presence time, the operator or technician records stoppages and their causes in the output monitoring tool. Stoppages are grouped into four categories:  Speed losses and micro-stoppages  waiting time  breakdowns  reference change overs (grouped by country, formula, formats)

Actual operating time is obtained by deducting the stoppages recorded during operator or technician line presence time. The nominal time is calculated by dividing the quantities produced by the nominal speed for each configuration.

Speed losses are obtained by deducting nominal time from the actual operating time. Occupation time is obtained by deducting planned stoppages (with operator or technician presence) from the operator or technician line presence time.

2.7 Five Whys analysis To determine the cause-effect relationships in a problem or a failure event, the 5- Why method is helpful to use, whenever the real cause of a problem or situation is not quite clear. Using the 5-Whys is a simple way to try solving a stated problem without a large detailed investigation requiring many resources. This method is the least stressful on participants when problems involve human factors. In fact, it is one of the simplest investigation tools completed without statistical analysis. It is supposedly a simple form of root cause analysis, also known as a Why Tree. It peels away layers of issues and symptoms that can lead to the root cause by repeatedly asking the question ‘Why?’. Most obvious explanations have yet more underlying problems however it is never certain that the root cause is found unless there is real evidence to confirm it.

Starting with a statement of the situation and ask why it occurs. Then turn the answer to the first question into a second Why question. The next answer becomes the third Why question and so on. The odds of finding the underlying root cause of the event increases when choosing to refuse to be satisfied with each answer. Five is a rule of thumb that it is acceptable to ask or more less Whys prior to finding the root of a problem even though there is a school of thought that 7 Whys are sufficient to cover the real latent truth that initiates the event. (Mike Sondalini, 2015)

The method is also called Fault Tree Analysis, deriving from the Five Whys root cause analysis which is also known as Why Tree. Building the Why Tree first is the best in order to see the interactions of causes. Sometimes multiple causes set off an event, other times merely one cause is necessary to produce an effect. Even a simple problem can grow huge with numerous cause-effect branches. The Why Table is used to sequentially list the questions and their answers. Table 1 is an example of a completed 5 Why table for a late delivery that lost a company an important Client.

Notice how each answer leads to the next question. It is of vital importance that each Why question uses the previous answer as it creates a clear and irrefutable link between them. There is certainty that an effect is due to the stated cause only and if only questions and answers are linked that it is made sure the failure path from the event to its root.

2.8 Standard Operating procedure (SOP) An SOP is a set of instructions or steps someone follows to complete a job safely, with no adverse impact on the environment (and which meets compliance standards), and in a way that maximizes operational and production requirements. Write SOPs for any processes an individual or group performs: unloading raw materials, manufacturing products, shutting down an operation, repairing a faulty electrical circuit, and thousands of other workplace activities. (Price Brenda, 2001)

For many years, Quality Assurance people at large companies have been writing operating guidelines or procedures, called Standard Operating Procedures (SOPs) to help workers produce quality products that help the company compete in the market place. For an idea of how little emphasis is placed on SOPs in your workplace, consider who writes them. In many companies, SOPs are written by people who design or "engineer" manufacturing, and, sometimes, environmental control processes but who have no experience with safety and health.

SOPs also are written by people who supervise activities such as loading, unloading and transferring materials; maintenance; operating vehicles, cranes and similar machinery; mixing or producing chemical substances; performing audits; and so on. Lacking a clear understanding of an operation, these people can make mistakes when writing SOPs no matter how hard they try.

In some companies, when technicians and supervisors don't have time to write SOPs, they hire student summer interns to write them. Hiring such help is better than nothing, but lack of experience makes this solution an obvious error. In some rare cases, companies ask workers to write SOPs, however workers rarely have the comprehensive knowledge needed to write a good SOP. They need help. In the end,

26 no matter who writes an SOP, someone in the workplace unofficially (and sometimes officially) alters the way the job is done and doesn't amend the SOP.

2.8.1 Who should write an SOP? Often SOPs are written by one person, as described at the beginning of this article, and are reviewed by one or more others, one of whom may approve a final version. Most importantly, SOPs should be reviewed by several people qualified to evaluate the SOP in terms of its completeness and clarity of safety, environmental and operational components. In keeping with the intent of various International Standards Organization (ISO) standards, these reviews should be based on the maximum safety, health and environmental considerations, not merely "what the law requires." In other words, go beyond compliance to do the best you can. (Wieringa, Douglas, 1998) Ideally, teams that include some or all of the following should write SOPs:  People who will perform the job  People who will perform maintenance on equipment involved in an SOP  Engineers or others who design equipment and processes  Technical writers  Safety personnel  Environmental personnel  Equipment manufacturers  Vendors  Suppliers  Contractors

Team writing accomplishes several goals besides just producing an SOP: 1. It ensures that comprehensive knowledge acquired from different perspectives is applied to the SOP. 2. It creates "buy-in," which increases the likelihood that the SOPs will be implemented under the guidance of the writers. 3. It trains trainers the people who write the SOP. Having participated in in- depth decision making about the SOP, the writers know it intimately and are more likely to be effective trainers (coaches).

4. It involves people from diverse parts of the operations as a whole, which helps ensure that when new and modified processes are implemented, someone goes back and updates the SOP. 5. It encourages employees to follow the SOP and listen to the coaches because the employees know that the writers invested time and effort on behalf of the employees.

Writing teams do not have to sit together to write. They can write or edit parts of the SOP independently and then one person can combine the individual contributions. Once combined, circulate the draft SOP for review among the writers before editing a final draft for review by supervisors and subsequent supervised testing by employees. Ideally a writing team should meet at least once in the beginning of a project to establish writing objectives, targets and responsibilities, but then can work semi-independently with one person serving as coordinator.

2.8.2 Ten Reasons for Writing Standard Operating Procedures (SOPs) An SOP is a written set of instructions that someone should follow to complete a job safely, with no adverse effect on personal health or the environment, and in a way that maximizes operational and production requirements. 1. To provide people with all the safety, health, environmental and operational information necessary to perform a job properly. Placing value only on production while ignoring safety, health and environment is costly in the long run. It is better to train employees in all aspects of doing a job than to face accidents, fines and litigation later. 2. To ensure that production operations are performed consistently to maintain quality control of processes and products. Consumers, from individuals to companies, want products of consistent quality and specifications. SOPs specify job steps that help standardize products and therefore quality. 3. To ensure that processes continue uninterrupted and are completed on a prescribed schedule. By following SOPs, you help ensure against processshutdowns caused by equipment failure or other facility damage. 4. To ensure that no failures occur in manufacturing and related processes that would harm anyone in the surrounding community. Following health and

environmental steps in SOPs ensures against spills and emissions that threaten plant neighbors and create community outrage. 5. To ensure that approved procedures are followed in compliance with company and government regulations. Well-written SOPs help ensure that government regulations are satisfied. They also demonstrate a company's good-faith intention operate properly. Failure to write and use good SOPs only signals government egulators that your company is not serious about compliance. 6. To serve as a training document for teaching users about the process for which the SOP was written. Thorough SOPs can be used as the basis for providing standardized training for employees new to a particular job and for those who need e-training. 7. To serve as a checklist for co-workers who observe job performance to reinforce proper performance. The process of actively caring about fellow workers involves one worker coaching another in all aspects of proper job performance. When the proper procedures are outlined in a good SOP, any co-worker can coach another to help improve work skills. 8. To serve as a checklist for auditors. Auditing job performance is a process similar to observation mentioned in the previous item only it usually involves record keeping. SOPs should serve as a strong basis when detailed audit checklists are developed. 9. To serve as an historical record of the how, why and when of steps in an existing process so there is a factual basis (not hearsay) for revising those steps when a process or equipment are changed. As people move from job to job within and between companies, unwritten knowledge and skills disappear from the workplace. Properly maintained written SOPs can chronicle the best knowledge that can serve new workers when older ones move on. 10. To serve as an explanation of steps in a process so they can be reviewed in accident investigations. Although accidents are unfortunate, view them as opportunities to learn how to improve conditions. A good SOP gives you a basis from which to being investigating accidents.

2.8.3 Formats for Standard Operating Procedures When writing standard operating procedures, managers can choose a number of different ways to organize and format them. Your goal is to create a document that is easy for the reader to understand and helpful for the work at hand. Two factors determine what type of SOP to use (Table2.4). First, how many decisions will the user need to make during the procedure? Second, how many steps and substeps are in the procedure? Routine procedures that are short and require few decisions can be written using the simple steps format. Long procedures consisting of more than ten steps, with few decisions, should be written in hierarchical steps format or in a graphic format. Procedures that require many decisions should be written in the form of a flowchart. (ASTM, 2004) Table 2. 4 Standard Operating Procedure Format Choices and Criteria. Many Decisions? More than 10 steps? Best SOP format No No Simple Steps No Yes Hierarchical or Graphic Yes No Flowchart Yes Yes Flowchart

Simple Steps Simple steps can be used if the procedure will be prepared containing only requires a little bit of activity and decisions.

Hierarchical Steps This format is the development of simple steps. Used if a long drawn procedure, more than 10 steps and require more detailed information, but only require a bit of decision-making in hierarchical steps that have been identified are translated into sub-sub-steps in detail.

Graphic Procedure When writing procedures for very long activities, managers should consider using a graphic format. The graphic format breaks long processes into shorter subprocesses that consist of only a few steps. Workers can learn several short subprocesses more easily that one long procedure. Another possibility for the graphic format is to use photographs and diagrams to illustrate the procedure. Many

30 producers and most of their advisers have access to computers with powerful graphic capabilities. Digital cameras are now relatively inexpensive and simple to operate. Use these tools to design creative SOPs that combine helpful pictures with explanatory text. Pictures truly are worth a thousand words, and they are helpful regardless of the literacy level or native language of a worker.

Flowchart Flowcharts are simply a graphic way to present the logical steps in a decision- making process. While normal milking procedures are quite straightforward and repetitive, deciding what to do about a cow with abnormal milk certainly is not. Many different factors such as mastitis or an injury may cause the abnormal milk. The appropriate response to each situation may be dramatically different. A flowchart provides an easy-to-follow mechanism for walking a worker through a series of logical decisions and the steps that should be taken as a result.

Figure 2. 5 Simbol SOP/ Flowchart Regardless of the SOP format that you choose to use, there are a few elements of information that should be included with every SOP. These include a clear and descriptive title; the name of the author or person responsible for the SOP; and the date on which the SOP or revision becomes effective. Businesses that use many SOPs should adopt a logical numbering scheme for filing and to keep track of revisions. In addition, some SOPs should include lists of materials or tools needed to complete the job. All SOPs that involve hazardous working conditions should include a list of safety precautions.

CHAPTER III RESEARCH METHODOLOGY

3.1 Research Flow Chart The following figure represents the project method.

Initial Observation Initial  Perform initial observation to production line Observation  Improve the Production efficiency as the result of research. Problem Identification  Decreasing the line efficiency in the last four Problem month. Identification  Defining the problem statement  Defining the objectives, scope, and assumptions

Literature Study  OEE Literature Study  FMEA  5 Whys Analysis  Pareto Analysis

Data Collection Data Collection  Searching industrial information related to the research  Updating the new related issues  Visiting unit production departments to get internal data in terms of production line Data Analysis Data Analysis  Perform Pareto analysis to determine the cause of line stop Conclusion and  Used FMEA to determine the higher problem Recommendation  Perform 5 Whys analysis to find the root cause  Find the impact of the improvement

Conclusion and Recommendation  Conclusion

 Recommendation for the company  Recommendation for the future research

Figure 3. 1 Research Flow

3.2 Initial Observation Direct observation is conducted in PT. XYZ Manufacture Indonesia. The observation is carried out in the production line Jar J5. Production line Jar J5 produced Jar with format 50ml round Jar. The production line processes are rotary feeding, batch coding, filling, capping, labeling, cartoning, and cello wrapping. Maximum production speed is 60 pieces per minute with total operator is 3 people. Internal meeting and discussion are conducted to discuss the problem that found in the production. The participants for these internal meeting and group discussion are mechanical, production engineer, and leader unit production.

3.3 Problem Identification The problem which is faced by the factory which has been obtained from the initial observation is identified. Besides defining the problem, the objective, scope, limitation, and assumption are made in order to solve the problem. After internal meeting and discussion are done, all problems and failure are identified.

In the third quarter of 2014, production line Jar J5 cannot archive the production target. The target is to reach the line efficiency or OEE at least 60%, but the real production show that the average of efficiency or OEE only reached 56.3%. The production efficiency or OEE was decreasing because of the time losses happened during the production process. The time losses are coming from waiting time, changeover time, and breakdown time. By using Pareto analysis it found that breakdown time is take almost 70% of time losses. Pareto analysis also show the machine that produce the highest breakdown, it’s is capping and cartoning machine.

Failure Mode and Effect Analysis are suggested to be used as a tool to identify the critical area on capping and cartoning machine. After the critical area is being identified and verified, the next step is defining the objective of the research, in which is to reduce the breakdown time in capping and cartoning machine.

3.4 Literature of Study The importance of this step is to collect sufficient theoretical groundings from journals, books, etc. that will support the analysis in chapter 4. The main useful literature studies for the analysis are:

 Overall Equipment Efficiency  Pareto Analysis  Failure Mode and Effect Analysis  5 Whys Analysis

3.5 Data Collection The data were collected on July 2014 until October 2014 through observation and discussion with the mechanical, production engineer, and leader unit production who work in the unit production (UP). The data include: . Daily OEE report on production line Jar J5 . Break down causes in production line Jar J5 . Detail of changeover time and waiting time. . All related information about production line Jar J5 including production process and production time.

3.6 Data Analysis After all data have been gathered, the analysis is performed. The first analysis that has to be done is Pareto analysis. This analysis can determine which type of time losses that consume too much time and which machine that currently make the line stop. Based on the Pareto, the focus of research is directed to a machine that have highest breakdown time which are capping and cartoning machine. The next step is to make Failure Mode and Effect Analysis to determine the critical area and the priority problem that need to be solved. After knowing the critical area on capping and cartoning machine, five whys analysis is perform to find the root cause of the problem. The problem that currently occurs is machine jammed. So five whys analysis is focus on the root cause that make the machine jammed. Next is determine the solution for the problem, there will be corrective action and preventive action. The research is more focusing on preventive action since the research objective is to find the best ways to improve the line efficiency. The improvement will be applied to line J5 to see whether it can improve the line efficiency or not. There will be an indicator to compare the line efficiency and line breakdown before and after implementation.

3.7 Conclusion and Recommendation The conclusion fulfilled the research objective and answers the problem statements. In this case, whether the Failure Mode and Effect Analysis and Five whys analysis can increase line efficiency by identifying caused of failure and make this failure not occurs in the future. The conclusion is made based on the analysis in chapter 4. The recommendation contains several suggestions in order to improve the current system/condition in production area.

3.8 Flow Chart of the Research

Figure 3. 2 Flow Chart of the Research

The flow process in this research is show in Figure 3.2. This figure show the implementation of Pareto analysis, Failure Mode and Effect Analysis, and Five Whys analysis. The Pareto analysis is used to find the highest losses, after that find the highest machine breakdown. Then perform FMEA in the highest machine breakdown to find the critical area. After the critical area is founded, the five whys analysis is apply to find the root cause. Based on five whys analysis, lack of maintanace procedure become the main problem. Creating maintanace procedure become the solution for this problem. Next is implementing the maintenance procedure in the machine that have the highest problem which are cartoning and caping machine. The last is analyzing the effect of new maintanace procedure.

CHAPTER IV DATA COLLECTION AND ANALYSIS

4.1 Data Collection The data were collected on July 2014 until October 2014 through observation and discussion with the leader of unit production, production engineer, and line coordinator who work in the unit production (UP). The data include: 1. Daily OEE report on production line Jar J5 2. Break down causes in production line Jar J5 3. All related information about production line Jar J5 including production process and production time.

4.1.1 Overview of Production Line J5 Production line is repetitive manufacturing process in which each product passes through the same sequence of operations, and the machines and other equipment are laid-out in the order they are used. Production line is dedicated to the needs of a single or small group of products and (unlike in batch production) the process does not have to be stopped and restarted for each new product.

In PT.XYZ Manufacturing Indonesia the production line will be divided into two categories, there are skin care and hair care product. Skin care product is the kind of face wash and face cleanser. While hair care product are shampoo, conditioner, and hair spa. Due to limitation of time, these research only focusing on the production line J5 that produce skin care product. Production line Jar J5 is one of the production line that have high saturation, this production line will produce the Jar with volume 50ml. There will be three format that produced in this line; first is round Jar, second is sleeve Jar, and last is square Jar.

Before going to the production area, there will be warehouse area and process area. Warehouse is the place for the packaging material and finished good to be stored.

While processing area is the area for making the formula and bulk before carried to production area.

Figure 4. 1 Type of Product The flow of production in line Jar J5 are; packaging material is come from the warehouse, the packaging material will be empty jar, toppet, cap, label, carton décor, and shipper box. The empty jar will be placed to rotary feeding, then it will go to batch coding machine to put the lot number, next the empty jar will go to filling machine to fill the bulk. After the jar filled by the formula, it will go to capping machine, then the jar with cap will go to labeling machine, next is the jar will be put into carton décor in cartoning machine. After the jar put inside the carton décor, the décor will be wrapped into the cellophane machine, then the carton décor with cello will be put into shipper box and stored to warehouse. The layout of production line J5 show in Figure 4.2. The speed production is 60 pieces per minutes and the efficiency of this line is 60%.

Figure 4. 2 Production Line J5 (Skale 1: 200)

4.1.2 Historical Data The historical data have been available for this research basically recorded by unit production department on PT. XYZ Manufacture Indonesia. Unit production records all production data including the daily production, quantity per shift, and the problem that occurs during the production time. All the data focused on production line J5. In the last four month (July until October 2014), the production efficiency in line J5 was decreased. The cause of decreasing efficiency for each month will be explained later.

4.1.3 Data July Production The target efficiency for July production is 60% but in the efficiency of line J5 was decreased to 54.4%, this number coming from nominal speed time divided with occupation time. Nominal time is total output quantity divided with average speed production. In July production, total output quantity is 124.086 units with average speed 58 Pieces per minutes. Then the occupation time is 3.935 minutes.

124086 푀𝑖푛푢푡푒푠 푁표푚𝑖푛푎푙 푠푝푒푒푑 푡𝑖푚푒 = = 2139.4 푀𝑖푛푢푡푒푠 58 푈푛𝑖푡/푀𝑖푛푢푡푒푠

2139.4 푀𝑖푛푢푡푒푠 푂퐸퐸 = = 54.37% 3935 푀𝑖푛푢푡푒푠

The efficiency losses on July production come from machine breakdown, changeover formula, and waiting time. The first machine breakdown in July production show in table 4.1.

Table 4. 1 First machine breakdown in July Production Machine Sum of time Machine Breakdown 1 Batch coding 130 minutes Capper 110 minutes Cartoning 155 minutes Grand Total 395 minutes

The machine breakdown will cause the line stop that effect on the decreasing of production quantity. The detail of first machine breakdown will show in Appendix 2. Based on table 4.1, the cartoning machine, Batch coding machine, and Capper machine waste too much time to repair is about 395 minutes in one month. The time

39 wasted during fix the machine become losses and make the line cannot archive the target. The second machine breakdown show in table 4.2. Table 4. 2 Second machine breakdown in July Production Machine Sum of time Machine Breakdown 2 Capper 105 minutes Cartoning 45 minutes Cellophane 20 minutes Grand Total 200 minutes

The second machine breakdown happened in July production too, the details show in Appendix 3. In the second machine breakdown there is no problem in batch coding machine since the problem already solved. But, the problem coming from the cellophane machine, the cellophane take 20 minutes for repairing the machine. In the second breakdown the capper machine and cartoning still take time to repair the machine. Total wasted time were 200 minutes for the second breakdown.

The production line J5 still have third breakdown, but the third breakdown do not take much time compared to the first and second breakdown. The third breakdown show in table 4.3. Table 4. 3 Third machine breakdown in July production Machine Sum of time Machine Breakdown 3 Capper 30 minutes Cartoning 20 minutes Labeler 10 minutes Grand Total 60 minutes Based on table 4.3, the new machine breakdown occured in Labeler machine. The total time wasted in this breakdown were 60 minutes. The detail of third machine breakdown will show in appendix 4.

Total of all machines breakdown will be added up and plot into a graph to see which machine produces the highest losses in July production. Total breakdown time in July production are show in table 4.4. Capping and Cartoning machine become the major causes of line stop in July Production, it take 75% of the line stop. The Pareto diagram show in Figure 4.3.

Table 4. 4 Total Breakdown time in July production Machine Total time for Machine Breakdown Capper 245 minutes Cartoning 220 minutes Batch coding 130 minutes Cellophane 20 minutes Labeler 10 minutes Grand Total 625 minutes

Total machine breakdown 250 100.00%

200 80.00%

150 60.00%

100 40.00%

Time (Minutes) Time 50 20.00%

0 0.00% Capper Cartoning Batch coding Cellophane Labeler Machine

Figure 4. 3 Total Breakdown time in July production After knowing all the breakdown losses, next is time to find the losses form Changeover. Changeover losses happened during the formula and format changes. Changeover time is predictable not like breakdown time. Changeover format occurs when the bulk or formula is empty. Commonly, changeover losses coming from sterilization the filling part or tank, because when the line want to change the formula, the filling part or tank should be in sterile. Based on Table 4.5, changeover formula need 45 minutes, and sterilization need 60 minutes. The sum up of changeover time during July production is 140 minutes. Table 4. 5 Change over time in July Production Changeover Remarks Total Changeover Time C/O Formula- G0712002 45 minutes C/O Formula- CONTINUING STERILIZATION 35 minutes C/O Formula- STERILIZATION & SETT 60 minutes LABEL Grand total 140 Minutes

Next is about the losses that comes from waiting time, the operator currently waiting for the Packaging Material (PM), waiting the tank to be connected to

41 machine, waiting the pressure, and rework some finish good. Based on Table 4.6, waiting the packaging material take 20 minutes, the replacement of tank take 20 minutes, and waiting the tank arrive take 15 minutes. The total losses that coming from waiting time is 55 minutes. Table 4. 6 Waiting time July Production Waiting Waiting Waiting Remarks Time Replace the tank Waiting the tank arrive 15 Min Changing the tank and waiting the pressure to push the Replace the tank 20 Min old bulk Waiting PM Décor problem "dented" upper flap (changing the lot) 20 Min Grand total 55 Min

All the time losses during July production is show in figure 4.4, the breakdown time become the highest losses in July Prodution. Breakdown time take 76% of losses, while changeover and waiting time only take 24% of time losses. It means that the research should focus only on breakdown time, since breakdown become the major losses in this month.

Time losses in July Production

17%

76%

Breakdown Time Change Over Time Waiting Time

Figure 4. 4 Total Time Losses

4.1.4 Summary Data Production The summary of data production from July until October 2014 shown in Table 4.7 and Table 4.8. This table shown the data losses during four months production, the time losses are come from breakdown time, changeover time, and waiting time. Table 4.7 and Table 4.8, shows that breakdown time is the higest time losses in the

42 last four month production. For July production the detail already explained before, for August production the detail shown in Appendix 5.

The efficiency in August production only get 58.3% while the target is 60%. The machine breakdown happened more than one time, first breakdown time are shown in Appendix 6 with total losses is 1084 minutes. Second machine breakdown is shown in Appendix 7 total losses that coming from second machine breakdown is 700 minutes. The last but not least is third machine breakdown in Augustus production, the detail shown in Appendix 8 with total losses is 475 minutes. Based on Table 4.7, total time losses for breakdown time is 2219 minutes, it takes 13.1% of production time in August production. Next is the losses that coming from changeover time, based on Table 4.8 the changeover time take 770 minutes. The detail of changeover time shown in Appendix 9, the changeover time is happened 10 times and take 4.55% of production time in August production. Another losses comes from waiting time, Based on Table 4.8 total waiting time for August production is 187 minutes and it happened 8 times. The detail of time losses from waiting time is shown in Appendix 10.

Next is data from September production, based on Table 4.7 the output for September production is 570.514 units with average speed 56.6 pieces per minutes and the occupation time is 16460 minutes, detail is shown in Appendix 11. The line efficiency for September production is a little bit above the target. But the losses is still happening during September production, the losses still same as before which is breakdown, changeover, and waiting. The total breakdown time in September production is 2250 minutes, consumed 13.7% of production time. Next is time losses from changeover time, total time losses is 600 minutes and consumed 3.65% of production time (Appendix 15). Next is about the losses that comes from waiting time, the operator currently waiting for the Packaging Material (PM), waiting the tank to be connected to machine, waiting the pressure, and rework some finished good. The total losses that coming from waiting time is 490 minutes and it spend 2.92% of production time, the detail is show in Appendix 16.

Table 4. 7 Summarize Time Losses for Breakdown time Machine / Occupation Production Percentage Breakdown Per Area Line Speed Time % Month Break Produced Actual Total time Batch Rotary Total time down Capper Cartoning Labeler Cellophane Filler Qty (units) Speed (minutes) Coding feeder (minutes)

JULY 124,086 58.00 3935 245 220 130 10 20 0 0 625 15.9% AUGUST 564,764 57.27 16905 620 609 280 360 295 55 0 2219 13.1% SEPTEMBER 570,514 56.69 16460 330 385 305 610 505 115 0 2250 13.7% OCTOBER 346,980 55.76 12080 776 200 653 350 128 151 105 2363 19.6%

1971 1414 1368 1330 948 321 105 Total 7457

Table 4. 8 Summarize Time Losses for Changeover and Waiting time Machine / Occupation Formula Change- Production % Waiting Time Line speed Time Over % Month Change OEE Produced Qty Total time Total time Total Total time Total Waiting Speed Over (units) (minutes) (minutes) number (minutes) number JULY 124,086 58.00 3935 140 3 3.56% 55 3 1.40% 54.4% AUGUST 564,764 57.27 16905 770 10 4.55% 187 8 1.11% 58.3% SEPTEMBER 570,514 56.69 16460 600 9 3.65% 490 6 2.98% 61.1% OCTOBER 346,980 55.76 12080 170 3 1.41% 320 5 2.65% 51.5%

Total 1680 Total 1052

The last but not least is data from October production. Based on Table 4.7, Total quantity is 346.980 units product with average speed is 55.7 pieces per minutes. The occupation time for this month is 12.080 minutes (Detail shown in Appendix 17). The line efficiency for October production only reach 51.5%. The target efficiency for this line is 60%, which means the losses that coming from breakdown, changeover, and waiting are increasing. All of the machines have problem during October production. The total breakdown losses is 2363 minutes, it consume 19.6% of production time. Next is the time losses that come from changeover. Total changeover time in October production is 170 minutes. Changeover only happened three times in October production, all the changeover is formula (Appendix 22). Then, next one is the time losses that comes from waiting time. Based on Table 4.8, total waiting time for October production is 320 minutes, the detail of waiting losses can be seen in Appendix 23.

After all the data during four months production has been processed and divided into more detail, it shows that the breakdown time become the highest time losses. Based on this result, the data analysis can go deeper on the breakdown losses to find the critical area and root cause of the problem.

4.2 Data Analysis All the aspects that make time losses in the last four months has been collected, Figure 4.5 shows the summarized of losses in the last four months. Breakdown causes more than 70% of efficiency losses on production line J5. It means that this research will focus on decreasing the breakdown losses.

8000 7000 7457 6000 5000 4000 Time 3000 2000 1000 1680 1052 0 BreakdownTime Change Over Time Waiting time Type of losses

Figure 4. 5 Efficiency Losses from July to October 2014

Based on Table 4.7, Pareto analysis can be used to determine which machine that cause the biggest losses. Figure 4.13 showing the biggest losses comes from capper machine followed by cartoning machine, batch coding machine, labeler machine, cellophane machine, filler machine and rotary feeder machine.

Breakdown from July to October 2014 2500 100% 90% 1971 2000 80% 70% 1414 1500 1368 1330 60% 50% 948 1000 40% 30%

Breakdown Time (min) Time Breakdown 500 321 20% 105 10% 0 0% Capper Cartoning Batch Labeler Cellophane Filler Rotary coding feeder Machine

Figure 4. 6 Machine Breakdown from July to October production The research is more focusing on the capper machine and cartoning machine since these two machines take 45% of breakdown losses. FMEA will be used to find the highest problem based on severity, occurrences, and control effectiveness in capping and cartoning machine. The scale one to ten used in the rating system. In the severity rank (Table 4.9), 1 means no effect at all and 10 have a very high and dangerous impact to the system and the customer. Probability of occurrence also use the scale from one to ten, Table 4.10 shows the scale for probability of occurrence. The rating on probability of occurrence is based on frequency of occurrence, rating 1 means in the unlikely or very rare with probability is below 0.0001%, and rating 10 means the probability of occurrence is very high or 50% of the process.

The scale also used to determine the current control effectiveness (Table 4.11), 1 means the current is excellent and control mechanisms are foolproof and 10 means the current control is ineffective without any preventive action.

Table 4. 9 Severity Rank Information Rating Meaning 1 No effect 2 Minor (few failure) 3 4 5 Moderate (occasional failures) 6 7 High (repeated failure) 8 9 very high (relative consistent failure) 10

Table 4. 10 Probability of Occurrence Rank Information Rating Meaning Frequency 1 unlikely ≤ 1 in 1.5 million (≤ .0001%) 2 1 in 150,000 (≤ .001%) low (few failure) 3 1 in 15,000 (≤ .01%) 4 1 in 2,000 (0.05%) Moderate (occasional 5 1 in 400 (0.25%) failures) 6 1 in 80 (1.25%) 7 1 in 20 (5%) high (repeated failure) 8 1 in 8 (12.5%) 9 very high (relative 1 in 3 (33%) 10 consistent failure) ≥ 1 in 2 (50%)

Table 4. 11 Control Effectiveness Rank Information Ranking Meaning 1 Excellent; control mechanisms are foolproof. 2 Very high; some question about effectiveness of control. 3 High; unlikely cause or failure will go undetected. 4 Moderately high 5 Moderate; control effective under certain conditions. 6 Low 7 Very low Poor; control is insufficient and causes or failures extremely 8 unlikely to be prevented or detected. 9 Very poor Ineffective; causes or failures almost certainly not prevented or 10 detected.

After the rating system is done, the next step is listing the entire failure mode and its effect which happened in the process of production in the FMEA table, in which all the root causes and its effect of line stop problem in this study are listed in the form of FMEA as shown in Table 4.12 for cartoning machine and Table 13 for capping machine.

Table 4. 12 FMEA Table of Initial condition for Cartoning Machine

Current Part Description Part function Failure Mode Failure Effects Causes

Controls RPN

Control

Severity

Prob. of Occ. Prob. of

Effectiveness Carton flat pickup Taking flat décor Jammed Line stop 7 vacuum dirty 7 none 10 490

Vacuum opening vacuum dirty, décor over Opening flat décor Jammed Line stop 7 8 none 10 560 carton glue

Bolts not tight, lack of To forming the bottom Forming carton Jammed Line stop 8 lubrication, forming track 9 none 10 720 décor and upper décor not clear. Controlling the Damage the jar. lack of lubrication, Jar stuck Stopper number of jar before Jammed 7 7 none 10 490 Line stop in the line place into suction jar Took the jar and insert suction pad jar Jammed Line stop 7 vacuum dirty 1 none 10 70 into décor Zero defect detector to sensor feasible jar checked the jar already Broken Lots of defect 8 sensor error, short circuit 5 none 10 400 inside the décor or not Take leaflet and insert suction pad leaflet Jammed Line stop 5 vacuum dirty 6 none 10 300 into décor to reject the empty Bolts not tight, lack of Rejecter Jammed Line stop 7 5 none 10 350 décor and defect Jar lubrication

Table 4. 13 FMEA Table of Initial condition for Capper Machine

Current Part Description Part Function Failure Mode Failure Effects Causes

Controls RPN

Control Control

Prob. of Prob. of

Severity

Occurrence

Effectiveness short-circuit / dirty / Sensor Jar Detector for arrival of the Jar Jammed Line Stop 7 1 None 10 70 oblique sensor Detector for arrival of the short-circuit / dirty / Sensor toppet Jammed Line Stop 7 7 None 10 490 Toppet oblique sensor short-circuit / dirty / Sensor cap Detector for arrival of the Cap Jammed Line Stop 7 7 None 10 490 oblique sensor Automatic arm to put the toppet Jar rejected. Toppet is not plugged to Gripper toppet Jammed 8 9 None 10 720 into jar Toppet bounced. the Jar/ surface not flat Automatic swivel arm to cap is not attached to the Gripper cap Jammed Jar rejected. 8 8 None 10 640 assembly the cap with Jar jar Vibrator to make the cap stay in good position before come to the air Jammed Line stop 4 chamber over capacity 1 None 10 40 chamber toppet tack cap to make the cap stay in good Vibrator chamber position before come to the air Jammed Line stop 4 chamber over capacity 6 None 10 240 cap tack cap Sensor air rack to control the number of toppet Jammed Line stop 7 toppet surface not flat 8 None 10 560 toppet inside the air track Sensor air track to control the number of cap Jammed Line stop 7 cap stuck in air track 6 None 10 420 cap inside the air track controlling the process of Star wheel Jammed Line stop 7 Lack of lubrication 4 None 10 280

toppet and process of cap

Based on Table 4.12, there will be eight process in the cartoning machine, each process have their own function. The failure that currently happened is jammed and broken, the effect of this failure is damaged of the product, lots of product rejection, and line stopped. Each processes have different severity level, it depends on how big is the effect of these failures for the whole production line. The number of occurrence also different, since the failure are not always take place in every production. In PT. XYZ Manufacturing Indonesia, there are no current control to prevent the failure mode, meaning that the control effectiveness is ineffective. After the detection rating is obtained, the next is calculating the RPN value. The RPN value is calculated through the multiplication of the severity, probability of occurrence, and control effectiveness of the failure. The RPN value will indicates how serious and needy a problem to be solved. The summary of RPN value for cartoning machine is shows in Figure 4.7.

RPN Cartoning Machine

rejector 350 suction pad leaflet 300 sensor feasible jar 400 suction pad jar 70 Stopper 490 Forming carton 720 Vacuum opening carton 560 Carton flat pickup 490

0 100 200 300 400 500 600 700 800 Time (Minutes)

Figure 4. 7 RPN Value Chart for Cartoning Machine Based on the RVN value on Figure 4.7, it is known that there is a problem which has the highest RPN value, it means this problem has the highest priority to be solved, compare to the other problems. Forming carton, vacuum opening carton and stopper become the top priorities to be resolved. To make it clearer, the area that have high priority is shows in Figure 4.8.

Forming box Stopper Jar Vacuum (décor, Jar, Leaflet)

Figure 4. 8 Critical Area for Cartoning Machine Area with purple highlight is area for forming the box, the original form of the box is flat and it is formed to become a square. The yellow highlight is area for stopping the Jar before the vacuum take the Jar and placed into a box. And the green highlight is the vacuum area for box, Jar, and leaflet.

Next is the FMEA for capping machine, based on Table 4.13 there are ten process in capping machine. Each process have different severity level and probability of occurrence, it depends on how big the effect of these failures for the whole production line and how often this problem occurs during production. After analyzing the capping machine failure mode, there are two failures that occurred, the first one is broken and the second is jammed. The effect of this failure are Jar rejected, toppet bounced, and line stop. The cause of failure is depends on the process itself. Next is calculating the RPN with multiplication of severity, probability of occurrence and control effectiveness.

The summary of RPN for Capper machine is show in Figure 4.9. This figure shows that gripper toppet, gripper cap and sensor air track have the highest RPN value. It means that the three process become a major priority in for capper machine.

RPN Capping machine

Vibrator Chamber Cap 240 Vibrator Chamber Toppet 40 Starwheel 280 Sensor airtrack Cap 420 Sensor airtrack toppet 560 Gripper Cap 640 Gripper Toppet 720 Sensor Cap 490 Sensor Toppet 490 Sensor JAR 70

0 100 200 300 400 500 600 700 800 Time (minutes)

Figure 4. 9 RPN Value Chart for Capping Machine The main priority areas in capper machine based on RPN value can be seen in Figure 4.10, this area is categorized into two area; toppet area (purple highlight) and cap area (yellow highlight). Therefore, to resolve the issues is focusing only at these two areas.

Toppet Area

Cap Area

Figure 4. 10 Critical Area for Capping Machine After knowing the critical point in each machines, next is to find the root causes on the critical area using five why analysis. Based on RPN value (Figure 4.7 and

Figure 4.9) the top priority problem that have to be resolved are gripper toppet on capping machine and forming décor on cartoning machine. The problem generally occurred in gripper toppet is toppet bounced, while in forming décor is flap cannot close. The root cause of this problem is shows in Table 4.14 and Table 4.15. Each questions in five whys tables is already discussed with the leader of production line, production engineer, and mechanic.

Based on Table 4.14, there are two actions that can be taken, first is corrective action and second is preventive action. The corrective action can be used when the problems occurs in the process. When the flap cannot be closed because of the dirty vacuum, clearing the vacuum immediately is one of the corrective action. To make this kind of problem not reoccurred in the future, cleaning procedure for cartoning machine is considerably needed. The other problem is happening when there is no standard value setting on the machine. Creating the value setting in every production become corrective action, while creating the standard value setting will help to prevent the problem from missing the value setting reoccurs in the futures. The other corrective action is lubrication when the forming rail is too rough, it can make the carton décor dented. The lubrication procedure also needed to prevent this problem reoccurs again.

In the vacuum area on cartoning machine, cleaning also can be one of the corrective action and creating the procedure become preventive action. There are still another problem occurs while the vacuum could not take the carton décor, the vacuum was broken. Replace the rubber with a new one become one of the corrective action, to make this problem not reoccurred in the future, creating inspection list for cartoning machine is highly needed. In summary, the preventive action for cartoning machine are; creating the Standard Operating Procedure, Working Instruction, and Checklist form in order to make prevent any problem that may occurs during the production time.

Table 4. 14 Five Whys analysis on Cartoning machine Action Problem Why Area Why (1) Why (2) Why (3) Why (4) 4M Corrective Preventive When description (5) Check Check Check Check Check Action Action

Create Week Décor suction pad No cleaning Cartoning OK Method Cleaning procedure 51 slopping dirty procedure cleaning 2014

Parameter Setting in settings are Create Cartoning No Create Week Décor the hopper changed each standard or Nominal OK Method value 51 slopping is not shift and each value Forming setting setting 2014 appropriate type of setting product Flap Cannot Close Cannot Flap Carton Lack of No Create Week dented on Forming rail Forming lubrication on lubrication OK Method Lubrication procedure 51 forming too rough forming area procedure Lubrication 2014 area

- Create Week Suction No cleaning Cartoning OK Method Cleaning procedure 51 pad dirty procedure

Cleaning 2014

out Rubber rubber Machine Create Week No Inspection Replace Cartoning suction suction has OK and Inspection 51 list the rubber

Vacuum suction worn suction Vacuum broken not changed Method list 2014

Table 4. 15 Five Whys analysis on Capper machine Action Problem Area Why (1) Why (2) Why (3) Why (4) Why (5) 4M Corrective Preventive When description Check Check Check Check Check Action Action tighten the Machine Create Week Air track Fastening No Capper bolts and OK And Repair Inspection 51 path slack bolts loose controlling sealed Method list 2014

Air track Week replace with Capper path OK Machine Repair Spare part 51

stuck in air

new one track crooked 2014 Capper Stopper air No Machine Create Week Lack of And cylinder lubrication OK And lubrication procedure 51 Toppet Lubrication Toppet jammed procedure Method Lubrication 2014 Toppet cannot be Vacuum is There spark

No Create Week picked up not perfect bulk Toppet O ring dirty cleaning OK Method Cleaning procedure 51 by the (there is a attached to procedure Cleaning 2014 vacuum leak) the vacuum head change The bottom Packaging Sorting packaging Week Toppet Toppet bounced Toppet of toppet design OK Material 100% in mold 51 slanting thinner errors supplier toppet in 2014 supplier

Next is the root cause for the capper machine. Based on Table 4.15, the problem that currently occurs in toppet are toppet stuck in air track and toppet bounced. There are also two actions that can be taken while this problem occurs during the production. First is corrective action and second is preventive action. One of the cause of toppet stuck in the air track is because the air track is too tight and in result, make the toppet stuck inside. The corrective action while this problem occurs is repair the air track. Making the inspection list can prevent this problem reoccurs in the future.

Another cause of toppet stuck in air track toppet is because the air track is lack of lubrication, the corrective action for this problem is lubricating the air track toppet so the toppet can be run smoothly on air track. To prevent this problem reoccurs, lubrication procedure needed.

The current problem on the vacuum area is the toppet bounced, this kind of problem happened because of the vacuum is dirty, usually the operator or line coordinator does not realize this problem until the line is stop or jammed. The corrective action for this problem is cleaning the vacuum head. The preventive action for this problem is make the cleaning procedure that can be checked every day before the production begin. Sometimes the problem is coming from the supplier of the packaging material, there are always an error in the packaging design of the toppet that make the toppet slanting and bounced. The corrective action is taken out all the packaging and return it back to the supplier to make 100% sorting inspection. For the preventive action, request the supplier to change the packaging mold in the next delivery. In conclusion, the preventive action on capping machine is same as the preventive action on the cartoning machine which are; creating the Standard Operating Procedure, Working Instruction, and Checklist form.

4.2.1 Standard Operating Procedure Most of the problem solving in this research are creating the standards in every activity, it makes the Standard Operating Procedure is the most important and effective solution in this research. Standard Operating Procedure for maintanace procedure in production line J5 will show later.

Here the Standard Operating Procedure (SOP) for maintenance activity: 1. Purpose To describe the process of maintenance activity in order to meet the specific requirement. 2. Scope of Application This procedure applies to the process of maintenance in production line Jar J5 3. Tools Needed - Lubrication Gun - Lubrication Spray - Tissue or cotton cleaning - Safety glasses - Safety glove 4. Responsibility and Authority - Line Coordinator and/or Operator Responsible for cleaning the machine before starting production. - Mechanic Responsible for lubricating all the machine and doing the activity related to the critical area on the machine. 5. Procedure 5.1. Process maintenance in rotary feeding machine o Cleaning the feeding machine from packaging material. o Lubricate the rotary machine inside the feeder machine. o Check and inspection the critical part in feeding machine.

5.2. Process maintenance in Batch Coding machine o Cleaning all the sensor on the Batch Coding machine. o Lubricate the stopper and holder jar in batch coding machine. o Check and inspection the critical part on batch coding machine.

5.3. Process maintenance in filling machine o Cleaning the nozzle, Jar track, and cover machine in the filler machine o Lubricate the stopper Jar, nozzle valve, and cylinder valve in filler machine.

o Check and inspection the critical part in filling machine. 5.4. Process maintenance in capping machine o Cleaning the sensor, star wheel, air track, and vacuum in capping machine. o Lubricate the air cylinder, vacuum cylinder and guide staff in capping machine. o Check and inspection the critical part in the capping machine. 5.5. Process maintenance in labeling machine o Cleaning the front and back label placement, sensor label, and smoothing device on labeling machine. o Lubricate the front and back label direction and smoothing device on labeling machine. o Check and inspection the critical part in the labeling machine. 5.6. Process maintenance in cartoning machine o Cleaning the vacuum décor, forming area, and rail carton in cartoning machine. o Lubricate the upper closing, lower closing, and feeding area in cartoning machine. o Check and Inspection the critical part in the cartoning machine.

5.7. Process maintenance in Cellophane machine

o Cleaning the rail jar, cello track, and cover machine. o Lubricate the Cellophane roll, sealing part, hot press area in cellophane machine. o Check and inspection the critical area on cellophane machine.

6. Attachment - Check list form for cleaning capping and cartoning machine. - Check list form for lubricating capping and cartoning machine. - Check list form for inspection capping and cartoning machine. - Working Instruction for cleaning capping and cartoning machine. - Working Instruction for Lubricating capping and cartoning machine.

The SOP is creating for all the machine in production line J5, but for the Working Instruction and checklist form only for capping and cartoning machine, since this research are focused on this two machine. After creating the Standard Operating Procedure, next is creating the checklist forms and working instruction.

4.2.2 Checklist Form and Working Instruction for Cartoning Machine The next step of preventive action is to make the cleaning procedure on cartoning machine. The cleaning procedure for cartoning machine can be seen on Figure 4.11. There will be nine area or zone that need to be cleaned. Each zone will have their own impact on quality, safety, and machine. Total time for cleaning activity is 7 minutes. The area zone 1 until area or zone 5 will be cleaned in every shift, but for area/ zone 6 until 9 only for once a day. How to do the cleaning on cartoning machine or working instruction for cleaning cartoning machine is shown in Figure 4.12 and Figure 4.13. The working instruction will have their operator, mechanic, and line coordinator to execute this activity.

After creating the checklist form and working Instruction for cleaning machine. Another step is create the lubrication procedure for cartoning machine, the lubrication procedure is shown in Figure 4.14. There will be nine area that need to be lubricated. Total time for lubrication is 9 minutes, with frequency lubrication is twice a week, only area number nine will be doing this activity once a month. The person who is in charge on this activity is only mechanic. The working instruction for doing the lubrication can be seen on Figure 4.15 and Figure 4.16.

The last but not least is inspection list for cartoning machine, it is shown in Figure 4. 17. There will be six item that need to be checked. Total time for inspection only 3.5 minutes. Person in charge for doing this inspection is the Line coordinator. This inspection will be started in every shift before the production line is run. So, that is all for the preventive action for cartoning machine. The total time needed to do all preventive activity is around 7 until 9 minutes in each shift.

Figure 4. 11 Checklist Form for Cleaning Cartoning Machine J5

Figure 4. 12 Working Instruction for Cartoning Machine

Figure 4. 13 Cont. Working Instruction for cartoning machine

Figure 4. 14 Checklist Form for Lubricating Cartoning Machine J5

Figure 4. 15 Working Instruction for Lubrication Cartoning Machine

Figure 4. 16 Cont. Working Instruction for Lubrication Cartoning Machine

Figure 4. 17 Inspection list for cartoning machine J5

4.2.3 Checklist Form and Working Instruction for Capper Machine First of all, preventive action for capping machine is to create the cleaning procedure, the cleaning procedure for capping machine is shown in Figure 4.18. There will be ten areas that need to be cleaned on capper machine, each area have their own function and effects to the machine. Line status should be turned off while doing the cleaning, and the cleaning has to be performed in every shift before the production is started.

The time needed to do the cleaning in capper machine is 4.5 until 6.5 minutes. The person who will do the cleaning is operator and line coordinator. The working intruction for cleaning the capper machine is shown in Figure 4.19, Figure 4.20, and Figure 4.21. This working instruction will help the operator and line coordinator to do the cleaning in capper machine line J5.

Second, preventive action is the lubrication procedure for capper machine. Figure 4.22 shows the area and checking list for lubrication capper machine in line J5. There are five areas that need to be lubricated, three of them will be lubricated twice a week and the rest will be lubricated once a month. Time needed for lubricate the capper machine is around 3 until 5 minutes. The person who have responsibility to do lubrication is mechanic. The working instruction for doing the lubrication is shown in Figure 4.23 and Figure 4.24.

Figure 4. 18 Checklist Form for Cleaning Capper Machine J5

Figure 4. 19 Working Instruction for Cleaning Capper machine in J5

Figure 4. 20 Cont. Working Instruction for Cleaning Capper machine in J5

Figure 4. 21 Cont. Working Instruction for Cleaning Capper machine in J5

Figure 4. 22 Checklist Form for Lubricating Capper Machine J5

Figure 4. 23 Working Instruction for Lubrication Capper machine in J5

Figure 4. 24 Working Instruction for Lubrication Capper Machine in J5

4.2.4 Implementation of SOP, WI, and Checklist Form. The implementation of preventive maintenance always be executed in week one until week seven in 2015. The data during this seven week are collected and focused on capping and cartoning machine. The summarized of the data breakdown time is show in Table 4.16. Based on this table, the breakdown time is reduced little by little. In parallel, the line efficiency also increased little by little. The revolution of this improvement is shows in Figure 4.25 for capping machine and Figure 4.26 for cartoning machine. All the indicator repair is based on the critical area that already mention before. The critical area for capper machine is toppet area and cap area, also the critical area for cartoning machine are stopper area, vacuum area, and forming area.

In the first week of the application of preventive maintenance, the line efficiency only get 50%. With total breakdown time is 411 minute for capper machine, and 55 minutes for cartoning machine.Capping machine have big problem on the sensor of toppet. The sensor was broken and need too much time to repair this sensor, while the cartoning area did not have a big problem. The detail of first week implementation preventive maintenance can be seen on Appendix 23.

In the second week of implementation preventive maintenance, breakdown time for capping machine was decreasing from 411 minutes to 350 minutes. And the cartoning machine, total breakdown time also decreasing from 55 minute to 50 minutes. The line efficiency is 54.8%, it was increase 4.8% from last weeks. The detail of breakdown for second week of implementation preventive maintenance are show in Appendix 24.

The breakdown time for capping machine in the third week of implementation preventive maintenance decreased significantly from 350 minutes to 50 minutes. This problem happened because of the gripper head and air track was solved and did not reoccurs again. But the breakdown time for cartoning machine was increasing significantly from 50 minutes to 160 minutes. The problem comes from the vacuum forming carton, the vacuum need to be repaired, in result the time breakdown become higher than before. Detail of breakdown time can be seen on Appendix 25. The line efficiency for week 3 increased 3.5% become 58.3%.

Table 4. 16 Summarize Breakdown time from week 1 until week 7 Starting Production Machine Occupation Capping Breakdown Cartoning Breakdown Total OEE week quantities (Units) speed time Machine time Machine time Breakdown

Capper area 80 Forming 40 Week 1 131,340 58 4520 Toppet area 331 Vacuum 15 466 49.95% Grand Total 411 Grand Total 55 Capper area 110 Forming 50 Week 2 208,536 56 6750 Toppet area 240 400 54.80% Grand Total 350 Grand Total 50 Toppet area 55 Forming 160 Week 3 198,324 52 5665 215 58.35% Grand Total 55 Grand Total 160 Toppet area 105 Forming 35 Week 4 177,420 55 4675 140 63.25% Grand Total 105 Grand Total 35 Toppet area 68 Forming 120 Week 5 220,616 55 5930 188 62.01% Grand Total 68 Grand Total 120 Capper area 55 Forming 40 Week 6 158,724 56 4065 Toppet area 35 130 65.08% Grand Total 90 Grand Total 40 Capper area 45 Vacuum 48 Week 7 111,888 57 3300 Toppet area 45 138 60.03% Grand Total 90 Grand Total 48

Figure 4. 25 Breakdown Indicator on Capper Machine

Figure 4. 26 Breakdown Indicator on Cartoning Machine

After fourth week of implementation preventive maintenance, the line efficiency reach the target efficiency of this line. The efficiency for line J5 is 60% while the line efficiency on fourth week of implementation preventive maintenance is 63.3% with total breakdown time for capping machine is 105 minutes and for cartoning machine is 35 minutes. Appendix 26 shows the detail of breakdown time in week four, the increasing and decreasing time is not too significant unlike the past three weeks.

On the fifth week of implementation preventive maintenance, the line efficiency is little bit decreased to 62%. The breakdown time is more stable with total break down time is 188 minutes (based on Appendix 27). The line efficiency increasing again in the next week, in week sixth the line efficiency become 65.1%, it becomes the highest line efficiency at this time with total breakdown time for both machine only 130 minutes (based on Appendix 28).

The last but not least, the analysis for the seventh week of implementation preventive maintenance. The line efficiency was decreased to 60%. The total breakdown time for capping and cartoning machine compare with sixth week is not that different. The increase only 8 minutes, the total breakdown time for both machine is become 138 minutes. The other losses can be the cause of this decreasing line efficiency.

In summary, the implementation of maintenance procedure can reduce the machine breakdown in capping and cartoning machine from 466 minutes to 138 minutes and increase the production efficiency from 50% to 65%.. The other losses such as breakdown from the other machine, changeover time, and waiting time can give the impact on reducing the line efficiency. That why the the efficiency cannot reach the maximum value, since the other machine such as rotay feeding, batch coding, filling, labeling, and cello wrapping still can produce the time losses.

CHAPTER V CONCLUSION AND RECOMMENDATIONS

5.1 Conclusion Based on the data analysis that has been conducted, the following are the conclusion obtained:  The entire problem stated earlier in chapter one is already solved by implementing the maintenance procedure directly to capping and cartoning machine.  The implementation of maintenance procedure can reduce the total breakdown time in capping and cartoning machine from 466 minutes to 138 minutes.  The production efficiency has increased from 50% to 65% in the past five weeks after the implementation of maintenance procedure in capping and cartoning machine.

5.2 Recommendation

There are some recommendations made for the production area in order to improve production efficiency as well as reducing total breakdown time. They are as follows:  Creating the cleaning procedure, lubrication procedure, and inspection list for all production line in order to reduce the breakdown time.  Creating new procedure for reducing the changeover time and waiting time.

REFERENCE

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American Society for Testing and Materials. ASTM D 5172-91 (2004), Standard Guide for Documenting the Standard Operating Procedures Used for the Analysis of Water. 2004. American Society for Testing and Materials, West Conshohocken, PA.

Amir Shekari Iran University of science & technology (Behshahr Branch), POMS 18th Annual conference Dallas. Texas, U.S.A. May 4 to May 7, 2007.

Burgess, John A., Design Assurance for Engineers and Managers, Marcel Dekker, Inc., New York, 1984. ISBN 0-8247-7258-X pp. 246-252

Failure Mode, Effects and Criticality Analysis. http://www.fmeca.com, Kinetic, LCC, (Febuary 2015).

Jakuba, S.R., “Failure Mode and Effect Analysis for Reliability Planning and Risk Evaluation”, Engineering Digest, Vol. 33, No. 6, June 1987.

Mike Sondalini, www.lifetime-reliability.com, Understanding How to Use the 5Whys for Root Cause Analysis, Febuary 2015

Singh, Karambir, Mechanical Design Principles: Applications, Techniques and Guidelines for Manufacture, Nantel Publications, Melbourne, Australia, 1996. ISBN 0646 25797 8 pp. 77-78.

PermenPAN No: PER/21/M.PAN/11/2008 Guidelines for Preparation of Standard Operating Procedures Administration.

Price, Brenda. Set monitoring protocols for SOPs. Dairy Herd Management, Vol. 38, No. 3, March 2015.

Wieringa, Douglas, C. Moore, and V. Barnes. Procedure Writing: Principles and Practices. Columbus, Ohio. Battelle Press: 1998.

APPENDICES

Appendix 1 Data July Production Line J5 Std. Act Production Total Production Start End Product OUTPUT Occupation Line Shift Line Co FG Description Speed Speed Time Planned Date Shift Shift Code Actual time (PPM) (PPM) (minutes) Downtime 3:00 11:00 RL WHITE D- 08-Jul-14 J5 2 Mujiyanto G0745502 60 60 7326 480 70 410 PM PM CREAM SPF18 11:00 7:00 RL WHITE D- 08-Jul-14 J5 3 Rimba S. G0745502 60 60 16044 480 50 430 PM AM CREAM SPF18 11:30 3:00 M. RL WHITE D- 08-Jul-14 J5 1 G0745502 60 57 4608 210 60 150 AM PM Khosim CREAM SPF18 7:00 3:00 M. RL WHITE D- 09-Jul-14 J5 1 G0745502 60 57 13824 480 55 425 AM PM Khosim CREAM SPF18 3:00 11:00 RL WHITE D- 09-Jul-14 J5 2 Doby Eko G0745502 60 55 12864 480 70 410 PM PM CREAM SPF18 11:00 7:00 WP DAY CRE 09-Jul-14 J5 3 Rimba S. G0712002 60 60 11100 480 55 425 PM AM SPF17 PA+ 50 7:00 3:00 M. WP DAY CRE 10-Jul-14 J5 1 G0712002 60 57 15660 480 55 425 AM PM Khosim SPF17 PA+ 50 3:00 11:00 WP DAY CRE 10-Jul-14 J5 2 Doby Eko G0712002 60 55 15540 480 65 415 PM PM SPF17 PA+ 50 11:00 5:00 WP DAY CRE 10-Jul-14 J5 3 Rimba S. G0712002 60 60 12648 360 50 310 PM AM SPF17 PA+ 50 5:00 7:00 DE WP NIGHT 10-Jul-14 J5 3 Rimba S. G0336603 60 60 1908 120 10 110 AM AM CREAM 50ML 7:00 3:00 M. DE WP NIGHT 11-Jul-14 J5 1 G0336603 60 57 12564 480 55 425 AM PM Khosim CREAM 50ML

Appendix 2 First Machine breakdown in July Production Machine Production Type Machine Line Line Co Machine Breakdown Remarks Breakdown Date Breakdown Breakdown time 1 Perbaikan Drawing Perbaikan Mesin-REPAIR MSN CARTONING (SENSOR FAULT 08-Jul-14 J5 Mujiyanto Cartoning 20 min Mesin missing + DRAWING MISSING) Perbaikan Mesin-ALARM CARTONING => ANALISA & Perbaikan Vakum 08-Jul-14 J5 Rimba S. Cartoning PERBAIKAN (CEK PARAMETER, BONGKAR JALUR 90 min Mesin leaflet VACUM LEAFLET, CLEANING & SETTING) M. Perbaikan 08-Jul-14 J5 Sensor Cartoning Perbaikan Mesin-SENSOR CARTONIGN SERING FAULT 30 min Khosim Mesin M. Perbaikan 09-Jul-14 J5 Sensor Cartoning Perbaikan Mesin-SENSOR FAULT ( CARTONING ) 15 min Khosim Mesin Perbaikan Topet 09-Jul-14 J5 Doby Eko Capper Perbaikan Mesin-REPAIR MESIN TOPPETE SERING TDK ADA 25 min Mesin slanting Perbaikan Cap Perbaikan Mesin-ALARM MESIN CAP (CAP NYANGKUT 09-Jul-14 J5 Rimba S. Capper 45 min Mesin macet PADA CONVEYOR SUPLAI CAP) M. Perbaikan 10-Jul-14 J5 Capper Perbaikan Mesin-TOPPET MENTAL 15 min Khosim Mesin Topet Perbaikan mental Perbaikan Mesin-REPAIR RELING DAN ARM TOPETE 10-Jul-14 J5 Doby Eko Capper 25 min Mesin SERING MENTAL coding Perbaikan Batch Perbaikan Mesin-MARKIDENT CODING TIDAK JELAS (HEAD 10-Jul-14 J5 Rimba S. tidak 130 min Mesin coding LASER PROBLEM) jelas

Appendix 3 Second Machine breakdown in July Production Machine Production Type Machine Line Line Co Machine Breakdown Remarks Breakdown Date Breakdown Breakdown time 2 Perbaikan Mesin-REPAIR MSN CARTONING (SENSOR Perbaikan Drawing 08-Jul-14 J5 Mujiyanto Cartoning FAULT + DRAWING MISSING ) JAM 15'20 - 19'30 WIB BY 30 min Mesin missing MEKANIK Perbaikan Cap 08-Jul-14 J5 Rimba S. Capper Perbaikan Mesin-PERBAIKAN REJECTOR CAPPER 20 min Mesin macet M. Perbaikan Cap 09-Jul-14 J5 Capper Perbaikan Mesin-RIJECTED CAPPER ERROR ( NO ACTIVE ) 50 min Khosim Mesin macet Perbaikan dekor 09-Jul-14 J5 Doby Eko Cellophane Perbaikan Mesin-CARTONING DÉCOR PENYOK.SET ULANG 20 min Mesin nabrak M. Adjust Cap 10-Jul-14 J5 Capper Adjust Setting-CAP SLANTING 15 min Khosim Setting slanting Perbaikan Cap 10-Jul-14 J5 Doby Eko Capper Perbaikan Mesin-REPAIR ARM CAPER PD MANGAP 20 min Mesin slanting Perbaikan Cartoning Perbaikan Mesin-MESIN CARTONING,FORMING 10-Jul-14 J5 Rimba S. Cartoning 15 min Mesin - lain-lain MISSING,FLASH JAM SECURITY,LOWER

Appendix 4 Third Machine breakdown in July Production Machine Production Type Machine Line Line Co machine Breakdown Remarks Breakdown Date Breakdown Breakdown time 3 Perbaikan 09-Jul-14 J5 M. Khosim kamera Mesin Labeler Perbaikan Mesin-CAMERA LABELING PAGO ERROR 10 min Perbaikan Topet 09-Jul-14 J5 Doby Eko Mesin macet Capper Perbaikan Mesin-REPAIR TOPETE SERING TDK ADA LAGI 30 min Perbaikan Flap no Perbaikan Mesin-CARTONING FLAP ATAS DAN BAWAH 10-Jul-14 J5 Doby Eko

Mesin open Cartoning SERING TERBUKA,DI CELO NABRAK 20 min

Appendix 5 Data August Production Line J5 Std. Act Production Total Production Start End Product OUTPUT Occupation Line Shift Line Co FG Description Speed Speed Time Planned Date Shift Shift Code Actual time (PPM) (PPM) (minutes) Downtime 7:00 3:00 DE RL NIGHT CRE 14-Aug-14 J5 1 Een K. G1341601 60 55.00 11292 480 50 430 AM PM 50 AS V4 3:00 11:00 M. DE RL NIGHT CRE 14-Aug-14 J5 2 G1341601 60 57.00 15264 480 45 435 PM PM Khosim 50 AS V4 11:00 7:00 DE RL NIGHT CRE 14-Aug-14 J5 3 Doby Eko G1341601 60 57.00 12540 480 55 425 PM AM 50 AS V4 7:00 3:00 DE RL NIGHT CRE 15-Aug-14 J5 1 Een K. G1341601 60 55.00 18924 480 50 430 AM PM 50 AS V4 3:00 11:00 AMBAR DE RL D-CR SPF23 15-Aug-14 J5 2 G1341401 60 57.00 12180 480 45 435 PM PM W PA++ 50 AS V3 11:00 7:00 DE RL D-CR SPF23 15-Aug-14 J5 3 Doby Eko G1341401 60 57.00 16956 480 50 430 PM AM PA++ 50 AS V3 7:00 3:00 DE RL D-CR SPF23 16-Aug-14 J5 1 Een K. G1341401 60 55.00 16644 480 100 380 AM PM PA++ 50 AS V3 3:00 7:00 M. DE RL D-CR SPF23 16-Aug-14 J5 2 G1341401 60 57.00 9372 240 45 195 PM PM Khosim PA++ 50 AS V3 7:00 11:00 M. DE WP NIGHT 16-Aug-14 J5 2 G0336603 60 57.00 3432 240 0 240 PM PM Khosim CREAM 50ML 11:00 7:00 DE WP NIGHT 16-Aug-14 J5 3 Doby Eko G0336603 60 57.00 12444 480 55 425 PM AM CREAM 50ML 7:00 3:00 DE WP NIGHT 19-Aug-14 J5 1 Ambar w G0336603 60 57.00 9348 480 135 345 AM PM CREAM 50ML 3:00 11:00 DE WP NIGHT 19-Aug-14 J5 2 suhartini G0336603 60 60.00 15132 480 45 435 PM PM CREAM 50ML 11:00 7:00 DE WP NIGHT 19-Aug-14 J5 3 Yudi G0336603 60 50.00 13776 480 45 435

PM AM CREAM 50ML

7:00 1:00 AMBAR DE WP NIGHT 20-Aug-14 J5 1 G0336603 60 57.00 5256 360 35 325 AM PM W CREAM 50ML 1:00 3:00 AMBAR DE RL NIGHT CRE 20-Aug-14 J5 1 G1341601 60 57.00 792 120 10 110 PM PM W 50 AS V4 3:00 11:00 DE RL NIGHT CRE 20-Aug-14 J5 2 Margono G1341601 60 50.00 14676 480 50 430 PM PM 50 AS V4 11:00 7:00 Eko DE RL NIGHT CRE 20-Aug-14 J5 3 G1341601 60 60.00 14004 480 30 450 PM AM Sriyanto 50 AS V4 7:00 3:00 AMBAR DE RL NIGHT CRE 21-Aug-14 J5 1 G1341601 60 57.00 14136 480 45 435 AM PM W 50 AS V4 3:00 11:00 DE RL NIGHT CRE 21-Aug-14 J5 2 Margono G1341601 60 60.00 13992 480 55 425 PM PM 50 AS V4 11:00 7:00 Eko DE RL D-CR SPF23 21-Aug-14 J5 3 G1341401 60 60.00 17628 480 70 410 PM AM Sriyanto PA++ 50 AS V3 7:00 3:00 AMBAR DE RL D-CR SPF23 22-Aug-14 J5 1 G1341401 60 57.00 17580 480 45 435 AM PM W PA++ 50 AS V3 3:00 11:00 DE RL D-CR SPF23 22-Aug-14 J5 2 Wahono G1341401 60 57.00 18348 480 55 425 PM PM PA++ 50 AS V3 11:00 7:00 A.Ramdha DE RL D-CR SPF23 22-Aug-14 J5 3 G1341401 60 60.00 17064 480 45 435 PM AM ni PA++ 50 AS V3 7:00 3:00 AMBAR DE RL D-CR SPF23 23-Aug-14 J5 1 G1341401 60 57.00 14832 480 95 385 AM PM W PA++ 50 AS V3 3:00 11:00 DE RL D-CR SPF23 23-Aug-14 J5 2 Margono G1341401 60 60.00 15536 480 50 430 PM PM PA++ 50 AS V3 11:00 3:00 DE RL D-CR SPF23 23-Aug-14 J5 3 Een K. G1341401 60 55.00 8136 240 50 190 PM AM PA++ 50 AS V3 3:00 7:00 DE RL D-CR SPF23 23-Aug-14 J5 3 Een K. G1341401 60 55.00 9360 240 10 230 AM AM PA++ 50 AS V3 7:00 3:00 AMBAR DE RL D-CR SPF23 24-Aug-14 J5 1 G1341401 60 57.00 18684 480 45 435

AM PM W PA++ 50 AS V3

3:00 7:00 SUHARTI DE RL D-CR SPF23 24-Aug-14 J5 2 G1341401 60 60.00 7032 240 45 195 PM PM NI PA++ 50 AS V3 7:30 11:00 SUHARTI WP WATERY DAY 24-Aug-14 J5 2 G0821001 60 60.00 4932 210 10 200 PM PM NI CREAM 50ML AS 11:00 7:00 WP WATERY DAY 24-Aug-14 J5 3 Een K. G0821001 60 55.00 16440 480 50 430 PM AM CREAM 50ML AS 7:00 3:00 SUHARTI WP WATERY DAY 26-Aug-14 J5 1 G0821001 60 60.00 15756 480 45 435 AM PM NI CREAM 50ML AS 3:00 11:00 WP WATERY DAY 26-Aug-14 J5 2 Een K. G0821001 60 55.00 17088 480 50 430 PM PM CREAM 50ML AS 11:00 1:30 AMBAR WP WATERY DAY 26-Aug-14 J5 3 G0821001 60 57.00 5688 150 5 145 PM AM W CREAM 50ML AS 1:30 7:00 LuKMAN RL WHITE NIGHT 26-Aug-14 J5 3 G1132002 60 60.00 4884 330 45 285 AM AM .J CRM ASEAN 50ML 7:00 3:00 SUHARTI RL WHITE NIGHT 27-Aug-14 J5 1 G1132002 60 60.00 14484 480 55 425 AM PM NI CRM ASEAN 50ML 3:00 11:00 HF ESSENCE 50ML 27-Aug-14 J5 2 Een K. G0845901 60 55.00 13356 480 50 430 PM PM AS RENO 11:00 7:00 AMBAR HF ESSENCE 50ML 27-Aug-14 J5 3 G0845901 60 55.00 10032 480 45 435 PM AM W AS RENO 7:00 3:00 SUHARTI HF ESSENCE 50ML 28-Aug-14 J5 1 G0845901 60 60.00 10200 480 45 435 AM PM NI AS RENO 3:00 11:00 HF ESSENCE 50ML 28-Aug-14 J5 2 Een K. G0845901 60 55.00 15780 480 50 430 PM PM AS RENO 11:00 7:00 A. HF ESSENCE 50ML 28-Aug-14 J5 3 G0845901 60 60.00 8508 480 50 430 PM AM Zamroni AS RENO 7:00 3:00 WP DAY CRE 29-Aug-14 J5 1 Margono G0712002 60 60.00 17316 480 50 430 AM PM SPF17 PA+ 50 3:00 11:00 WP DAY CRE 29-Aug-14 J5 2 Een K. G0712002 60 55.00 13272 480 50 430

PM PM SPF17 PA+ 50

11:00 7:00 A. WP DAY CRE 29-Aug-14 J5 3 G0712002 60 60.00 10944 480 50 430 PM AM Zamroni SPF17 PA+ 50 7:00 2:00 WP DAY CRE 30-Aug-14 J5 1 Margono G0712002 60 60.00 11724 420 100 320 AM PM SPF17 PA+ 50

Appendix 6 First Machine breakdown in August Production Production Machine Machine Line Line Co Breakdown machine Breakdown Remarks Date Breakdown Breakdown Time Perbaikan Volum tidak 14-Aug-14 J5 Een K. Filler Perbaikan Mesin-SETTING VOLUME 15 Mesin stabil Perbaikan Topet 14-Aug-14 J5 M. Khosim Capper Perbaikan Mesin-TOPPET SERING MENTAL 20 Mesin mental Perbaikan Mesin-SERING TDK ADA Perbaikan Topet 14-Aug-14 J5 Doby Eko Capper TOPPET(MENTAL) REJECT AREA TDK AKTIF, 60 Mesin mental SET ARM DAN REL Perbaikan Topet 15-Aug-14 J5 AMBAR W Capper Perbaikan Mesin-TOPET MENTAL =MEKANIK 20 Mesin mental Perbaikan Perbaikan Mesin-REPAIR TOPETEW TDK SUPLAY 15-Aug-14 J5 Doby Eko Topet macet Capper 25 Mesin KE ARM,STOPER MACET Adjust Flap no Adjust Setting-CARTONING "UPPER FLAP NO 16-Aug-14 J5 M. Khosim Cartoning 30 Setting open OPEN" Adjust Flap no Adjust Setting-SET ULANG CARTONING,LANJUT 16-Aug-14 J5 Doby Eko Cartoning 30 Setting open DR SHIF 2 MASIH PROBLEM Perbaikan Flap no 19-Aug-14 J5 Ambar w Cartoning Perbaikan Mesin-mesin cartoning,reject our position 30 Mesin open Perbaikan Flap no 19-Aug-14 J5 suhartini Cartoning Perbaikan Mesin-CARTONING SERING LOWER. 30 Mesin open Perbaikan Sensor Batch 19-Aug-14 J5 Yudi Perbaikan Mesin-SENSOR BATCH NO. JAR 30

Mesin Coding coding

Perbaikan Topet 20-Aug-14 J5 AMBAR W Capper Perbaikan Mesin-TOPET MENTAL 45 Mesin mental Perbaikan Perbaikan Mesin-MESIN CARTONING,JAR TDK 20-Aug-14 J5 AMBAR W vakum jar Cartoning 35 Mesin VACUM-MEKANIK Perbaikan stopper 20-Aug-14 J5 Margono Capper Perbaikan Mesin-PERBAIKAN STOPPER TOPET 90 Mesin topet Perbaikan Perbaikan Mesin-Cartoning error/rusak (stopper) Jar 20-Aug-14 J5 Eko Sriyanto vakum jar Cartoning 110 Mesin tdk terambil Perbaikan Perbaikan Mesin-MESIN CARTONING,STOPER 21-Aug-14 J5 AMBAR W vakum jar Cartoning 15 Mesin REPAIR-MEKANIK Perbaikan Perbaikan Mesin-PLAT CLOSING CONTRAS 21-Aug-14 J5 Margono 40 Mesin PATAH E1, SEMENTARA MENGGUNAKAN E2 Perbaikan Flap no Perbaikan Mesin-MESIN CARTONING,MESIN 22-Aug-14 J5 AMBAR W Cartoning 10 Mesin open CLUACT Perbaikan Flap no 22-Aug-14 J5 Wahono Cartoning Perbaikan Mesin-OPEN LOWER KARTONING 24 Mesin open Perbaikan Topet 22-Aug-14 J5 A.Ramdhani Capper Perbaikan Mesin-POSISI TOPET TDK CENTER 30 Mesin slanting Perbaikan Flap no Perbaikan Mesin-MESIN CARTONING,SRNG 23-Aug-14 J5 AMBAR W Cartoning 20 Mesin open LOWER,FLAST JAM SECURITY Perbaikan Perbaikan Mesin-PERBAIKAN STOPER JAR 23-Aug-14 J5 Margono stopper jar Cartoning 30 Mesin PATAH Perbaikan dekor Perbaikan Mesin-CELLOPANE,DÉCOR BWH SRNG 24-Aug-14 J5 AMBAR W Cellophane 10 Mesin nabrak TERBUKA/NABRAK Perbaikan Perbaikan Mesin-SENSOR LEBEL 24-Aug-14 J5 SUHARTINI sensor label Labeler 30 Mesin ERROR..PERBAIKAN BY MEKANIK. Adjust 24-Aug-14 J5 SUHARTINI kamera Labeler Adjust Setting-SETING KAMERA LABEL. 30 Setting Perbaikan Topet Perbaikan Mesin-TOPPET SERING JUMPING 26-Aug-14 J5 SUHARTINI Capper 15

Mesin slanting PRBAIKAN BY MEKANIK

Perbaikan Flap no Perbaikan Mesin-PERBAIKAN UPPER PLAF JAM 26-Aug-14 J5 Een K. Cartoning 30 Mesin open SECURITY BY MEKANIK Perbaikan Perbaikan Mesin-topet sering tersangkut=vacum topet 26-Aug-14 J5 LuKMAN.J Topet macet Capper 15 Mesin basah Adjust Setting 27-Aug-14 J5 SUHARTINI Filler Adjust Product-GANTI TANKI+SETING VOLUME.. 15 Product volum Adjust Setting 27-Aug-14 J5 Een K. Filler Adjust Product-SETTING VOLUME 10 Product volum Perbaikan 27-Aug-14 J5 AMBAR W Cap macet Capper Perbaikan Mesin-CAP SRNG NABRAK 20 Mesin Perbaikan Perbaikan Mesin-STOPER JAR DIMSIN 28-Aug-14 J5 SUHARTINI stopper jar Cartoning 35 Mesin CARTONING PATAH,, Perbaikan Flap no Perbaikan Mesin-CARTONIG SERING OPEN 28-Aug-14 J5 Een K. Cartoning 30 Mesin open LOWER Perbaikan coding tidak Batch 28-Aug-14 J5 A. Zamroni Perbaikan Mesin-BATCH NUMBER JAR ERROR 50 Mesin jelas coding Adjust coding tidak Batch 29-Aug-14 J5 Margono Adjust Setting-MARK IDENT ERROR 10 Setting jelas coding Perbaikan Perbaikan Mesin-PERBAIKAN MESIN 29-Aug-14 J5 Een K. kamera Labeler 20 Mesin LABEL/KAMERA LABEL ERROR Perbaikan Capper 29-Aug-14 J5 A. Zamroni Capper Perbaikan Mesin-MESIN CAP RUSAK 25 Mesin Swivel Arm 1044

Appendix 7 Second Machine breakdown in August Production Production Machine Machine Line Line Co Breakdown machine Breakdown Remarks Date Breakdown Breakdown Time Perbaikan 14-Aug-14 J5 Een K. kamera Labeler Perbaikan Mesin-SETTING KAMERA LABEL 20 Mesin Perbaikan Cap Perbaikan Mesin-CAP SLANTING (SERING 14-Aug-14 J5 M. Khosim Capper 30 Mesin slanting MENTAL) Perbaikan Topet 14-Aug-14 J5 Doby Eko Capper Perbaikan Mesin-TOPET MASIH SERING MENTAL 35 Mesin mental Perbaikan Topet 15-Aug-14 J5 AMBAR W Capper Perbaikan Mesin-TOPET MENTAL=MEKANIK 40 Mesin mental Adjust Adjust Setting-CAMERA LABEL PAGO ERROR, 16-Aug-14 J5 M. Khosim kamera Labeler 45 Setting RIJECTED CARTONING ERROR Perbaikan stopper Perbaikan Mesin-REPAIR STOPER PEMEGANG 16-Aug-14 J5 Doby Eko Capper 35 Mesin topet TOPET.TOPET PD MENTAL Perbaikan Flap no 19-Aug-14 J5 Ambar w Cartoning Perbaikan Mesin-mesin cartoning,lower 30 Mesin open Perbaikan dekor 19-Aug-14 J5 suhartini Cellophane Perbaikan Mesin-CELOPAN SERING NABRAK.. 45 Mesin nabrak Perbaikan Flap no Perbaikan Mesin-MESIN CARTONING,SRNG 20-Aug-14 J5 AMBAR W Cartoning 15 Mesin open LOWER,FLAST JAM SECURTY Perbaikan Perbaikan Mesin-MSN CARTONING,STOPER JAR 20-Aug-14 J5 AMBAR W stopper jar Cartoning 25 Mesin REPAIR-MEKANIK Perbaikan Topet Perbaikan Mesin-SETTING TOPET SERING 20-Aug-14 J5 Margono Capper 20 Mesin mental MELESET Perbaikan 21-Aug-14 J5 AMBAR W kamera Labeler Perbaikan Mesin-MESIN LABEL,SRNG REJECT 20 Mesin Perbaikan Topet 22-Aug-14 J5 AMBAR W Capper Perbaikan Mesin-TOPET SRNG TDK VACUM 10

Mesin mental

Perbaikan dekor 23-Aug-14 J5 AMBAR W Cellophane Perbaikan Mesin-CELLOPANE SRNG NABRAK 10 Mesin nabrak Adjust 23-Aug-14 J5 Margono vakum label Labeler Adjust Setting-SETTING LABEL NGELIPAT 15 Setting Adjust setting 24-Aug-14 J5 SUHARTINI Filler Adjust Product-SETING VOLUME.. 15 Product volum Perbaikan Perbaikan Mesin-SENSOR LEBEL TIDAK STABIL 26-Aug-14 J5 SUHARTINI sensor label Labeler 30 Mesin PRBAIKAN BY MEKANIK Perbaikan Flap no 26-Aug-14 J5 LuKMAN.J Cartoning Perbaikan Mesin-décor tdk melipat=carton lower 15 Mesin open Perbaikan Perbaikan Mesin-SENSOR LABEL TIDAK 27-Aug-14 J5 SUHARTINI sensor label Labeler 30 Mesin STABIL.PRBAIKAN BY MEKANIK Adjust 27-Aug-14 J5 Een K. kamera Labeler Adjust Setting-SETTING CAMERA LABEL 50 Setting Perbaikan Cartoning - Perbaikan Mesin-MESIN CARTONING,SRNG 27-Aug-14 J5 AMBAR W Cartoning 20 Mesin lain-lain LOWER,FLAST JAM SECURTY,RIJECT MISSING 28-Aug-14 J5 SUHARTINI stopper jar Cartoning -PERBAIKAN BY MEKANIK (stoper di boor ulang).. Perbaikan coding Batch 28-Aug-14 J5 A. Zamroni Perbaikan Mesin-BATCH NUMBER JAR ERROR 60 Mesin tidak jelas coding Perbaikan 29-Aug-14 J5 Margono topet macet Capper Perbaikan Mesin-PERBAIKAN STOPER TOPET 10 Mesin Perbaikan Perbaikan Mesin-SETTING LABEL/SERING 29-Aug-14 J5 Een K. vakum label Labeler 30 Mesin TERLIPAT Perbaikan dekor 29-Aug-14 J5 A. Zamroni Cellophane Perbaikan Mesin-MESIN DÉCOR RUSAK 45 Mesin nabrak 700

Appendix 8 Third Machine breakdown in August Production Production Machine Machine Line Line Co Breakdown machine Breakdown Remarks Date Breakdown Breakdown Time Perbaikan Filter Batch Perbaikan Mesin-FILTER MARK IDENT CLEANING 14-Aug-14 J5 Een K. 55 Mesin cleaning coding BY MEKANIK Perbaikan 14-Aug-14 J5 M. Khosim kamera Labeler Perbaikan Mesin-CAMERA PAGO ERROR 30 Mesin Perbaikan Flap no Perbaikan Mesin-CARTONING SERING OPEN 14-Aug-14 J5 Doby Eko Cartoning 15 Mesin open LOWER Perbaikan Topet Perbaikan Mesin-TOPET SRNG 15-Aug-14 J5 AMBAR W Capper 15 Mesin mental MENTAL=MEKANIK Perbaikan Mesin-REPAIR CARTONING,PM Perbaikan dekor 16-Aug-14 J5 Doby Eko Cellophane PROBLEM DÉCOR PD PENYOK,CELO SERING 30 Mesin nabrak NABRAK Perbaikan dekor 19-Aug-14 J5 Ambar w Cellophane Perbaikan Mesin-mesin cellopane,décor srng nabrak 20 Mesin nabrak Perbaikan coding Batch Perbaikan Mesin-MARK IDENT ERROR 19-Aug-14 J5 suhartini 30 Mesin tidak jelas coding PERBAIKAN BY MECANIC Perbaikan dekor 20-Aug-14 J5 AMBAR W Cellophane Perbaikan Mesin-MESIN CELLO,SRNG NABRAK 20 Mesin nabrak Perbaikan dekor Perbaikan Mesin-MESIN CELLO,PLASTIK GAK 20-Aug-14 J5 AMBAR W Cellophane 10 Mesin nabrak NYAMBUNG Perbaikan vakum Perbaikan Mesin-TOPET TDK VACUM-TUNGGU 21-Aug-14 J5 AMBAR W Capper 15 Mesin topet MEKANIK Perbaikan Topet Perbaikan Mesin-TOPET SRNG MENTAL DAN TDK 22-Aug-14 J5 AMBAR W Capper 25 Mesin mental VACUM-MEKANIK Perbaikan coding Batch Perbaikan Mesin-MESIN LASER ERROR,JAR SRNG 23-Aug-14 J5 AMBAR W 15 Mesin tidak jelas coding REJECT Perbaikan coding Batch 23-Aug-14 J5 Margono Perbaikan Mesin-MARK IDEND EROR 30

Mesin tidak jelas coding

Perbaikan 26-Aug-14 J5 LuKMAN.J kamera Labeler Perbaikan Mesin-label error 10 Mesin Perbaikan Perbaikan Mesin-PERBAIKAN SENSOR CAP 27-Aug-14 J5 Een K. sensor cap Capper 20 Mesin TERLALU TURUN Perbaikan dekor Perbaikan Mesin-MESIN CELLOPANE,PLASTIK 27-Aug-14 J5 AMBAR W Cellophane 15 Mesin nabrak NGELIPAT Perbaikan dekor Perbaikan Mesin-perbaikan mesin cello by 28-Aug-14 J5 SUHARTINI Cellophane 90 Mesin nabrak oprtor+mknik(sering nabrak). Perbaikan Flap no Perbaikan Mesin-Perbaikan Mesin Cartoning by 29-Aug-14 J5 Een K. Cartoning 30 Mesin open Mekanik/Plaf Bawah Décor Sering Terbuka 475

Appendix 9 Change Over Time in August Production Change Over Remarks Change Over Time C/O Formula- Sterilization by Machine 60 minutes C/O Formula- G1341401 90 minutes C/O Formula- Sterilization, First Setting 90 minutes C/O Formula- G0336603 130 minutes C/O Formula- CIP/ Sterilization 60 minutes C/O Formula- machine sterilization 60 minutes C/O Formula- Sterilization 60 minutes C/O Formula- G1341401 120 minutes C/O Formula- G1132002 60 minutes C/O Formula- Sterilization 40 minutes Total change over time 770 Minutes

Appendix 10 Waiting Time in August Production Waiting Remarks Waiting time Replacement of the tank - G1341401 30 Minutes Replacement of the tank –Bulk scattered when discharged (blow up) 24 Minutes Replacement of the tank - G0336603 15 Minutes Replacement of the tank - G1341401 8 Minutes Replacement of the tank - G1132002 30 Minutes Replacement of the tank – G1341401 20 Minutes Waiting PM – Waiting PACKAGING 30 Minutes Replacement of tank - G1132002 30 Minutes Total waiting time 187 Minutes

Appendix 11 Data September Production Line J5 Production Start End Product Actual OUTPUT Production Planned Line Shift Line Co FG Description Speed Date Shift Shift Code Speed Act time Downtime 11:00:00 7:00:00 RL WHITE D-CREAM 09-Sep-14 J5 3 Een K. G0745502 60 55.00 13248 480 60 PM AM SPF18 50 V2 8:00:00 3:00:00 RL WHITE D-CREAM 09-Sep-14 J5 1 M. Khosim G0745502 60 57.00 7716 420 55 AM PM SPF18 50 V2 3:00:00 11:00:00 RL WHITE D-CREAM 09-Sep-14 J5 2 Doby Eko G0745502 60 57.00 12864 480 60 PM PM SPF18 50 V2 7:00:00 3:00:00 RL WHITE D-CREAM 10-Sep-14 J5 1 M. Khosim G0745502 60 57.00 15456 480 55 AM PM SPF18 50 V2 3:00:00 6:45:00 RL WHITE D-CREAM 10-Sep-14 J5 2 SUHARTINI G0745502 60 50.00 6684 225 50 PM PM SPF18 50 V2 6:45:00 11:00:00 DE WP NIGHT CREAM 10-Sep-14 J5 2 Doby Eko G0336603 60 50.00 2712 255 10 PM PM 50ML ENG V3 11:00:00 7:00:00 DE WP NIGHT CREAM 10-Sep-14 J5 3 Een K. G0336603 60 55.00 10464 480 60

PM AM 50ML ENG V3

7:00:00 3:00:00 DE WP NIGHT CREAM 11-Sep-14 J5 1 M. Khosim G0336603 60 55.00 13656 480 55 AM PM 50ML ENG V3 3:00:00 11:00:00 DE WP NIGHT CREAM 11-Sep-14 J5 2 Doby Eko G0336603 60 50.00 13128 480 55 PM PM 50ML ENG V3 11:00:00 7:00:00 DE WP NIGHT CREAM 11-Sep-14 J5 3 Een K. G0336603 60 55.00 17976 480 60 PM AM 50ML ENG V3 3:00:00 11:00:00 WP LASER DAY CREAM 12-Sep-14 J5 2 Sri Mukti G0483304 60 60.00 14520 480 65 PM PM Spf-19 50ML 8:00:00 3:00:00 WP LASER DAY CREAM 12-Sep-14 J5 1 AMBAR W G0483304 60 56.00 3384 420 40 AM PM Spf-19 50ML 7:00:00 8:00:00 DE WP NIGHT CREAM 12-Sep-14 J5 1 AMBAR W G0336603 60 56.00 2280 60 10 AM AM 50ML ENG V3 11:00:00 7:00:00 WP LASER DAY CREAM 12-Sep-14 J5 3 Een K. G0483304 60 55.00 16236 480 60 PM AM Spf-19 50ML 7:00:00 3:00:00 WP LASER DAY CREAM 13-Sep-14 J5 1 A. Zamroni G0483304 60 60.00 14304 480 105 AM PM Spf-19 50ML 3:00:00 8:15:00 WP LASER DAY CREAM 13-Sep-14 J5 2 Sri Mukti G0483304 60 60.00 4212 315 40 PM PM Spf-19 50ML 8:15:00 11:00:00 WP DAY CRE SPF17 PA+ 13-Sep-14 J5 2 Sri Mukti G0712002 60 60.00 4248 165 25 PM PM 50 ENG V2 11:00:00 7:00:00 WP DAY CRE SPF17 PA+ 13-Sep-14 J5 3 Een K. G0712002 60 55.00 16740 480 60 PM AM 50 ENG V2 7:00:00 3:00:00 WP DAY CRE SPF17 PA+ 16-Sep-14 J5 1 Sri Mukti G0712002 60 60.00 14268 480 75 AM PM 50 ENG V2 3:00:00 11:00:00 WP DAY CRE SPF17 PA+ 16-Sep-14 J5 2 Een K. G0712002 60 55.00 13380 480 70 PM PM 50 ENG V2 11:00:00 2:00:00 WP DAY CRE SPF17 PA+ 16-Sep-14 J5 3 AMBAR W G0712002 60 55.00 6156 180 5 PM AM 50 ENG V2 11:00:00 7:00:00 HF Super Emulsion AS 17-Sep-14 J5 3 AMBAR W G1311701 60 55.00 15432 480 60

PM AM 50ml

7:00:00 3:00:00 HF Super Emulsion AS 17-Sep-14 J5 1 Sri Mukti G1311701 60 60.00 11568 480 85 AM PM 50ml 3:00:00 11:00:00 HF Super Emulsion AS 17-Sep-14 J5 2 Een K. G1311701 60 55.00 16896 480 70 PM PM 50ml 7:00:00 12:30:00 HF Super Emulsion AS 18-Sep-14 J5 1 Sri Mukti G1311701 60 60.00 12192 330 65 AM PM 50ml 1:00:00 7:00:00 DE HF A-SHIN ICY GEL 19-Sep-14 J5 3 M. Khosim G0560603 60 55.00 10390 360 50 AM AM 50 ENG V3 7:00:00 3:00:00 DE HF A-SHIN ICY GEL 20-Sep-14 J5 1 Sri Mukti G0560603 60 60.00 14640 480 120 AM PM 50 ENG V3 3:00:00 11:00:00 DE HF A-SHIN ICY GEL 20-Sep-14 J5 2 Rimba S. G0560603 60 55.00 14340 480 70 PM PM 50 ENG V3 11:00:00 4:30:00 DE HF A-SHIN ICY GEL 20-Sep-14 J5 3 M. Khosim G0560603 60 55.00 11868 330 45 PM AM 50 ENG V3 4:30:00 7:00:00 DE HF A-SHIN ICY GEL 20-Sep-14 J5 3 M. Khosim G0560603 60 55.00 4332 150 0 AM AM 50 ENG V3 7:00:00 3:00:00 DE HF A-SHIN ICY GEL 23-Sep-14 J5 1 Een K. G0560603 60 55.00 18900 480 70 AM PM 50 ENG V3 3:00:00 11:00:00 DE HF A-SHIN ICY GEL 23-Sep-14 J5 2 A. Zamroni G0560603 60 60.00 18708 480 65 PM PM 50 ENG V3 11:00:00 3:40:00 DE HF A-SHIN ICY GEL 23-Sep-14 J5 3 Sri Mukti G0560603 60 60.00 9744 280 50 PM AM 50 ENG V3 3:40:00 7:00:00 DE RL D-CR SPF23 PA++ 23-Sep-14 J5 3 Sri Mukti G1341401 60 60.00 2148 200 25 AM AM 50 AS V3 11:00:00 7:00:00 DE RL D-CR SPF23 PA++ 24-Sep-14 J5 3 Sri Mukti G1341401 60 60.00 18876 480 65 PM AM 50 AS V3 3:00:00 11:00:00 DE RL D-CR SPF23 PA++ 24-Sep-14 J5 2 A. Zamroni G1341401 60 60.00 15552 480 60 PM PM 50 AS V3 7:00:00 3:00:00 DE RL D-CR SPF23 PA++ 24-Sep-14 J5 1 Een K. G1341401 60 55.00 16584 480 65

AM PM 50 AS V3

7:00:00 8:30:00 DE RL D-CR SPF23 PA++ 25-Sep-14 J5 1 Een K. G1341401 60 55.00 2496 90 25 AM AM 50 AS V3 7:00:00 3:00:00 RL WHITE D-CREAM 26-Sep-14 J5 1 Een K. G0745502 60 55.00 13416 480 70 AM PM SPF18 50 V2 3:00:00 11:00:00 RL WHITE D-CREAM 26-Sep-14 J5 2 A. Zamroni G0745502 60 60.00 10356 480 60 PM PM SPF18 50 V2 11:00:00 7:00:00 RL WHITE D-CREAM 26-Sep-14 J5 3 Sri Mukti G0745502 60 60.00 20184 480 70 PM AM SPF18 50 V2 7:00:00 11:30:00 RL WHITE D-CREAM 27-Sep-14 J5 1 Een K. G0745502 60 55.00 10968 270 25 AM AM SPF18 50 V2 11:30:00 3:00:00 HF ESSENCE 50ML AS 27-Sep-14 J5 1 Een K. G0845901 60 55.00 1200 210 90 AM PM RENO 3:00:00 11:00:00 HF ESSENCE 50ML AS 27-Sep-14 J5 2 M. Khosim G0845901 60 55.00 14028 480 60 PM PM RENO 11:00:00 7:00:00 HF ESSENCE 50ML AS 27-Sep-14 J5 3 Sri Mukti G0845901 60 60.00 22392 480 65 PM AM RENO 4:00:00 11:00:00 DE HF A-SHIN ICY GEL 30-Sep-14 J5 2 Sri Mukti G0560603 60 60.00 8976 420 55 PM PM 50 ENG V3 11:00:00 7:00:00 DE HF A-SHIN ICY GEL 30-Sep-14 J5 3 Een K. G0560603 60 55.00 11136 480 60 PM AM 50 ENG V3 3:00:00 4:00:00 HF ESSENCE 50ML AS 30-Sep-14 J5 2 Sri Mukti G0845901 60 60.00 2064 60 10 PM PM RENO 7:00:00 3:00:00 HF ESSENCE 50ML AS 30-Sep-14 J5 1 M. Khosim G0845901 60 55.00 17496 480 50 AM PM RENO

Appendix 12 First Machine breakdown in September Production Machine Production Machine breakdown date Line Line co Breakdown Machine breakdown Breakdown remarks time Adjust 09-sep-14 J5 M. Khosim 25 setting Kamera Labeler Adjust setting-setting camera Labeler – 09-sep-14 J5 Doby eko Adjust pagomat Adjust setting-seting separator jar tdk pas,sleve jar pd 50 setting error Labeler sobek,adjust seting camera masih banyak yg reject Perbaikan Cartoning 10-sep-14 J5 M. Khosim 15 mesin – leaflet Cartoning Perbaikan mesin-vacum kotor Adjust Filler – 10-sep-14 J5 Doby eko 15 setting sensor Filler Adjust setting-set camera label Perbaikan 10-sep-14 J5 Een k. 120 mesin Cellophane Cellophane Perbaikan mesin-perbaikan mesin chelophane/nabrak Perbaikan 11-sep-14 J5 M. Khosim 35 mesin Cellophane Cellophane Perbaikan mesin-chellophane kerut Perbaikan Capper – Perbaikan mesin-cap pd mangap,centering arm dan 11-sep-14 J5 Doby eko 70 mesin swivel arm Capper screwing,lubrication stopper cap Perbaikan Topet 12-sep-14 J5 Sri mukti 30 mesin mental Capper Perbaikan mesin-topet mental Perbaikan Capper – 12-sep-14 J5 Ambar w 30 mesin swivel arm Capper Perbaikan mesin-tunggu mekanik Perbaikan Filler – 13-sep-14 J5 A. Zamroni 30 mesin lain-lain Filler Perbaikan mesin-sensor batch number jar error Labeler – 13-sep-14 J5 Sri mukti Perbaikan pagomat 65 mesin error Labeler Perbaikan mesin-mesin mati mendadak Perbaikan 13-sep-14 J5 Een k. 30

mesin Cellophane Cellophane Perbaikan mesin-perbaikan chelophane/nguping

100

Perbaikan 16-sep-14 J5 Sri mukti 15 mesin Cellophane Cellophane Perbaikan mesin-repair per spring penahan dekor Perbaikan 16-sep-14 J5 Een k. 80 mesin Kamera Labeler Perbaikan mesin-setting camera label Perbaikan Cartoning Perbaikan mesin-srng forming missing,flat upper,reject 16-sep-14 J5 Ambar w 10 mesin – lain-lain Cartoning jam Perbaikan Cartoning Perbaikan mesin-srng forming missing,reject jam,upper 17-sep-14 J5 Ambar w 25 mesin – lain-lain Cartoning flat Perbaikan 17-sep-14 J5 Sri mukti 15 mesin Cellophane Cellophane Perbaikan mesin-plastik tdk ngambil Perbaikan 18-sep-14 J5 Sri mukti 20 mesin Cellophane Cellophane Perbaikan mesin- Perbaikan Vakum 19-sep-14 J5 M. Khosim 15 mesin topet Capper Perbaikan mesin-toppet tdk makum, sering lepas Adjust Batch Adjust setting-set pusher reject jar di markident tdk 20-sep-14 J5 Sri mukti 15 setting Batch no. coding bekerja Cartoning 20-sep-14 J5 Rimba s. Perbaikan – flap not 40 mesin closed Cartoning Perbaikan mesin-perbaikan flap bawah terbuka Cartoning 20-sep-14 J5 M. Khosim Adjust – flap not 15 setting closed Cartoning Adjust setting- Perbaikan Cartoning 23-sep-14 J5 Sri mukti 65 mesin – lain-lain Cartoning Perbaikan mesin-open lower (dekor terjepit) Cartoning 24-sep-14 J5 A. Zamroni Perbaikan – flap not 40 mesin closed Cartoning Perbaikan mesin-banyak décor yg rusak dan terbuang Cartoning 24-sep-14 J5 Een k. Perbaikan – flap not 15

mesin closed Cartoning Perbaikan mesin-

101

Adjust Filler – 26-sep-14 J5 Een k. 15 product lain-lain Filler Adjust product-setting volume Perbaikan Batch 26-sep-14 J5 A. Zamroni 90 mesin Batch no. coding Perbaikan mesin-perbaikan markident Perbaikan Cartoning 26-sep-14 J5 Sri mukti 10 mesin – lain-lain Cartoning Perbaikan mesin-carton forming (décor tdk ngebuka) Adjust Filler – 27-sep-14 J5 Een k. 10 product lain-lain Filler Adjust product-setting volume Cartoning 27-sep-14 J5 M. Khosim Perbaikan – flap not 20 mesin closed Cartoning Perbaikan mesin- Tunggu Filler – 30-sep-14 J5 Sri mukti 10 mekanik lain-lain Filler Tunggu mekanik- Perbaikan Filler – 30-sep-14 J5 Een k. 15 mesin lain-lain Filler Perbaikan mesin-perbaikan selang angin/pecah Perbaikan 30-sep-14 J5 M. Khosim 15 mesin Cellophane Cellophane Perbaikan mesin-chellopane kerut bagian bawah 1070

Appendix 13 Second Machine breakdown in September Production Machine Production Machine Line Line co Breakdown machine Breakdown Remarks Breakdown date Breakdown Time M. Adjust 09-sep-14 J5 topet macet Capper Adjust Setting-TOPPET SERING MACET (OVAL) 25 Khosim Setting Perbaikan Capper – 09-sep-14 J5 Doby eko Capper Perbaikan Mesin-TOPETE SERING MENTAL 20 Mesin Swivel Arm M. Perbaikan 10-sep-14 J5 kamera Labeler Perbaikan Mesin-CAMERA ERROR 30

Khosim Mesin

102

Perbaikan 10-sep-14 J5 Doby eko motor drive Capper Perbaikan Mesin-motor drive swict caper trigeret 30 Mesin M. Perbaikan 11-sep-14 J5 kamera Labeler Perbaikan Mesin-CAMERA TDK STABIL 20 Khosim Mesin Perbaikan label sering 12-sep-14 J5 Sri mukti Labeler Perbaikan Mesin-LABEL SERING PUTUS 20 Mesin putus Perbaikan 12-sep-14 J5 Ambar w vakum topet Capper Perbaikan Mesin-TOPET TDK VACUM 20 Mesin Labeler – Adjust Setting-SETING ULANG CAMERA LABEL 13-sep-14 J5 Sri mukti Adjust PAGOMAT Labeler 125 (TANPA LABEL LOLOS) Setting Error Labeler – 16-sep-14 J5 Sri mukti Perbaikan PAGOMAT Labeler Perbaikan Mesin-SETTING KAMERA LABEL 25 Mesin Error Perbaikan Perbaikan Mesin-SRNG NABRAK KARENA 16-sep-14 J5 Ambar w Cellophane Cellophane 25 Mesin DÉCOR SERING TERBUKA Perbaikan Perbaikan Mesin-SRNG NABRAK,DÉCOR ATAS 17-sep-14 J5 Ambar w Cellophane Cellophane 20 Mesin TERBUKA Perbaikan Cartoning – 17-sep-14 J5 Sri mukti Cartoning Perbaikan Mesin- CARTONING MACET/ KENDOR 20 Mesin Lain-lain Perbaikan Perbaikan Mesin-PLASTIK SEALING BAWAH 20-sep-14 J5 Sri mukti Cellophane Cellophane 15 Mesin CELO PD KERIPUT DAN TERBUKA Perbaikan Capper – 20-sep-14 J5 Rimba s. Capper Perbaikan Mesin-KALIBRASI ARM /NABRAK 15 Mesin Swivel Arm Cartoning – -PERBAIKAN MESIN CARTONING/PLAF ATAS 24-sep-14 J5 Een k. Flap Not Cartoning 30 TDK TERTUTUP Closed Adjust 26-sep-14 J5 Een k. kamera Labeler Adjust Setting-SETTING CAMERA LABEL 15

Setting

103

A. Perbaikan coding tidak Batch 26-sep-14 J5 Perbaikan Mesin-PERBAIKAN MARK- IDENT 60 Zamroni Mesin jelas coding Adjust coding tidak Batch 27-sep-14 J5 Een k. Adjust Setting-SETTING CAMERA MARK IDENT 10 Setting jelas coding M. Adjust 27-sep-14 J5 topet macet Capper Adjust Setting-TOPPET SERING MACET 10 Khosim Setting Perbaikan Filler – 30-sep-14 J5 Sri mukti Filler Perbaikan Mesin-GANTI SELANG PRESSURE 20 Mesin Lain-lain Perbaikan Perbaikan Mesin-PERBAIKAN 30-sep-14 J5 Een k. Cellophane Cellophane 130 Mesin CHELOPHANE/NABRAK M. Perbaikan 30-sep-14 J5 topet macet Capper Perbaikan Mesin-TOPPET SERING MACET 15 Khosim Mesin 700 Appendix 14 Third Machine breakdown in September Production Machine Production Machine Line Line co Breakdown machine Breakdown Remarks Breakdown date Breakdown Time Adjust Cartoning – Flap 09-Sep-14 J5 M. Khosim Cartoning Adjust Setting-CARTONING SERING NEKUK 25 Setting Not Closed Perbaikan Capper – Swivel Perbaikan Mesin-TOPETE MENTAL MENTAL 09-Sep-14 J5 Doby Eko Capper 30 Mesin Arm LAGI Perbaikan Batch Perbaikan Mesin-mark ident printing tdk lengkap,jar 10-Sep-14 J5 Doby Eko coding tidak jelas 100 Mesin coding reject penuh terus mesin sering mati Tunggu 10-Sep-14 J5 Een K. Cellophane Cellophane Tunggu Mekanik- 20 Mekanik Perbaikan 11-Sep-14 J5 M. Khosim Cellophane Cellophane Perbaikan Mesin-MISSING FILM 15 Mesin Perbaikan Perbaikan Mesin-SETING ULANG PARAMETER 12-Sep-14 J5 Sri Mukti kamera Labeler 55

Mesin KAMERA (KELUAR SEBELAH)

104

Perbaikan Perbaikan Mesin-CAP BANYAK YG 12-Sep-14 J5 AMBAR W Cap slanting Capper 20 Mesin MIRING,CALIBRASI Perbaikan Labeler – 13-Sep-14 J5 Sri Mukti Labeler Perbaikan Mesin-PERBAIKAN CAMERA LABEL 20 Mesin PAGOMAT Error Perbaikan Labeler – Perbaikan Mesin-SETTING ULANG KAMERA 16-Sep-14 J5 Sri Mukti Labeler 70 Mesin PAGOMAT Error LABEL Perbaikan Perbaikan Mesin-PERBAIKAN 16-Sep-14 J5 Een K. Cellophane Cellophane 15 Mesin CHELOPHANE/PLASTIK NGUPING Perbaikan Perbaikan Mesin-SRNG NABRAK,DÉCOR ATAS 17-Sep-14 J5 AMBAR W Cellophane Cellophane 15 Mesin TERBUKA Perbaikan Cartoning – Lain- 17-Sep-14 J5 Sri Mukti Cartoning Perbaikan Mesin-CARTON DÉCOR MACET 20 Mesin lain Perbaikan Cartoning – Lain- Perbaikan Mesin-DÉCOR FORMING MISING 20-Sep-14 J5 Sri Mukti Cartoning 20 Mesin lain (DEKOR NEKUK) Perbaikan Cartoning – Flap 26-Sep-14 J5 Een K. Cartoning Perbaikan Mesin- 15 Mesin Not Closed 27-Sep-14 J5 Een K. kamera Labeler -SETTING CAMERA LABEL 10 Perbaikan Batch Perbaikan Mesin-LASER BURAM POT 30-Sep-14 J5 Sri Mukti coding tidak jelas 30 Mesin coding REJECTED (SETTING TRIGER) 480

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Appendix 15 Change Over Time in September Production Change Over Remarks Change Over Time C/O Formula- G0336603 75 Minutes C/O Formula- Washing and Waiting Hand Pallet Electric 120 Minutes C/O Formula- G0483304 25 Minutes C/O Formula- Sterilization + First setting 100 Minutes C/O Formula- G1341401 30 Minutes C/O Formula- Sterilization + Formula Change + Pressure up 70 Minutes C/O Formula- Sterilization By Machine 60 Minutes C/O Formula- Sterilization By Machine 60 Minutes C/O Formula- Sterilization + Waiting Air climb 60 Minutes Grand Total 600 Minutes

Appendix 16 Waiting Time in September Production Waiting type Waiting Remarks Waiting Time Waiting for the new décor (new lot number) since the old décor 40 Min cannot be open. Waiting PM Changing the old lot number for the décor 15 Min

Waiting the décor from OC 15 Min

Replacement of tank Replacement of tank and waiting the pressure up 215 Min

Rework bad décor 145 Min Rework Rework bad Cellophane wrapping 60 Min

Grand Total 490 Min

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Appendix 17 Data October Production Line J5 Production Li Shif Start End Product Actual OUTPUT Production Planned Line Co FG Description Speed Date ne t Shift Shift Code Speed Act time Downtime 4:30:00 11:00:0 Sri DE HF A-SHIN ICY 01-Oct-14 J5 2 G0560603 60 60.00 10800 390 70 PM 0 PM Mukti GEL 50 ENG V3 11:00:0 3:00:00 DE HF A-SHIN ICY 01-Oct-14 J5 3 G0560603 60 55.00 7356 240 50 0 PM AM Een K. GEL 50 ENG V3 7:00:00 3:00:00 Nurzam DE HF A-SHIN ICY 01-Oct-14 J5 1 G0560603 60 60.00 14292 480 80 AM PM an GEL 50 ENG V3 11:00:0 12:30:0 Rimba WP LASER DAY 03-Oct-14 J5 3 G0483304 60 60.00 2568 90 15 0 PM 0 AM S. CREAM Spf-19 50ML 12:30:0 7:00:00 Rimba WP LASER DAY 03-Oct-14 J5 3 G0483305 60 60.00 12336 390 50 0 AM AM S. CREAM Spf19 50ML 7:00:00 3:00:00 Taufik WP LASER DAY 04-Oct-14 J5 1 G0483305 60 60.00 9360 480 125 AM PM Rizka CREAM Spf19 50ML 3:00:00 11:00:0 Sri WP LASER DAY 04-Oct-14 J5 2 G0483305 60 60.00 16512 480 65 PM 0 PM Mukti CREAM Spf19 50ML 11:00:0 7:00:00 Rimba WP LASER DAY 04-Oct-14 J5 3 G0483305 60 60.00 12792 480 60 0 PM AM S. CREAM Spf19 50ML 11:00:0 7:00:00 Taufik WP DAY CRE SPF17 07-Oct-14 J5 3 G0712002 60 54.00 9840 480 60 0 PM AM Rizka PA+ 50 ENG V2 3:00:00 11:00:0 Magel WP DAY CRE SPF17 07-Oct-14 J5 2 G0712002 60 53.00 10020 480 75 PM 0 PM S. PA+ 50 ENG V2 11:00:0 7:00:00 Taufik WP DAY CRE SPF17 08-Oct-14 J5 3 G0712002 60 60.00 7872 480 85 0 PM AM Rizka PA+ 50 ENG V2 3:00:00 11:00:0 JUNIA WP DAY CRE SPF17 08-Oct-14 J5 2 G0712002 60 58.00 13224 480 65 PM 0 PM RTI PA+ 50 ENG V2 7:00:00 3:00:00 Sri WP DAY CRE SPF17 08-Oct-14 J5 1 G0712002 60 60.00 13464 480 65

AM PM Mukti PA+ 50 ENG V2

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7:00:00 3:00:00 Sri HF ESSENCE 50ML 09-Oct-14 J5 1 G0845901 60 60.00 15048 480 65 AM PM Mukti AS RENO 3:00:00 11:00:0 Maimun HF ESSENCE 50ML 09-Oct-14 J5 2 G0845901 60 60.00 14808 480 60 PM 0 PM ah AS RENO 11:00:0 7:00:00 Taufik HF ESSENCE 50ML 09-Oct-14 J5 3 G0845901 60 54.00 11340 480 60 0 PM AM Rizka AS RENO 7:00:00 2:30:00 Sri HF ESSENCE 50ML 10-Oct-14 J5 1 G0845901 60 60.00 15660 450 65 AM PM Mukti AS RENO DE WP NIGHT 10-Oct-14 J5 2 3:00:00 11:00:0 Maimun G0336603 CREAM 50ML ENG 60 60.00 10356 480 50 PM 0 PM ah V3 DE WP NIGHT 10-Oct-14 J5 3 11:00:0 7:00:00 Taufik G0336603 CREAM 50ML ENG 60 60.00 9708 480 50 0 PM AM Rizka V3 DE WP NIGHT 11-Oct-14 J5 3 11:00:0 5:30:00 M. G0336603 CREAM 50ML ENG 60 50.00 11376 390 0 0 PM AM Khosim V3 DE WP NIGHT 11-Oct-14 J5 1 7:00:00 3:00:00 Sri G0336603 CREAM 50ML ENG 60 60.00 15504 480 110 AM PM Mukti V3 DE WP NIGHT 11-Oct-14 J5 2 3:00:00 11:00:0 Rimba G0336603 CREAM 50ML ENG 60 60.00 12588 480 70 PM 0 PM S. V3 7:00:00 3:00:00 Doby DE RL NIGHT CRE 12-Oct-14 J5 1 G1341601 60 60.00 7860 480 65 AM PM Eko 50 AS V4 3:00:00 11:00:0 M. DE RL NIGHT CRE 14-Oct-14 J5 2 G1341601 60 55.00 12468 480 50 PM 0 PM Khosim 50 AS V4 7:00:00 3:00:00 DE RL NIGHT CRE 14-Oct-14 J5 1 G1341601 60 55.00 12468 480 65

AM PM Een K. 50 AS V4

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7:00:00 3:00:00 DE RL NIGHT CRE 16-Oct-14 J5 1 G1341601 60 55.00 7452 480 100 AM PM Een K. 50 AS V4 3:00:00 7:00:00 Taufik DE RL NIGHT CRE 16-Oct-14 J5 2 G1341601 60 54.00 6564 240 50 PM PM Rizka 50 AS V4 7:00:00 11:00:0 Taufik DE RL NIGHT CRE 16-Oct-14 J5 2 G1341602 60 54.00 4440 240 25 PM 0 PM Rizka 50 AS V5 11:00:0 5:00:00 Soetrisn DE RL NIGHT CRE 16-Oct-14 J5 3 G1341602 60 60.00 5928 360 50 0 PM AM o 50 AS V5 10:15:0 1:00:00 M. DE RL D-CR SPF23 21-Oct-14 J5 1 G1341401 60 55.00 3072 165 40 0 AM PM Khosim PA++ 50 AS V3 1:00:00 3:00:00 M. DE RL D-CR SPF23 21-Oct-14 J5 1 G1341402 60 55.00 2892 120 10 PM PM Khosim PA++ 50 AS V4 3:00:00 11:00:0 Sri DE RL D-CR SPF23 21-Oct-14 J5 2 G1341402 60 0.00 12336 480 65 PM 0 PM Mukti PA++ 50 AS V4 11:00:0 7:00:00 DE RL D-CR SPF23 21-Oct-14 J5 3 G1341402 60 55.00 14676 480 60 0 PM AM Een K. PA++ 50 AS V4 7:00:00 3:00:00 Taufik DE RL D-CR SPF23 22-Oct-14 J5 1 G1341402 60 54.00 0 480 60 AM PM Rizka PA++ 50 AS V4

Appendix 18 First Machine Breakdown in October Production Machine Production Machine Line Line co Breakdown machine Breakdown Remarks Breakdown date Breakdown Time Perbaikan Filler – Lain- Perbaikan Mesin-SELANG PRESSURE BOCOR ( GANTI 01-Oct-14 J5 Sri Mukti Filler 30 Mesin lain SELANG ) Perbaikan 01-Oct-14 J5 Nurzaman Cellophane Cellophane Perbaikan Mesin-DÉCOR NYANGKUT 15 Mesin Perbaikan Capper – 03-Oct-14 J5 Rimba S. Capper Perbaikan Mesin-cap mangap, kalibrasi griper 20

Mesin Gripper

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Taufik Perbaikan Coding tidak 04-Oct-14 J5 Batch coding Perbaikan Mesin-LASER CODING ERROR. 20 Rizka Mesin jelas Perbaikan Mesin-Toppet Mental => Analisa & Perbaikan, Perbaikan 04-Oct-14 J5 Rimba S. vakum topet Capper Karet Vacum Toppet Tidak Bekerja Maksimal => Ganti Karet 45 Mesin Vacum Toppet Taufik Perbaikan coding tidak 07-Oct-14 J5 Batch coding Perbaikan Mesin-MESIN LASER,JAR SRNG REJECT 15 Rizka Mesin jelas Perbaikan 07-Oct-14 J5 Magel S. Rotary jar Rotary feeder Perbaikan Mesin-Tdk berputar 90 Mesin Taufik Adjust Label sering 08-Oct-14 J5 Labeler Adjust Setting-SET LABEL SERING PUTUS. 65 Rizka Setting putus Perbaikan coding tidak Perbaikan Mesin-laser error , GANTI FILTER MESIN 08-Oct-14 J5 JUNIARTI Batch coding 28 Mesin jelas MARK IDENT Perbaikan 08-Oct-14 J5 Sri Mukti vakum topet Capper Perbaikan Mesin- VACUM TOPET TDK STABIL 15 Mesin Adjust 09-Oct-14 J5 Sri Mukti kamera Labeler Adjust Product- SETING CAMERA LABEL 60 Product Perbaikan Capper – 09-Oct-14 J5 Maimunah Capper Perbaikan Mesin- TOPPET TDK MEMACUM 20 Mesin Gripper Taufik Perbaikan Cartoning – 09-Oct-14 J5 Cartoning Perbaikan Mesin-SRNG FLAST JAM SECURTY 20 Rizka Mesin Lain-lain Perbaikan 10-Oct-14 J5 Sri Mukti kamera Labeler Perbaikan Mesin- SETTING CAMERA LABEL 15 Mesin Perbaikan 10-Oct-14 J5 Maimunah kamera Labeler Perbaikan Mesin- DETEKTOR SENSOR LEBEL 20 Mesin Taufik Perbaikan Topet Perbaikan Mesin-set toppet sering lepas, macet, posisi gak pas 10-Oct-14 J5 Capper 115 Rizka Mesin slanting di jar (ganti sensor, cleaning vacuum toppet) Cartoning – M. Adjust 11-Oct-14 J5 Flap Not Cartoning Adjust Setting- 15 Khosim Setting

Closed

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Perbaikan Filler – Lain- 11-Oct-14 J5 Sri Mukti Filler Perbaikan Mesin- TOPET SERING MENTAL 10 Mesin lain Perbaikan Capper – 11-Oct-14 J5 Rimba S. Capper Perbaikan Mesin-KALIBRASI ARM CAP 20 Mesin Swivel Arm Adjust Adjust Setting-set camera label,dan error pagomat (mesin 12-Oct-14 J5 Doby Eko kamera Labeler 120 Setting jalan manual check label by: opr) Cartoning – M. Adjust 14-Oct-14 J5 Flap Not Cartoning Adjust Setting-FLAP BAWAH PENYOK 15 Khosim Setting Closed Perbaikan Perbaikan Mesin-PERBAIKAN JALUR TOPPET/TOPPET 14-Oct-14 J5 Een K. Topet macet Capper 60 Mesin MACET Perbaikan coding tidak 16-Oct-14 J5 Een K. Batch coding Perbaikan Mesin-PERBAIKAN MARK IDENT/ERROR 120 Mesin jelas Taufik Perbaikan 16-Oct-14 J5 Cap macet Capper Perbaikan Mesin-CAP SERING MACET. 25 Rizka Mesin Sensor Perbaikan 16-Oct-14 J5 Soetrisno markident Batch coding Perbaikan Mesin-JAR SERING TERLONTAR 15 Mesin error M. Perbaikan 21-Oct-14 J5 cap slanting Capper Perbaikan Mesin-CAP SLANTING 45 Khosim Mesin M. Perbaikan coding tidak 21-Oct-14 J5 Batch coding Perbaikan Mesin-STOPER LASER ERROR 30 Khosim Mesin jelas Perbaikan coding tidak 21-Oct-14 J5 Sri Mukti Batch coding Perbaikan Mesin-BATCH NUMBER POT TDK JELAS 85 Mesin jelas Perbaikan Cartoning – 21-Oct-14 J5 Een K. Cartoning Perbaikan Mesin-CARTON REJECT JAM 40 Mesin Lain-lain Taufik Perbaikan coding tidak Perbaikan Mesin-CEK LASER CODING SERING REJECT 22-Oct-14 J5 Batch coding 20 Rizka Mesin jelas JAR.

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Appendix 19 Second Machine Breakdown in October Production Machine Production Machine Line Line co Breakdown machine Breakdown Remarks Breakdown date Breakdown Time Perbaikan Perbaikan Mesin-PUSHER SAFETY (PLAT PENAHAN 01-Oct-14 J5 Sri Mukti Cellophane Cellophane 30 Mesin DEKOR BENGKOK) Perbaikan 01-Oct-14 J5 Nurzaman Cellophane Cellophane Perbaikan Mesin-plastik kendor 30 Mesin Taufik Perbaikan Cartoning – 04-Oct-14 J5 Cartoning Perbaikan Mesin-FG SERING TEREJECT. 35 Rizka Mesin Lain-lain Perbaikan 04-Oct-14 J5 Sri Mukti Perbaikan Mesin-SESOR CONPEYER JAR 20 Mesin Perbaikan Capper – 04-Oct-14 J5 Rimba S. Capper Perbaikan Mesin-KALIBRASI GRIPPER CAP 25 Mesin Gripper Taufik Perbaikan Capper – Perbaikan Mesin-TOPET TDK VACUM DAN CALIBRASI 07-Oct-14 J5 Capper 60 Rizka Mesin Swivel Arm CAP Perbaikan Filler – Lain- Perbaikan Mesin-Selang angin filler sobek/pecah, angin 07-Oct-14 J5 Magel S. Filler 30 Mesin lain bocor Perbaikan Cartoning – 08-Oct-14 J5 JUNIARTI Cartoning Perbaikan Mesin-VACUM LEAFLET ERROR 15 Mesin Leaflet Perbaikan 08-Oct-14 J5 Sri Mukti vakum topet Capper Perbaikan Mesin-VACUM TOPET TDK STABIL 30 Mesin Perbaikan Cartoning – 09-Oct-14 J5 Sri Mukti Cartoning Perbaikan Mesin- DÉCOR PORMING MISING 20 Mesin Lain-lain 09-Oct-14 J5 Maimunah vakum topet Capper - TOPPET TDK MEMACUM 45 Taufik Perbaikan 09-Oct-14 J5 Cellophane Cellophane Perbaikan Mesin-SRNG NABRAK 20 Rizka Mesin 10-Oct-14 J5 Maimunah Cap macet Capper - CAP MACET/ TDK NAIK 60 Taufik Perbaikan 10-Oct-14 J5 topet macet Capper Perbaikan Mesin-SET TOPPET SERING MACET. 16

Rizka Mesin

112

Perbaikan Capper – 12-Oct-14 J5 Doby Eko Capper Perbaikan Mesin-cap slanting,topete sering tdk ada 20 Mesin Gripper M. Adjust Capper – 14-Oct-14 J5 Capper Adjust Setting-SENSOR RIJECTION ERROR 15 Khosim Setting Sensor Perbaikan Perbaikan Mesin-PERBAIKAN JALUR TOPPET/TOPPET 14-Oct-14 J5 Een K. topet macet Capper 75 Mesin MACET Perbaikan coding tidak 16-Oct-14 J5 Een K. Batch coding Perbaikan Mesin-PERBAIKAN MARK IDENT ERROR 50 Mesin jelas Taufik Perbaikan 16-Oct-14 J5 Cellophane Cellophane Perbaikan Mesin-CELLOPHANE PROBLEM. 33 Rizka Mesin Sensor Perbaikan 16-Oct-14 J5 Soetrisno markident Batch coding Perbaikan Mesin-BATCH NO KURANG JELAS 105 Mesin error M. Perbaikan Perbaikan Mesin-SENSOR ERROR, ROTARY TDK 21-Oct-14 J5 Rotary jar Rotary feeder 15 Khosim Mesin MUTAR M. Perbaikan 21-Oct-14 J5 kamera Labeler Perbaikan Mesin- LABEL ERROR 20 Khosim Mesin Perbaikan 21-Oct-14 J5 Een K. kamera Labeler Perbaikan Mesin-LABEL SEBELAH SERING TIDAK ADA 20 Mesin Taufik Perbaikan 22-Oct-14 J5 topet macet Capper Perbaikan Mesin-SET TOPPET SERING GAK ADA. 15 Rizka Mesin

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Appendix 20 Third Machine Breakdown in October Production Production Machine Breakdown Line Line co Breakdown machine Breakdown Remarks date Breakdown Time 01-Oct-14 J5 Sri Mukti Adjust Setting kamera Labeler Adjust Setting-TRIAL CAMERA LABEL 30 Perbaikan Filler – Lain- 01-Oct-14 J5 Nurzaman Filler Perbaikan Mesin-selang untuk k power pecah 9 Mesin lain Taufik Perbaikan Cartoning – 04-Oct-14 J5 Cartoning Perbaikan Mesin-FG SERING TEREJECT. 20 Rizka Mesin Lain-lain Taufik Perbaikan 07-Oct-14 J5 Topet mental Capper perbaikan mesin-topet tdk vacum dan bnyk yg mental 30 Rizka Mesin Capper – Swivel 07-Oct-14 J5 Magel S. Adjust Setting Capper adjust setting-swivel arm tdk presisi dgn infeed jar 20 Arm Perbaikan Filler – Lain- 08-Oct-14 J5 JUNIARTI Filler Perbaikan Mesin-GANTI SELANG ANGIN BOCOR 17 Mesin lain Perbaikan Filler – Lain- 08-Oct-14 J5 Sri Mukti Filler Perbaikan Mesin-selang angin suplay filling bocor / ganti selang 40 Mesin lain Taufik Perbaikan coding tidak Batch 09-Oct-14 J5 Perbaikan Mesin-LASER SRNG ERROR 25 Rizka Mesin jelas coding Perbaikan Cartoning – 12-Oct-14 J5 Doby Eko Cartoning Perbaikan Mesin-repair spring sensor detect jar patah 20 Mesin Lain-lain M. Perbaikan Filler – Lain- 14-Oct-14 J5 Filler Perbaikan Mesin-SELANG ANGIN PECAH/BOCOR 15 Khosim Mesin lain Perbaikan coding tidak Batch 16-Oct-14 J5 Een K. Perbaikan Mesin-PERBAIKAN MARK IDENT ERROR 60 Mesin jelas coding Taufik Perbaikan coding tidak Batch 16-Oct-14 J5 Perbaikan Mesin-set laser coding error/ jar reject terus. 35 Rizka Mesin jelas coding Perbaikan Sensor Batch 16-Oct-14 J5 Soetrisno Perbaikan Mesin-JAR SERING TERLONTAR ( MACET) 10 Mesin MarkIdent coding Taufik Perbaikan coding tidak Batch 22-Oct-14 J5 Perbaikan Mesin-LASER CODING KURANG JELAS. 35

Rizka Mesin jelas coding

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Appendix 21 Changeover Time in October Production Change Over Remarks Change Over Time

C/O Formula- Washing machine line 30 Minutes

C/O Formula- G0712002 120 Minutes

C/O Formula- continue cooling from shift 3 production 20 Minutes

Grand Total 170 Minutes

Appendix 22 Waiting Time in September Production Waiting type Waiting Remarks Waiting Time

Replace the tank Replace the tank and waiting the air pressure 205 Minutes

Sterilization Line Sterilization 60 Minutes

Rework Rework bad décor 30 Minutes

Waiting PM Waiting packaging material for FG code G0845901 15 Minutes

Change the Label Changing the label 10 Minutes

Grand total 320 Minutes

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Appendix 23 Breakdown capping and cartoning machine week 1 Breakdown Breakdown Breakdown machine Mechanic Breakdown Remarks Categorize time Perbaikan Mesin Capper – Lain-lain Yakobus D Perbaikan Mesin- VACUM TOPET TDK STABIL Toppet area 15 Cartoning – Lain- Operator(Self- Perbaikan Mesin Perbaikan Mesin-SRNG FLAST JAM SECURTY Forming 20 lain Maintenance) Perbaikan Mesin Capper – Gripper Perbaikan Mesin- TOPPET TDK MEMACUM Toppet area 20 Perbaikan Mesin-SET TOPPET SERING LEPAS, MACET, POSISI Perbaikan Mesin Capper – Lain-lain Susilo GAK PAS DI JAR (GANTI SENSOR, CLEANING VACUUM Toppet area 115 TOPPET) Capper – Swivel Perbaikan Mesin Susilo Perbaikan Mesin-TOPET TDK VACUM DAN CALIBRASI CAP Toppet area 60 Arm Perbaikan Mesin Cartoning – Leaflet Maryadi Perbaikan Mesin-VACUM LEAFLET ERROR Vakum 15 Perbaikan Mesin Capper – Lain-lain Marjuki Perbaikan Mesin-VACUM TOPET TDK STABIL Toppet area 30 Capper – Lain-lain Sudrajat - TOPPET TDK MEMACUM Toppet area 45 Cartoning – Lain- Yakobus Perbaikan Mesin Perbaikan Mesin- DÉCOR PORMING MISING Forming 20 lain Dimas Perbaikan Mesin Capper – Lain-lain Susilo Perbaikan Mesin-SET TOPPET SERING MACET. Toppet area 16 Capper – Lain-lain Chandra W - CAP MACET/ TDK NAIK Capper area 60 Capper – Swivel Adjust Setting Maryadi Adjust Setting-Swivel arm tdk presisi dgn infeed jar Capper area 20 Arm Perbaikan Mesin-TOPET TDK VACUM DAN BNYK YG Perbaikan Mesin Capper – Lain-lain Susilo Toppet area 30 MENTAL

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Appendix 24 Breakdown capping and cartoning machine Week 2 Breakdown Breakdown Breakdown machine Mechanic Breakdown Remarks Categorize time Cartoning – Flap Operator (Self- Adjust Setting Adjust Setting- Forming 15 Not Closed Maintenance) Perbaikan Mesin Filler – Lain-lain Marjuki Perbaikan Mesin- TOPET SERING MENTAL Toppet area 10 Capper – Swivel Perbaikan Mesin Suyut Utomo Perbaikan Mesin-KALIBRASI ARM CAP Capper area 20 Arm Cartoning – Flap Adjust Setting KHOSIM Adjust Setting-FLAP BAWAH PENYOK Forming 15 Not Closed Perbaikan Mesin-PERBAIKAN JALUR TOPPET/TOPPET Perbaikan Mesin Capper – Lain-lain Jayadi Saputra Toppet area 60 MACET Perbaikan Mesin Capper – Lain-lain Susilo Perbaikan Mesin-CAP SERING MACET. Capper area 25 Perbaikan Mesin Capper – Lain-lain Susilo Perbaikan Mesin-CAP SLANTING Capper area 45 Perbaikan Mesin Batch No. Susilo Perbaikan Mesin-STOPER LASER ERROR 30 Perbaikan Mesin Capper – Lain-lain Susilo Perbaikan Mesin-TOPPET SERING GAK ADA. Toppet area 10 Perbaikan Mesin Capper – Gripper Marjuki Perbaikan Mesin-cap slanting,topete sering tdk ada Capper area 20 Perbaikan Mesin Capper – Lain-lain Maryadi Perbaikan Mesin-perbaikan jalur toppet/toppet macet Toppet area 75 Perbaikan Mesin Capper – Lain-lain Susilo Perbaikan Mesin-SET TOPPET SERING GAK ADA. Toppet area 15 Cartoning – Flap Operator (Self- Perbaikan Mesin-repair carton décor flap terbuka bawah,PM Perbaikan Mesin Forming 20 Not Closed Maintenance) kurang kaku Operator (Self- Perbaikan Mesin Capper – Lain-lain Perbaikan Mesin-TOPPET SERING MACET Toppet area 15 Maintenance) Operator (Self- Perbaikan Mesin Capper – Lain-lain Perbaikan Mesin-TOPPET SERING MELESET (MIRING) Toppet area 15 Maintenance) Cartoning – Flap Operator (Self- Perbaikan Mesin Perbaikan Mesin- Forming 15 Not Closed Maintenance) Perbaikan Mesin Capper – Lain-lain Marjuki Perbaikan Mesin-TOPPET SERING MELESET Toppet area 40

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Appendix 25 Breakdown capping and cartoning machine Week 3 Breakdown Breakdown Breakdown machine Mechanic Breakdown Remarks Categorize time Cartoning – Flap Perbaikan Mesin Susilo Perbaikan Mesin-UPPER PLAF JAM SECURITY Forming 35 Not Closed Perbaikan Mesin-SET TOPET SERING MENTAL(GANTI Toppet Perbaikan Mesin Capper – Lain-lain Sudrajat 25 KARET VACUM) area Cartoning – Lain- Perbaikan Mesin-SECURITY UPPER PLAF JAM NABRAK Perbaikan Mesin Susilo Forming 20 lain PELIPAT ATAS PLAF Cartoning – Perbaikan Mesin-VAKUM CARTONING DÉCOR TDK Perbaikan Mesin GAN GAN W Forming 10 Vacuum MAU BUKA,FORMING MISSING TERUS Toppet Perbaikan Mesin Capper – Lain-lain Jayadi Saputra Perbaikan Mesin-TOPET MSH SERING MENTAL 30 area Cartoning – Perbaikan Mesin-CARTONING TDK MAU BUKA, Perbaikan Mesin GAN GAN W Forming 25 Vacuum FORMING Cartoning – perbaikan mesin-ganti suction cup vacum décor/carton Perbaikan Mesin Maryadi Forming 70 Vacuum forming missing/open lower carton/carton reject jam

Appendix 26 Breakdown capping and cartoning machine Week 4 Breakdown Breakdown Breakdown machine Mechanic Breakdown Remarks Categorize time Perbaikan Mesin-KALIBRASI SWEEVLE ARM Perbaikan Mesin Filler – Lain-lain Susilo Toppet area 20 TOPPET/NABRAK Operator (Self- Perbaikan Mesin-PROBLEM VAKUM TOPET [ Perbaikan Mesin Capper – Lain-lain Toppet area 20 Maintenance) NYANGKUT ] Perbaikan Mesin Filler – Sensor Susilo Perbaikan Mesin-PERBAIKAN SENSOR TOPPET Toppet area 15 Perbaikan Mesin Cartoning – Lain-lain Jayadi Saputra Perbaikan Mesin-DÉCOR OPEN LOWER Forming 35 Operator (Self- Perbaikan Mesin Capper – Lain-lain Perbaikan Mesin- VAKUM TOPET PROBLEM Toppet area 20 Maintenance)

Perbaikan Mesin Capper – Lain-lain Maryadi Perbaikan Mesin- VAKUM TOPET TDK STABIL Toppet area 30

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Appendix 27 Breakdown capping and cartoning machine Week 5 Breakdown Breakdown Breakdown machine Mechanic Breakdown Remarks Categorize time Perbaikan Mesin Capper – Lain-lain Susilo Perbaikan Mesin-REPAIR TOPPET SERING GAK ADA. Toppet area 33 Perbaikan Mesin Cartoning – Lain-lain Gian N. Kosasih Perbaikan Mesin-UPPER PLAF JAM SECURITY Forming 20 Perbaikan Mesin Capper – Lain-lain Susilo Perbaikan Mesin-TOPPET SLANTING. Toppet area 15 Perbaikan Mesin Capper – Lain-lain Jayadi Saputra Perbaikan Mesin-FEEDER TOPPET ERROR Toppet area 20 Cartoning – Flap Not Perbaikan Mesin Maryadi Perbaikan Mesin-OPEN LOWER CARTON Forming 20 Closed Cartoning – Flap Not Adjust Setting-SET,, FLAP BAWAH SERING GAK Adjust Setting Susilo Forming 15 Closed NUTUP. Cartoning – Flap Not Perbaikan Mesin Susilo Perbaikan Mesin-FLAP ATAS NOT OK. Forming 10 Closed Perbaikan Mesin Cartoning – Lain-lain Gian N. Kosasih Perbaikan Mesin-GANTI SUCKTION Forming 15 Cartoning – Flap Not Perbaikan Mesin Susilo Perbaikan Mesin-GAGAL FORMING. Forming 25 Closed Perbaikan Mesin Cartoning – Lain-lain Maryadi Perbaikan Mesin-OPEN LOWER CARTON Forming 15

Appendix 28 Breakdown capping and cartoning machine Week 6 Breakdown Breakdown Breakdown machine Mechanic Breakdown Remarks Categorize time Perbaikan Mesin Capper – Lain-lain Susilo Perbaikan Mesin-CAP SERING MACET DI RAIL. Capper area 15 Perbaikan Mesin Capper – Lain-lain Marjuki Perbaikan Mesin-TOPET SERING DTK TERDETEKSI Toppet area 20 Perbaikan Mesin Cartoning – Lain-lain Selfmaintenance Perbaikan Mesin- Forming 20 Perbaikan Mesin Capper – Lain-lain Susilo Perbaikan Mesin-SET TOPPET SLANTING. Toppet area 15 Perbaikan Mesin Cartoning – Flap Not Closed Maryadi Perbaikan Mesin-UPPER PLAF JAM SECURITY Forming 20 Perbaikan Mesin-set,,, capper gak terambil, gak Perbaikan Mesin Capper – Gripper Susilo Capper area 40 tervacuum.

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Appendix 29 Breakdown capping and cartoning machine Week 7 Breakdown Breakdown Breakdown machine Mechanic Breakdown Remarks Categorize time Perbaikan Mesin Capper – Lain-lain Susilo Perbaikan Mesin-CAP SLANTING Capper area 45 Perbaikan Mesin Cartoning – Lain-lain Maryadi Perbaikan Mesin-CARTON REJECT JAM Vakum 40 Perbaikan Mesin Capper – Lain-lain Susilo Perbaikan Mesin-TOPPET SERING GAK ADA. Toppet area 10 Perbaikan Mesin Labeler – Lain-Lain Maryadi Perbaikan Mesin-LABEL SEBELAH SERING TIDAK ADA Toppet area 20 Perbaikan Mesin Capper – Lain-lain Susilo Perbaikan Mesin-SET TOPPET SERING GAK ADA. Toppet area 15 Adjust Setting Cartoning – Vacuum Maryadi Adjust Setting-SET VACUUM JAR MIRING DI DÉCOR. Vakum 8

Appendix 30 FMEA Form

120