a

Ada Food
complex S.c

HAWASSA UNIVERSITY
INSTITUTE OF TECHNOLOGY
FACULTY OF MANUFACURING
DEPARTMENT OF INDUSTRIAL
ENGINEERING
Internship Report

Project title:- lean perspective in ada biscuit plant

Hosting company: Ada food complex factory s.c

Internship duration :-march 2020 to april 2020 ,oct 2020 to January 2021

By :- YILIKAL AFEWORK
ID:-Tech/0754/09

Ad
Co
Bishoftu, Ethiopia Zel
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March, 2021
Acknowledgment
Firstly, of all, I would like to thank the Almighty God for giving me to this time to finish
this project. The success and accomplishment of this internship programmer’s dedication
offered by ada food complex s.c Staff members, especially the production manager Mrzelke,
to those all staff members of quality control, machine operators and to all biscuit plant
workers, their material and idea support during my internship. I would like to say thank you
to all of them for their commitment to share knowledge .

Abstract
The food processing sector in Ethiopia is by far the largest manufacturing industry in
Ethiopia and accounts for 39% of the gross value of production in large and medium size

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manufacturing in 2009/2010 The gross value of production. The largest sectors are sugar,
bakery, and grain milling, which together cover about 47% of the total GVP. Ada food
complex s.c is one of those food processing factory which is found in the bishoftu town . The
story of this big economic contributer factory established by by by Benesonian and his family
Armenian immigrants, in 1969, as a private limited company , who was interested in food
processing
Productivities and competitiveness are the crucial performance measuring criteria and
survival in the competitive market for it., wishes to reduce quality loss and machine breakage
because of the rotary moulder cup . Waste elimination is the one of productivity and quality
aspect improvement tools. it is a generic term for those techniques ,particularly productivity
measurement, overall equipment effectiveness measurement, cost control and quality
control, which are used in the examination of factory performance ,efficiency and
competitiveness . Waste elimination is thus especially concerned with productivity. It is
most frequently used to increase the amount produced from a given quantity of resources
without further capital investment in order To meet the ever increasing demand of biscuits
and bakery products in Ethiopia.

. This project aims the way of improving of production process. By implementing proper
waste control, scraper alignement and planned maintenance established new effective
production , I have to able to decrease daily quality loss from 7.775% to3.95% and
productivity from 4000 box to 4158 box per day by decreasing the amount of rework scrap ,
cost reduction and capacity improvement of the process . Especially this project shows the
improvement of productivity ,capacity and decrease in quality loss in the production .

Contents
Acknowledgment...................................................................................................................................i
Abstract.................................................................................................................................................ii
List of table............................................................................................................................................v
List of figure...........................................................................................................................................v
I. PARTONE:REPORT CHAPTERONE BACK GROUND OF THE COMPANY...........................................1
A. 1.2 what the company does?....................................................................................................2
1.3 Over all Organization and work flow of company.......................................................................4

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 1.3.1 Production and technology department in ada food complex.............................................5
CHAPTER TWO................................................................................................................................14
2.OVER ALLINTERNSHIP EXPERIENCE......................................................................................14
2.1 Introduction to my internship program.....................................................................................14
2.2 Specific Internship Experience..................................................................................................14
2.3 section in organization am working...........................................................................................14
2.4 procedures I have been using while performing you work tasks.............................................15
2.5 task performance......................................................................................................................15
2.6 challenges facing me.................................................................................................................16
CHAPTER THREE..................................................................................................................................17
3. BENEFITS OF INTERNSHIP PROGRAM..............................................................................................17
The internship program is its own aims intended to be satisfied by the student interims of improvising
different skills. I get different skills and knowledge this skill and Knowledge’s are illustrated below: -
............................................................................................................................................................17
3.1 Improving Practical Skill............................................................................................................17
3.2 Upgrading Theoretical Knowledge...........................................................................................17
3.3 improving interpersonal communication skills..........................................................................18
3.4 improving team playing skills....................................................................................................18
3.5 improving leadership skills........................................................................................................18
3.6 work ethics and related issues..................................................................................................19
3.7 entrepreneurship skills..............................................................................................................19
PART TWO: PROJECT TITLE:-LEAN PERSECTIVE IN Ada CHAPTER ONE 1. INTRODUCTION..................21
1.2 Problem Statement...................................................................................................................24
1.3 General Objective......................................................................................................................24
1.3.1 Specific objective................................................................................................................24
1.4 Significance of the study...........................................................................................................24
1.5 Scope of the study.....................................................................................................................25
1.6 Limitation Of The Study.............................................................................................................25
1.7 Methodology.............................................................................................................................25
1.7.1 Genchi Genbustu................................................................................................................25
1.7.2 Primary Data Collection......................................................................................................26
1.7.3 Secondary data collection..................................................................................................26
1.7.4 Examination of company documents.................................................................................26
1.7. 5 Literature review...............................................................................................................26
1.7.6 Benchmarking....................................................................................................................26
1.7.7 Conceptual frame work of project......................................................................................27

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 1.7.8 Data Analysis.....................................................................................................................28
CHAPTERTWO 2. LITERATURE REVIEW................................................................................................29
2.1 Duncan Manley Biscuit, Cookie And Cracker Manufacturing Manuals......................................29
2.1.1 How a factory is arranged..................................................................................................30
2.1.2 What your company requires from the factory.................................................................31
2.1.3 Dough piece forming areas................................................................................................31
2.1.4 Your contribution when machining doughs.......................................................................32
2.1.5 Rotary moulding machine..................................................................................................34
2.1.6 Formation of a dough piece...............................................................................................36
2.1.7 Dough feeding to a rotary moulder....................................................................................41
2.1.8 Dough piece weight control..............................................................................................41
2.1.8 Difficulties with dough piece weight and shape.................................................................43
2.2 OVERALL EQUIPMENT EFFICIENCY(OEE)...................................................................................46
2.3 productivity...............................................................................................................................50
2.3.1 DIFFERENCE BETWEEN PRODUCTIVITY AND PRODUCTION................................................51
2.3.2EFFECT OF PRODUCTIVITY ON SOCIETY...............................................................................52
2.3.3 Productivity Measures........................................................................................................53
2.3.4 PRODUCTIVITY IMPROVEMENT..........................................................................................58
CHAPTER THREE..................................................................................................................................61
3.1 DATA COLLECTION AND ANALYSIS................................................................................................61
3.1.1 Select job............................................................................................................................61
3.1.2Record.................................................................................................................................62
3.1.3Examining............................................................................................................................67
3.1.4 develop...............................................................................................................................67
CHAPTER FOUR 4. RESULTS AND DISCUSSION....................................................................................70
CHAPTER FIVE.....................................................................................................................................72
5. CONCLUSIONS AND RECOMMENDATION.......................................................................................72
5.2Recommendations.....................................................................................................................72
Reference............................................................................................................................................74

List of table
List of table page no.
Table 3.1 quality format for scrap dough and biscuit……………………………………63
Table 3.2creamed Scrap Weight Measurement…………………………………………64
Table 3.3 Scrap Weight……………………………………………………………………65
Table 3.4 downtime…………………………………………………………………………66

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Table 4.1 new creamed scrap measurement……………………………………………...70
Table 4.2 new scrap measurement……………………………………………………….70

List of figure
List of figure page no.
Figure 1.2 Tsom-Tsom Product………………………………………………………2

Figure 1.3 kesh- kesh product ………………………………………………………..2

Figure 1.4 Mama Muya Pasta Product………………………………………………3

Figure 1.5 Mama Muya Macaroni Product………………………………………….3

Figure 1.6 Company Structure……………………………………………………………………………….4

Figure 1.7 hectoliter weight…………………………………………………………..8

Figure 1.8 moisture meter…………………………………………………………….9

Figure 1.9 mixing section……………………………………………………………………..11

Figure 1.10 production line lay out…………………………………………………..11

Figure 1.11 rotary moulder……………………………………………………………12.

Figure 1.12 oven ………………………………………………………………………..12

Figure 1.13 packaging section…………………………………………………………13

Figure 2.1 Cross Sectiona To Show The Parts And Action Of Rotary Moulder…35

Figure 2.2 Scraper Knife In High Positionto Show How Dough Becomes Extruded Past
It …………………………………………………………………………………………37

Figure 2.3 Scraper knife in low position showing how dough does not overfill the
mould……………………………………………………………………………………38

Figure 2.4 Dough piece with a tail of dough………………………………………….39

Figure 2.5 Extraction from the moulds to show problems associated with thick dough
pieces……………………………………………………………………………………39

Figure 2.6 Detail of rotary moulder action to show effect of dough drag on the
scraper…………………………………………………………………………………40

Figure 2.7 Diagrammatic example of effects on dough piece weight of changes on..42

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Figure 2.8 Above: Inflectionof dough pieces causes permanentcracks. Below:
Optimum……………………………………………………………………………...44

Figure 2.9 Process audit record for production of garibaldi biscuit……………45

Figure 2.10 Reasons of OEE Losses and their Countermeasures……………….47

Figure 2.11 OEE Losses Calculation………………………………………………49

Figure 3.1 ungrinded rotary mold cup……………………………………………61

Figure 3.2 biscuit plant quality format …………………………………………63

Figure 3.3 maximum scrap measured……………………………………………64

Figure 3.4 light intensity measure ………………………………………………68

Figure 3.5 Light intensity measure………………………………………………69

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I. PARTONE:REPORT
CHAPTERONE
BACK GROUND OF THE COMPANY

Ada Food complex factory S.C. is located in Oromia Regional State esternshowa in
Debrezeit (Buishoftu) town in proximity to the high way and the rail way, connecting the
city of Addis Ababa and Djibouti, at a distance just one kilometer and five meters
respectively. The factory encompasses 45, 000m 2 plot area. The built in area is 34, 000 m 2
comprising factory building, offices, cafeteria, workshops, laboratories and residential
quarters for the management. At present 204 permanent, 2 contract & 80 casual people are
employed in the factory. It is Established, by Benesonian and his family Armenian immigrants,
in 1969, as a private limited company, with initial capital of Birr 850,000.00 the then
Zembaba Flour and Pasta Factory was nationalized from the founders, by the then
Ethiopian Government, in 1974 and remained under the auspicious of the then defunct
Ethiopian Food Corporation, a branch under the Ministry of Industry with a responsibility to
manage nationalized food and food products manufacturing businesses during the DERG
time until 1992. The factory name being changed to Ada flour & pasta factory & ownership
was continued again as a fully owned by the Government of Ethiopia, in 1992, after the fall
of the DERG regime. It was finally privatized and divested, in 2007, to Mrs Ayenalem
Abdulkdir Mohammed and Mrs Iman kamilAbdulkader. Following the new private owners
has opened opportunity for foreign companies for partnership & Blue Bird Limited of UK has
joined the company is incorporated as share company. The newly established company
after partnership is Ada Food Complex Factory S.C. The registered capital of the company is
Birr 133.145 million, with MrS Aynalem and Mrs Iman, Mr Kamil, Mrs Makia,Mrs Blue Bird,
Mr. Saad & Mr. Simon .

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 A. 1.2 what the company does?
Ada food complex produces pasta (short and long),macaroni (screw and
elbow ),biscuits( hard and soft ) and wheat flour which is the main source of all the products
by using modern and highly efficient machines.
The company produces 50kg ada special wheat flour by using two flour milling production
lines procured from SIMON(installed in 1979) and OCRIM(installed in 1969), which are
housed in the same building. Currently, only the SIMON mill system is operational, which
had a designed capacity to mill 1200 quintals per day. The current attainable capacity
however is only 560 quintals per day, also the pasta (named mama muya) with a weight of
500g-1kg with additional choice of short and long pastas produced by MABRA 3R and
COBRA2.13 CD/C short cut pasta production lines. Currently only COBRA 2.13 CD.C
macaroni production line with an attainable capacity of 180 quintals per day is functioning.
The machine was designed for 220 quintals of macaroni production per day. The company
also possesses COBRA 1000L long cut pasta unit with a design and attainable capacity of
200 and 160 quintals per day respectively.
In addition to flour mill ,macaroni and pasta products the Factory produce different type of
hard biscuit like [Tsom-Tsom cream] ,[Kesh –kesh] and [Des–Des]soft Cream biscuit like [
Vanilla ] with anet weight of 50 g by using QH1000 biscuit production line machine which has
Production capacity of the biscuit is 240 quintal/day .

Figure 1.1 Des-Des Product Figure 1.2 Tsom-Tsom Product

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Figure 1.3 kesh- kesh product Figure 1.4 Mama Muya Pasta Produt

Figure 1.5 Mama Muya Macaroni Product

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1.3 Over all Organization and work flow of company

Figure 1.6 Company Structure

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1.3.1 Production and technology department in ada food complex
In ada food complex there are four main departments which are finance, commerce,
production and technology and HR then my project mainly focuses on the production and
technology department specially on the biscuit plant ,in the production of des- des soft
biscuit.The production of des- des biscuit starts from The main processes step encompasses
quality check such , receiving Raw material, Cleaning, Storage, Transferring through
conveyors to Intermediate Storage, Seed Mixing, Milling, Mixing After the dough is mixing,
it is transferred to the extruder , Extruder passing through dies, drying Cooling &
Packaging Machines.
For producing quality biscuit needs to pass smooth operation of everystep of the production
process. Faulty activities of the production process can make defectsin the final product.
A biscuit plant havedifferent sections in production process. But mainly there areseven
sections those who plays important role forproduction .
They are:
1. Sample section3.moulding section 4.baking and cooling 5. Picking section
2. Mixing section 6.creaming section 7.packaging section
Below all discussion we see that, biscuit production process is started by good choice of
wheat grain This is the long journey where need to lots of process forbiscuit production .
This flow chart of biscuit production shows detail

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f

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1.3.1. 1Flow chart detail
1.3.1. 1.1 Pre-production activities

sampling

In any production of Ada products sampling of the wheat flour is the priority work in order to
check weather the wheat grain gives and have desired requirements in order to produce all
products of ada (pasta, macaroni, biscuit) it is taken in the first before buying wheat,after
milling.in biscuit they will take sample in three satges first in dough includes
weight ,diameter, thickness , the second stage the took sample of cooked biscuit to measure
the weight, shell weight, packet weight ,cream weight, in both the second and first stage
sampling time is written also the last stage includes visual crispiness check moisture
measure in quality control .then the wheat grain should pass the following requirement
measures .these are HL(hectoliter weight),moisture, impurity,hardness,gluten

HL(hectoliter weight)

Test weight, also known as hectolitre mass, is a measure of the volume of grain per unit. It is
usually expressed as kilograms per hectoliter and is a good indication of grain-soundness.
Millers usually use test weight as an indication of expected flour yield. To perform this
analysis, 1kg clean seed is required.  

A hectoliter is 100 liters (26.4 U.S. gallons) and is a term of measurement for volume or
capacity that is part of the International System of Units or metric system. Volumes and
capacities are often expressed in hectoliters in international commerce and are particularly
common in the beer, wine, and grain industries. The prefix hecto- is abbreviated as h. Liter is
abbreviated as either l or L. Thus, a hectoliter is abbreviated as either hl or hL. "Hectolitre" is
an alternative spelling that is commonly used in Great Britain.ada the minimum required
grain test weight is 79.5g/hl if it has gained this amount of test weight it will weight for other
measurements

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 Figure 1.7 hectoliter weight

moisture

Moisture content is critical from harvest, through storage, to final sale of wheat .If moisture
is too high, there is a risk of quality reduction ,or even crop loss in store. On the other hand,
excessive drying is wasteful and can lead to reduced returns. Balancing these opposing risks
is not easy due to the variable nature of grains within a bulk and the inherent difficulties of
measuring grain moisture accurately. Wheat grain which are too moisten storage can be
subject to:

– mould growth and mycotoxin production

– mite infestations, especially in rapeseed

– heating due to moulds and mites

– sprouting.

Grain which is over-dried before, or during, storage can result in:

– splitting and cracking

– impaired quality, particularly in rapeseed

– wasteful energy use.

Grain contracts specify moisture content which,if not met, will result in penalties Moisture
meters and probes, available for farm use, measure an electrical property related to moisture
content, rather than grain moisture itself. Meters and probes rely on an inbuilt calibration
between moisture and either electrical capacitance or resistance. Meters and probes are

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calibrated against oven-based moisture determinations. All probes and capacitance meters
use whole grain samples. Most resistance meters use a ground sample. Accuracy:±0.5%at
best Meters are calibrated to operate most accurately within a specific moisture range,
typically 11–20%.the range should be 11%-20% if it is less dried and moisten the above
effects will occur.

Figure 1.8 moisture metre

Impurity

It is the measure of un wanted particles like(bran, fine stones, smashed by insects ,weed seed
etc),his will be done by taking 100g of wheat grain shake it in the standard sieve the fine
impurity will pas through the sieve and the coarse will be distinguished in clean surface then
both of the impurity the fine and coarse will be measured in the digital beam balance. The
maximum impurity level should be 5.5g if it exceeds it the impurity level gained in the 100kg
will be large so it will affect the company.

hardness

Wheat quality, a complex term, depends upon intentional use for unambiguous products. The
foremost determinants of wheat quality are endosperm texture (grain hardness), protein
content and gluten strength. Endosperm texture in wheat is the single most important and
defining quality characteristic, as it facilitates wheat classification and affects milling, baking

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and end-use quality. Various techniques used for grain hardness measurement are classified
into diverse groups according to grinding, crushing and abrasion. Methodsused for texture
measurement in ada are visuial picking of hard weight from 10g of sample taken. Friabilin is
a 15 kDa endosperm specific protein associated with starch granules of wheat grain and is
unswervingly related to grain softness. Chemically, it is a concoction of different
polypeptides, primarily puroindolines; Pin a and Pin b. Hardness (Ha) locus of chromosome
5DS makes the distinction between soft and hard classes of wheat. Some additional
modifying genes are also present which contribute to the disparity within wheat classes.
Numerous allelic mutations in Pin have been reported and their relation to end product
quality has been established. This treatise elaborates the consequence of grain hardness in
wheat eminence. then the hardness measure will determine the for which product does the
wheat should be used ,soft will be used in the biscuit production and hard will be used in the
pasta and macaroni production.

Gluten

Gluten is the protein in wheat that is responsible for the unique baking properties of wheat
flour. Gluten is isolated by washing flour or ground wheat with a salt solution to remove the
starch and water-soluble fraction. First dough is made with salt solution which is prepared by
mixing 20g of salt in 1litre of water then it will stay cover for 10 minutes then it will be
washed by salt solution to remove the starch and washed by clean water gum like structure
will appear and then it will be dried by bouncing it in the clean table to lose it’s
moisture .after that it’s weight measure if the weight result is below 35g the wheat will be
used for biscuit production, if it is above the wheat will be for pasta and macaroni .most of
the time our country wheat doesn’t qualified for pasta and macaroni because of their low
gluten value or it will be mixed with the imported durem wheat with the ratio of 80 to 20 .

mixing

when the wheat passes all the above qualification the company buy the wheat then Raw
wheat will pass this processes such as Cleaning, Storage, Transferring through conveyors to
Intermediate Storage, Seed Mixing, Milling.the wheat flour is the raw for biscuit then it will
be prepared for mixing in the biscuit plant Then preparation in the mixing room Basically
prepared from wheat flour, Sugar Skimmed Milk Powder, Vegetable Fat, Amonumim bi-carbonate,
Salt, Maze Starch, liquid Glucose, Anti-Oxidant, Coloring, vanilla flavor.also the cream is
prepared in the mixing room.In the soft biscuit dough there is no water adding.

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 Figure 1.9 mixing section

1.3.1. 1.2 Production activities

Figure 1.10 production line lay out

Molding

After the mixing step involves feeding the ingredients – flour, sugar, fat and so on into the
mixers to prepare the dough. The mixing phase is usually done more than once with different
speeds, but flour characteristics also play a role.

The next step requires the dough to be laminated and transferred to hoover with gauge
rollers or roller molder . It is in this stage that biscuits receive their shapes, through molding

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dies and the extra dough will be cut by inner flat knife then the scrap will again added in the
hopper.

Figure 1.11 rotary moulder

Baking and cooling

The baking and cooling stage has the biscuits baking inside of the oven where radiation,
convection and conduction give the biscuits the correct color and volume. The biscuits are
carried into the oven on a wire mesh band.
In the cooling stage, biscuits are placed onto 300- to 400-foot cooling conveyors to cool at
room temperature. According to standards natural cooling is preferred over forced cooling in
order to maintain the texture quality of the biscuits.

Figure 1.12 oven

Picking section
The biscuit which passes the baking and the cooling state will be transferred to slow speed
conveyor which helps the pickers to distinguish the desired output biscuit with the one
which has defect due to over baking ,braked ,cracked .then the biscuit with defect will be
transferred through the low speed conveyor to be scrap and moved by trolley and milled

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again and mixed with the flour in the mixing room .the one without defect will transfer to
tunnel structure conveyor which helps the creaming section to stamp the cream in to the
biscuit.

Creaming section
The receiving of desired biscuit from the picking section through the tunnel conveyor the
creaming section will have comfortable movement of the biscuit for the creaming
process ,after cream is added to the biscuit the biscuit transferred to another slow speed
conveyor whose purpose is to pick the biscuit with out defect and defect which is caused by
the movement of biscuit through the tunnel conveyor due to pressure there will be cracks
and breakdowns, then it also moved to scrap milling by trolley to be milled. the creamed
biscuit without defects will be transferred to the packing section through the trolley.

1.3.1. 1.3 Post-production activities

Packing
The biscuits are then fed into packaging machines to be inserted into laminates,and then 60
pieces will be added to a carton then it will be packed by plaster. those which have laminate
packaging defect will be again packed by exposing defect part to heat comes from other
packaging machine and added to the carton for packing. Final stage is moving the packed
carton to the storage pallet in order to be shipped for retailers, customers.

Figure 1.13 packaging section

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CHAPTER TWO
2.OVER ALLINTERNSHIP EXPERIENCE

2.1 Introduction to my internship program

How you get into the company?
First when I accept the internship request letter from the university ,I submit the letter to Ada
food complex factory HR department and they again send me to be approved by the
production manager then final the HR approved it again and I get the permission to my
internship program. then I submit other papers from the department which contain weekly
report papers .
my first day in the company and the beginning days of the internship program, i introduce
my self with the company manager and workers at the quality control room which is under
the production department then I tell them from where I come and for what purpose I come
to the company for these servers of industrial internship linkage, and the production manager
gives me a place to stay in the quality control room, It’s really interesting to see the machines
which found in the company.
Then first time with one person in the quality control room guides me in all the plants he
introduce me to other workers for what purpose I come to the company. He told me the rule
and regulation of the company .And also told me to take care safety rule of any machine and
hygiene rules of food industries wearing of white shirt to start practice .After a certain week
I moved by my self ,ask operators, workers and there response have been amazing they are
open minded and they shared me what they gain from their experiences ,I would like to
admire them and I am able to make time study, observation( genchigenbustu) for the biscuit
production by having stopwatch and personal questions

2.2 Specific Internship Experience

This program is the bridge for me because after this program I learn how to combine the
theoretical knowledge I have and the practical and real life situation I can increase my
motivation and inspiration to learn deeply on my field by combing both theory and practice I
increase my communication skill with others.

2.3 section in organization am working

The company has different departments as the its organizational structure. From those
departments the production and technology is the department which I was working on it. on
this department there are three sub departments which are the pasta ,macaroni ,and biscuit
production plants from these three sub departments my mainly focus was the biscuit
production because there are many thing which have to be one in the perspective of industrial
engineering concepts in order to improve the productivity of the company but I have been
suggesting some ideas to other production plants from what I observed . in order to enhance

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productivity they supervise different production sections and I am supposed to analysis those
departments and identify problems with the best solution. Under these sections
 molding section
 picking section
 creaming section
 packing section are major.

2.4 procedures I have been using while performing you work

tasks
It is the Japanese term for continues improvement emphasis on small incremental
improvements main theme of kaizen is to create a culture of continuous improvement ,largely
by assigning responsibility to workers and encouraging them ,to opportunities for
improvement .A company can never be perfectly efficient .Lean manufacturing requires
commitment of continuous improvement, and perfectly a systematic process for ensuring
continuous improvement ,where by company constantly searches for non-value adding
activities and ways to eliminate those. The focus of continuous improvement should be on
identifying the root causes of non value adding activities and eliminating those by improving
the production process.

Two main opportunities for improvement are:

1. The elimination of waste(muda)
2. The correction of any issues/problems with in process in addition to muda

2.5 task performance

My task performance have been good as first real experience of measuring down
time ,vibration, luminosity, scrap(in my turn waste caused by rotary molding cup) ,I have
been reading ,watching you tube videos in order to measure every measurement with
accurate and precise values .taking an average have been my instrument for putting each
measurement value which are measured in different days.

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2.6 challenges facing me
My industrial engineering point view of waste and operators and workers view of waste can’t
match and also while I was measuring the time ,vibration ,luminosity, scrap weighting they
have been wondering why I making that and they also have been laughing at me. but there
have been some people who have been asking questions why am doing that ,after I explained
them all the ideas they have been wondering and helping me a lot. detail explanation helps
me to face my challenges and changes the perspective of workers towards industrial
engineering perspective. beyond the perspective most challenging thing have been measuring
and counting of biscuit which have been packed in seconds.

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CHAPTER THREE

3. BENEFITS OF INTERNSHIP PROGRAM

The internship program is its own aims intended to be satisfied by the student interims of
improvising different skills. I get different skills and knowledge this skill and Knowledge’s
are illustrated below: -
3.1 Improving Practical Skill
Practical skills connected with real situation rather than idea and theories. The main
aim of internship is developing practical skills, so the following points are mentioned
interims of improving practical skill.

 It enables me to improve my practical skills in the industrial engineering tools, like

work study, kaizen , ergonomics and lean manufacturing,.
 Improve my practical skills in the problem solving.

3.2 Upgrading Theoretical Knowledge

Theoretical knowledge is the information, understanding and skills concerned with ideas and
principle on which a practical subject is based.

The internship upgrades my theoretical knowledge’s through:-

Working process in each department.
Working mechanism of different machineries especially while we learn in machine design
my project have been designing of conveyors in that time their have been some confusion
while I have been designing belt conveyor but now I have gained the working mechanisms .
Knowing the general safety rules of each operation.
Referring different manuals of machines.

3.3 improving interpersonal communication skills

I have got the following interims of improving interpersonal communication skills. I was
interested in the production manager when he gives clarification and also he is open minded

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he just always asks me for suggestion in terms of my perspective ,and he teaches me some
lessons ,he has much better experience than me. People are more attracted to those who are
interested in them, and will pay more attention to what they are saying, smile and use eye
contact; it is the most positive signal you can give up.

Ask question:-it ‘s a great way to show people that you are really interested in them ,I have
been asking some question after the explanation is end.

Be assertive:-by this I mean try to value their input as much as our own, don’t be pushy and
don’t be push over, try for the right balance. Learn from our interactions if I had a really
good conversation with someone try and think why it went well and remember the key point
for the next time .if it didn’t go so well, again try and learn something from it.

3.4 improving team playing skills

Team planning skills means the activity of working well together as team to solve or share
the ideas and challenges in the quality control room members .I tried to ask them quality
perspective according to their profession (such as chemists, food production technologist,
biologists) and what decreases the productivity of biscuit production according to them and
they give solution for some technical calling that exposed in the company and I share my
perspective to solve problems .During team planning, my concept may be varied at this
moment respect others idea. Idea disputes were solved through peaceful communication.

3.5 improving leadership skills

Leadership means the position of being a person who leads a group of people in an
organization. Even though I am not on the position of leader ship, I have understood how the
leader should act. So here are some of characters as mentioned below;

 Self-confidence is the requirement of good leadership. I have seen amazing

confidential leadership skill from those leaders.Good understanding of things than
the others.

 Be open minded (optimist).Be logical, when you are in a group of colleagues and
tried to clarify the issue by relating with science. As a leader many issues may came
from different directions regarding to the company. Therefore, the leader must
responsible to invite each and every issue properly, I experienced it with peoples
with different profession .In my section, I have met different workers and I have

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 seen how they treat me in different issues. I also got different skills from them,
starting from the operators to the mangers.

3.6 work ethics and related issues

Work ethics are standards or values that generally are based around conscientiousness.
Mostly, work ethics are thought to benefit a person morally, there by improving their
character. These ethics can include preserving social skills, being reliable, and being
resourceful where ever needed in work setting. Work ethics is the core idea when you are in
some staff. So understanding of Work ethics is crucial. The internship gives the following:-
 Respect the entrance and out time of work in the company.
 Being punctuality, I almost try to be on time.
 Give respect for others in work place. I respect all the workers without regarding their
position. Our work habit must be change. Always being eager to know something
new should be our habit.
 Give respect and love for your job.
 Free from interference of others job that doesn’t concern us.

3.7 entrepreneurship skills

Completing an internship also makes me more attractive to Having “real world” work
experience that I have gained a clear set of goals that I was actively working towards.
Demonstrating commitment and follow through demonstrates a high level of maturity,
responsibility, and willingness to do what it takes to be successful .also gives me the main
entrepreneurship skills such as:-

1. Leadership:

Goals are achieved with focused team efforts and this could only happen with a thought
leadership that knows how to take everyone together and utilize every resource and talent in
the most optimal way possible.

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Leadership is not limited to heading a team and delegating work. Instead, it includes a
diverse range of aspects from team building and management to staying self-motivated and
keeping your team motivated too.
While interning at a startup, you get to observe leaders closely and you might even get a
chance to lead a team of your own in my case I have been leading some workers in the
biscuit plant in order to work together to take samples.
2. Communication and interpersonal skills
An entrepreneur needs to be highly proficient in every kind of communication with all the
stakeholders. This involves having good observation and listening skills, writing skills for
emails, reports, and proposals, negotiation skills, ability to delegate work and deal with
conflicts while being fair. In a startup, you often work on multiple projects and
coordinate with team members having different mindsets and coming from diverse work
backgrounds. You sometimes have to face a difference of opinion with a team member or
any other technical setback. Here, while resolving these problems, you develop a positive
attitude and patience and learn to communicate your views in an ideal manner.
3. Flexibility
It is extremely important for an entrepreneur to be flexible in any business, work plans and
decisions. Optimism, risk tolerance, and acceptance of failure are the three major parts of
being flexible.
In simple words, an entrepreneur must be able to handle failure, redefine my goals, redesign
my plans as per the changing market needs, willing to take risks, and keep going.
Startups keep on exploring new concepts and this gives you an opportunity to understand and
pick up this skill by working on such projects.
4. Critical thinking
As an entrepreneur, you must be able to recognize opportunities, analyse the problems, plan a
creative solution, and take critical decisions for this is the only way a business could grow.
During internships, many a time, you are expected to come up with new project ideas,
conduct analysis and plan their execution thus helping you inculcate creativity, critical
thinking, and problem-solving abilities.
PART TWO: PROJECT
TITLE:-LEAN PERSECTIVE IN Ada
CHAPTER ONE
1. INTRODUCTION.

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The food processing sector in Ethiopia is by far the largest manufacturing industry in
Ethiopia and accounts for 39% of the gross value of production in large and medium size
manufacturing in 2009/2010 The gross value of production. The largest sectors are sugar,
bakery, and grain milling, which together cover about 47% of the total GVP. Ada food
complex s.c is one of those food processing factory which is found in the bishoftu town . The
story of this big economic contributer factory established by by by Benesonian and his family
Armenian immigrants, in 1969, as a private limited company , who was interested in food
processing . As an immigrant who come to bishoftu ,seeking for resources for food processing
which is bishoftu or ada woreda well known by it is teff and wheat production across Ethiopia ,
with initial capital of Birr 850,000.00 the then Zembaba Flour and Pasta Factory was
nationalized from the founders, by the then Ethiopian Government, in 1974 and remained
under the auspicious of the then defunct Ethiopian Food Corporation, a branch under the
Ministry of Industry with a responsibility to manage nationalized food and food products
manufacturing businesses during the DERG time until 1992. The factory name being
changed to Ada flour & pasta factory & ownership was continued again as a fully owned by
the Government of Ethiopia, in 1992, after the fall of the DERG regime. It was finally
privatized and divested, in 2007.
When the food processing sector has experienced an outstanding growth and competition in
Ethiopia . Ada installed modern machineries and make a change in order to meet the
extended demands of the customers across the country. Now a days, it becomes vital to
improve productivity , quality and elimination of waste .aspects in biscuit plant to meet the
growing demands. For these reason Ada food complex is seeking various effective ways to
improve their industrial productivity through minimization of waste without hampering the
product quality. waste elimination which are caused by interchangeable machine parts or

machine maintenance is the best way to improve productivity and quality ,I my case due to
this machine part problem it causes finished biscuit in to scrap(crumb) which plays the main
role and not only cost added creamed biscuits also non creamed biscuits which are
cracked ,over baked, thin became a lot scrap(crumb) because of this machine part but my
waste measurement concerns on the creamed biscuit because 25% of the biscuits cost is
added or determined by cream .
Waste elimination is the one of productivity and quality aspect improvement tools. it is a
generic term for those techniques ,particularly productivity measurement, overall equipment
effectiveness measurement, cost control and quality control, which are used in the

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examination of factory performance ,efficiency and competitiveness . Waste elimination is
thus especially concerned with productivity. It is most frequently used to increase the amount
produced from a given quantity of resources without further capital investment in order To
meet the ever increasing demand of biscuits and bakery products in Ethiopia.
Ada food complex s.c has the great chance and opportunity to improve waste elimination,
productivity, machine efficiency and quality. aspects. Because waste elimination methods
are inter related to productivity, overall equipment effectiveness, quality control and cost
control in intensive manner in food processing industries because of without elimination of
waste but we can’t avoid it, it is difficult to obtain desired or targeted output.

Productivity is the quantitative relation between what we produce and we use as a resource
to produce them, i.e., arithmetic ratio of amount produced (output) to the amount of resources
(input). Productivity can be expressed as:

OUTPUT
Productivity =
INPUT

Overall equipment effectiveness is also related to the waste which is caused by maintenance
or interchangeable parts or spare part, as it is the visualization of machine-related to losses.
this might seem easy at first, because with a machine theoretically able to run 24 hours a day
and 365 days each year we get an amount of product representing the maximum capacity.

Overall Equipment Effectiveness (OEE) is the measure of an asset’s performance compared

to its full potential. It quantifies the utilization of manufacturing resources – specifically
physical assets, time, and materials – during production to indicate any gaps between actual
and ideal performance.

The ability to calculate OEE is vital in any manufacturing process as it immediately shows
up any losses. It offers valuable insights for systematic improvements. OEE remains the
standard to date for eliminating waste and benchmarking production process with a view to
continuously improving productivity.

When used correctly, measuring OEE gives you a deep understanding of your production
process which results in some major benefits:

 squeeze every drop of performance from your machinery

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  reduce the number of defective products/parts
 maximize workforce productivity
 reduce asset repair costs by noticing problems early on
 optimize your whole production process by eliminating wasteful actions

All of these improvements will ensure that you stay competitive on the market and give you
the ability to maximize ROI from all assets that you add to your production line.

OEE is quantitative relation between good units produced with out defects in my project
which is waste multiplied by ideal cycle time which is the quickest time at which the
machine could produce a single part divided by planned production time. it can be
expressed :

GoodUnits∗Ideal cycle time

OEE=
Planned production time

As seen above in the formula increasing of good units in food processing have great effect
on OEE ,in my case the main wastes or defects are caused by machine parts which are not
seriously taken as problem in Ada which should be changed monthly are causing more
defected units or waste and it’s causing again rework, quality problem, other machine parts
crash and also cost addition because of rework.

Other factors are quality which is caused by addition of unbalanced milled scraps which is
caused by excess defected units produced which is also changing the biscuit type behavior
(from soft biscuit to hard biscuit ) and by maintenance problem. Additional Cost which is
added by this problem such as electrical cost for milling the scrap, cream cost and welding
cost because of the molding cup it causes separation of the rotary molder cup holder from the
cast .

1.2 Problem Statement

Productivities and competitiveness are the crucial performance measuring criteria and
survival in the competitive market. Number of biscuit factories in Ethiopia made the
competitiveness high and need more effort for continuing in the position they had. With this
regard Ada food complex s.c , needs to eliminate waste caused by interchangeable machine
parts or spare part .Because of this machine spare parts ada’s biscuit plant is lacking to reach

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it’s ability to be competitive, more creamed biscuit are the final products that have to be
packed and sold to the market but due to defects it can’t be packed and causing to other
problems such as more rework, quality loss, additional cost, decrease in productivity,
decrease in of OEE and also causing other machine parts failure(rotary moulder cup holder
separation ).this problem decreases attainment of more biscuits without defects and quality
problem.

1.3 General Objective

General objective of this project is improving productivity ,effectiveness ,quality and cost
control aspect in ada biscuit plant by eliminating waste in Ada by applying lean (TPM) .

1.3.1 Specific objective

1. Analyze the waste I the biscuit plant

2. To identify different causes of wastes

3.develope a method of reducing the number of defective biscuits and additional cost
4.develope method or way to increase productivity and quality.

5. Implement the new method and compare it with existing method

1.4 Significance of the study

This study is significant in several aspects including፡-

 It will contribute to the understanding of lean in biscuit plant

 It addresses waste elimination as determinant of biscuit plant productivity
 It increases awareness of possible problem which may result from luck of
programmed maintenance .
The above three aspects of the study have the potential of leading to the following benefit•
Enhancing productivity level by reducing waste

1.5 Scope of the study

In Ada food complex s.c area of study is focus on improvement of productivity ,quality,
OEE and maintenance aspects in biscuit plant and this project is done October 2020.

1.6 Limitation Of The Study

 It mainly discussed in ada biscuit plant factory

 Workers doesnot have much interest for the photo in the factory

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  Literatures of our country in biscuit plant have been rare
 Most of international communities are not free to join unless I saw most asked
questions relate to my case like the biscuit people .
 It’s have been difficult to apply lean in Ethiopia especially “they and us “
management system.

1.7 Methodology
1.7.1 Genchi Genbustu
According to Toyota‟s twelefth principle is genchi genbutsu which means “Go and see for
yourself to thoroughly understand the situation.” This principle implies:
 Solving problems and improving processes by going directly to the source, observing
and verifying the data in person instead of just relying on what other people say.

 . Verifying data in person is the basis for thinking and speaking

 High-level managers and executives need to also do some genchi genbutsu in order
to acquire more than a superficial understanding of the current state.
In the course of attending the internship program, Toyota‟s way of thinking has often been
referred to as an excellent way of working. So in addition to the interviews, it was decided to
inspect the waste in accordance with the Genchi genbutsu principle. This was done to not
only understand how the employees perform their work and how problems occur, but also to
visually understand the path of parts of manufactured in-house to-stock and to-order, material
bought-to-stock, material bought-to-order and the entire path for an air handling unit.
1.7.2 Primary Data Collection
This project aims at identifying problems and developing solutions to increase
productivity ,efficiency and quality in Ada food complex, in biscuit plant.

 total Waste weight measurement.

 Direct measurement of waste
 Dough and waste biscuit weiht hegightdiameter masurment

1.7.3 Secondary data collection

Different books
Website
magazines

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1.7.4 Examination of company documents
Documents such as the biscuit plant quality format document for this project,and there
written datas.

1.7. 5 Literature review

Literature was carefully read and analyzed taking the specific problem domain and Ada’s
biscuit plant context into account. The literature was searched from online-databases as well
as hard-copy.

1.7.6 Benchmarking
benchmarking is a “systematic procedure aimed at measuring the enterprise’s products,
services and processes against the best-in class practices. Benchmarking is not aimed at
imitation. Instead, it studies and learns from others and adapts the practices that best suit the
enterprise.” In order to gain insight into the problem as well as assess the feasibility of
recommendations. This all study designs have taken a time of more than one month starting
from October 2020 to January 2021.

1.7.7 Conceptual frame work of project

Step by step procedure is the most important for improving productivity and efficiency
aspects through lean (TPM) to reduce waste to ada’s biscuit plant. I try to develop a
conceptual framework for my work. This frame helped to accomplish my project in a
systematic way.And to achieve this, a ten step approach has been used

Genchi Genbustu

Literature
review Benchmrking

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 Method
development

Selecting the
job or wate

Examining the cause by

critical technique and
question technique

Analysis of products caused

by the problem

Define effective method to

avoid the problem

Maintain new method

Improvement on OEE,
1.7.8 Data Analysis
productivity and quality
In this project I used some terminologies for project purpose. here is given that terminology for
analyzing data.

Dough weight: this dough are taken from the first picking section due to the deffects
occurred on the molded dough biscuit because of the rotary moulder cup .this measurement
is taken in order to see the difference between the normal molded dough and the defected
one. which is used as quality format in the biscuit plant

Creamed waste weight: the weight of biscuit that have to be packed due to defects they are
now scrap or cramb ,the waste which required rework.

Thickness : one of the quality measurement format of ada biscuit plant.

Hourly waste weight: biscuits which intended to be packed but due to defect become waste
and then they stored and measured in hour difference .
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Average of waste: the hourly waste taken have a variation so there average is taken as
common waste in the company.

Down time: the stoppage time of machines due to failure ,in my case separation of the cup
and cast holder in the rotary molder’s down time because of the cup’s out of work the sharp
and strong knife at the bottom of the rotary molder separate the holder, then failure starting
and the maintenance time measured .

CHAPTERTWO
2. LITERATURE REVIEW
2.1 Duncan Manley Biscuit, Cookie And Cracker Manufacturing
Manuals
What are biscuits?

Biscuits are small baked products made principally from flour, sugar and fat. They typically
have a moisture content of less than 4% and when packaged in moisture proof containers
have a long shelf life,perhaps six months or more. The appeal to consumers is determined by
the appearance and eating qualities. For example, consumers do not like broken biscuits nor
ones that have been over or under baked.

Biscuits are made in many shapes and sizes and after baking they may be coated with
chocolate, sandwiched with a fat-based filling or have other pleasantly flavoured additions.

How are biscuits made?

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 Biscuits are a traditional type of flour confectionery which were, and can still be, made and
baked in a domestic kitchen. Now they are made mostly in factories on large production
plants. These plants are large and complex and involve considerable mechanical
sophistication. Forming, baking and packaging are largely continuous operations but
metering ingredients and dough mixing are typically done in batches.

There is a high degree of mechanisation in the biscuit industry but at present there are very
few completely automatic production plants. This means that there is a high degree of
dependence on the operators to start and control production plants. It is essential that
operators are skilled in the tasks they have to do and this involves responsibility for product
quality. As part of their training they mustknow about the ingredients and their roles in
making biscuits. They must be aware of the potential ingredient quality variations and the
significance of these.

There are basically two types of biscuit dough, hard and soft. The difference is determined by
the amount of water required to make a dough which has satisfactory handling quality for
making dough pieces for baking.

Hard dough has high water and relatively low fat (and sugar)contents and the dough is tough
and extensible (it can be pulled out without immediately breaking), like tight bread dough.
The biscuits are either crackers or in a group known as semi-sweet or hard sweet.

Soft doughs contain much less water and relatively high levels of fat and sugar. The dough is
short, (breaks when it is pulled out) which means that it exhibits very low extensible
character. It may be so soft that it is pourable. The biscuits are of the soft eating types which
are often referred to as ‘cookies’. There are a great number of biscuit types made from soft
doughs and a wide variety of ingredients may be used.

The machinery used to make biscuits is designed to suit the type of dough needed and to
develop the structure and shape of the individual biscuits.

Secondary processing, which is done after the biscuit has been baked, and packaging
biscuits are specific to the product concerned.There is normally a limited range of biscuit
types that can be made by a given set of plant machinery.

Many biscuit production plants bake at the rate of 1000-2000 kg per hour and higher rates
are not unusual. Given this and the sophistication of the production line it is most economical

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to make only one biscuit type for a whole day or at least an eight hour shift. Start-ups and
changeovers are relatively ineff icient.

2.1.1 How a factory is arranged

Typically the factory is long and, for the most part, normally on only one floor. The reason
for the length is principally due to the oven.

Tunnel ovens have baking bands that are usually between 800- 1400mm (31-55 in) in width.
The length of the oven determines the output capacity of the plant. Ovens have been made up
to 150m in length but 60m (about 200 feet) is probably the average length.

Ideally, and normally, the ingredients are stored and handled at one end of the factory.
Next to the ingredients store is the mixing area and next to that are the continuous production
plants. The baking plants feed cooling conveyors, which are often multitiered to save space,
and the baked and cooled biscuits are then packed using high speed machines.

In some factories secondary processes are involved after baking. It Background to the
biscuit industry 7 is also possible that only semi-automatic packaging is used which requires
manual feeding of the wrapping machines. In these cases biscuits may be taken from the
baking line and placed temporarily in boxes or stored in other ways. These activities are
typically labour intensive.

2.1.2 What your company requires from the factory

Your company exists to make a profit! The means of earning this profit is by making and
selling biscuits (and possibly other products).

The products that are made are designed to meet current market needs and to this end they
have specifications in terms of pack size, biscuit eating qualities and appearance and
ingredient types and quantities. These specifications define limits and it is the task of the
production department to ensure that only biscuits which meet the specifications are packed
and sold. All substandard product must be disposed of through other routes and will represent
a financial loss to the company.

The production cost of a product is a combination of ingredient and packaging material

costs, labour (which involves the production time), fuel for the machines and baking, and
overheads which include management, maintenance and other support services. A significant
cost is the labour associated with the production time. The efficiency of production, which is

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measured by the quantity of saleable product produced in a specified time, is an important
aspect of the product cost.

The duty of the Production Department to the company is to produce a minimum of scrap
product and have a minimum of production downtime. Both of these requirements are
influenced strongly by the skills and performance of the plant operators .

2.1.3 Dough piece forming areas

Dough piece forming is usually achieved using a series of machines placed in line
immediately in front of a tunnel oven. The machinery used to roll, laminate, cut or mould
dough into pieces plus the oven and any cooling conveyors is collectively known as the
biscuit plant. In bakeries where there is more than one plant it is normal to arrange that they
run parallel to one another and therefore all the dough piece forming sections are located
together at one end of the bakery. Plants are designed to be controlled from either the right or
left side and8 Biscuit, cookie and cracker manufacturing manuals commonly adjacent plants
are in an opposite control configuration to allow one operator to control two plants.

Dough is delivered to the head of each plant either directly from the mixing machines or in
tubs or on conveyors or from holding areas where the dough will have been in tubs. Often the
dough is transferred to the dough piece forming machinery on the floor above so that it falls
down through a hopper or dough feeder. In older plants transfer of dough to the plant is by
hand from tubs. This is hard work and potentially more unhygienic. Great care must be taken
that nothing falls into the dough because if anything is lost in the dough it may appear as an
unpleasant or dangerous inclusion in the baked biscuits.

It is inevitable that from time to time some pieces of dough will fall onto the floor. This
dough is potentially dirty and should never be returned to the main mass of dough in the
plant. Dough on the floor will also become spread about on shoes and may cause the floor to
become slippery. It is thus important that trays be placed to reduce the chance of dough
getting onto the floor and to assist in its removal and safe disposal. How machines are fixed
to the floor and the location of catch trays have an important bearing on the ease with which
bakeries can be cleaned and how infestation by insects and other animals can be controlled.

2.1.4 Your contribution when machining doughs

The most important contribution you can make to the efficiency of the factory when
machining doughs is to ensure the following:

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  Understand the critical points to watch for at each stage where the dough passes
through the machines and know how to make adjustments to keep the plants
running correctly and continuously.
 Know how to set the machines for a particular product at the beginning of
production so that the production starts smoothly and on time.
 Know how to alter the dough piece weight, how to take measurements of dough
piece weights and how and when to respond to requests for adjustments to either
weight or other aspects of shape. These requests will come from the operator at
the exit of the oven, usually known as the baker, because it is there that the final
product will be seen and can be assessed for the first time.
 Try to ensure that a minimum of dough falls from the plant as this will be either
wasted or will require special handling. You should remember that the weight of
the dough pieces affects the efficiency of a plant more than any other single
factor. Biscuits of incorrect weight will result in packs that are either too light (a
legal offence) or too heavy (representing an extra cost for the company). Incorrect
weight will probably mean that the biscuits are too thick or too thin and may have
the wrong moisture content after baking. All these factors affect the eating quality
and probably the ability to pack the biscuits efficiently.
 Watch for changes in the appearance of the dough and dough pieces as this may
reflect the need for machine adjustment or that there is a difference in the mixed
dough due to a fault or abnormal standing time. Such changes will almost
certainly cause changes in the quality of the baked biscuits.
 Look out for machinery that requires maintenance for reasons of oil leakage,
malfunction or breakage and report the problem without delay to your
supervisor.
 Avoid straining yourself; do not try to move heavy weights without help or using
the appropriate machinery.
In a well managed factory you will probably be required to record various aspects
of what you have done. For example, the times that the plant was started and stopped and, if
during a normally continuous run, reasons for the stoppage. In this way there will be no
misunderstanding about what was done and when and may help in identifying where
engineering maintenance is required.

It is not unusual to find faults or to have queries. You must communicate.

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Control philosophy

When faults and difficulties occur it is necessary to determine their cause and to act as
quickly as possible to cure them. The aim in this manual is to enable quick fixes, not detailed
research programmes that will take a long time and lead to significant changes in processing
methods. It is assumed that production of the products in question has proceeded well for
long periods but problems have arisen, which if not attended to, will cause inefficiency or
waste.

First, the nature of the fault or problem must be identified. If a pattern in the occurrence of
the fault can be found, its cause, and thence its remedy, is more likely to be found. The nature
of the patterns of faults and problems will be discussed as appropriate.

If the control philosophy is wrong, the order of making adjustments will not solve the
problems that are encountered satisfactorily. Although this manual relates to dough piece
forming it will be appreciated that this part of the biscuit making process cannot be viewed
in isolation. Therefore, an overall statement of control philosophy follows.

Control implies adherence to product specifications and production targets. The data on the
process control chart will show details of the plant and process when, on a single occasion,
the whole plant, not just the dough piece forming area, was running well. It will therefore be
a useful reference point if difficulties are encountered.

To maintain a plant in control the following principles should be observed:

 Make measurements but only where and when required.Problem solving 1920
Biscuit, cookie and cracker manufacturing manuals
Principles of rotary moulding to form dough pieces

A rotary moulder is a machine commonly in use for producing biscuit dough pieces from
short doughs. The dough is forced into moulds which are the negative shape of the dough
pieces complete with patterns, name, type and docker holes. The excess dough is scraped off
with a knife bearing upon the mould and thereafter the piece is extracted onto a web of cotton
canvas or other fabric. Although short doughs may be sheeted, gauged and cut with an
embossing type of cutter the advantages of moulding are:

 it is not necessary to form and support a dough sheet.

 difficulties and control of gauging are eliminated.
 there is no cutter scrap dough which must be recycled.

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The last is of great significance as short dough toughens as it is worked and gauged. In a
rotary moulder all the dough has a similar history, there is no cutter scrap that has to be
reincorporated. The shape of the mould allows a much more intricate pattern outline than cut
dough and can give hollow centres to the pieces if required. Large or very small dough pieces
can be moulded but there can be extraction difficulties if very thick dough pieces are
moulded.

2.1.5 Rotary moulding machine

General description

Figure shows a typical rotary moulding machine. Roll A is known as the forcing roll. It is
usually made of steel and has deep castellations, in various patterns, designed to hold a
blanket of dough. The roll is driven so that dough from the hopper (H)is drawn down into the
nip against roll B. Roll A may or may not be adjustable

in a horizontal direction. Roll B is the moulding roller. Typically it has a similar diameter to
roll A but it has a smooth surface into which

Figure 2.1 Cross Sectiona To Show The Parts And Action Of Rotary Moulder

are engraved, or inset, moulds to form the shape of the dough pieces. Typically the roll is
made of bronze or gunmetal (a malleable alloy of copper, tin, zinc and sometimes lead)
which is suitable for delicate engraving. However, if plastic insert moulds are made the roll

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may be of steel. In both cases the roll, which is the same width as the biscuit plant, is usually
a tube mounted on an axle. It is important that this tube and axle is rigid and does not flex
under the pressure of dough created in the nip with the forcing roll. The moulding roller is
driven as shown so that dough is forced into the moulds in the nip.Its position is fixed.

Bearing on the moulding roll is a blade of steel known as the scraper (D). The tip of this
blade is below the centre line of rolls A and B where maximum dough pressure is exerted in
the nip. Dough which has been forced into the mould is sliced off and the excess runs down
the scraper and is pressed into the blanket of dough which adheres to the forcing roll. The
scraper knife may be adjusted in its position on the moulding roller but the ways and means
of achieving this vary in different moulders. Ideally it should move tangentially to the surface
of the moulding roll.

Roll C is the extraction roll. It has a thick rubber coating over a steel centre and around it
passes the extraction web (E). By adjusting the position of this roll in a vertical direction the
extraction web can be pressed against the moulding roller. It is driven in the direction shown
and the dough pieces are pulled out from the moulds onto the extraction web. The hardness
of the rubber on the extraction web is fairly critical and with time and use this changes. The
rubber coating will have to be replaced at intervals to maintain optimum efficiency
of the rotary moulder.

The dough pieces are carried to the nose piece where they are peeled off and panned either
on to the oven band or an intermediate web. In order to aid the smooth transfer of dough
pieces from the extraction web a thin wire or a small diameter metal shaft is sometimes used
near to the web nose piece to prevent the dough piece going round with the web.

On its return to the extraction roll the web passes over a web cleaning scraper (F) which
removes any remaining traces of dough. The tension of this web is adjustable. The web is
seamless requiring a design that enables easy removal of the extraction roller. The extraction
web will need to be replaced at regular intervals. The life of this web depends on the
pressures needed to run a dough and on whether the moulds have docker pins.

To form different biscuits the scraper must be moved away from the moulding roll which is
then exchanged for a different one. This change is straightforward and quick, but as the rolls
are heavy, lifting tackle is always required. Great care must be taken not to knock or drop the

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moulding roll while it is being moved as it is expensive and the metal which is relatively soft
is easily damaged.

The position of the scraper tip is typically between 3-1 1mm below the axis of rolls A and B.
The scraper knife warrants some further consideration. In order to slice the dough the blade
should be as sharp as possible, but as there is a great pressure of dough in the nip, the tip of
the blade should not be so thin that deflection towards the moulding roller can occur or else
it will cut into the metal. The scraper is sprung so that the tip always runs against the roller
otherwise dough may pass behind it tending to force it away and causing it to engage with
the forcing roll and cause much damage. As

some flexing of the scraper knife tip is inevitable, the docker pins in the mould must be
fractionally lower than the level of the mould edge or they will be damaged by the blade.

When changing the height of the scraper blade it is important to move it as nearly as possible
in a tangential direction relative to the moulding roll surface.

2.1.6 Formation of a dough piece

Dough is placed in the hopper and the machine is started. Dough trapped at the nip is churned
and worked to force it through the nip. Formation of a dough piece

figure 2.2 Scraper knife in high positionto show how dough becomes extruded past it

This churning may toughen the dough, but the toughening is less if the dough from the mixer
has been allowed to stand for at least 30 min before use. The level of dough in the hopper
should be maintained at a minimum so as to reduce pressure differences at the nip and
excessive working of dough and also to minimise the chance of bridging of the dough. The

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dough is typically of a slightly firmer consistency than would be the case if the dough was to
be sheeted.

The dough is pressed against the forcing roll and into the moulds on the moulder. The scraper
knife slices off the dough level with the top of the mould and presses the excess against the
forcing roll to form a blanket which revolves with the forcing roll. Depending upon the
position of the knife some dough may be forced round behind the knife effectively to overfill
the mound (see Fig. 2.2 and 2.3).

The dough piece passes to the point where extraction is achieved. This is the place where
greatest difficulties can occur. For example, the dough piece may stick preferentially to the
mould and therefore not be extracted or there may be a squeezing action that causes the piece
to be wedged in cross-section and some dough extruded behind the piece in a ‘tail’ on the
extraction web (see Fig. 2.4).

The surface of the extraction web must be sufficiently rough or sticky to effect good
adherence of the dough piece, but the adhesion must not be so good that subsequent peeling.
at the transfer from the web is difficult. The surface and type of web is important and many
have been tried. A thin web is usually not rough enough and a thick web will not go round a
sharp nose piece. A sharp nose piece is

Figure 2.3 Scraper knife in low position showing how dough does not overfill the mould

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needed to cause a peeling away of the dough pieces. The internal surface of the moulds is
important in both shape and smoothness with regard to ease of removal of the dough piece. If
the mould edges are too steep or the pattern too deep or intricate, extraction will be difficult.
If the mould is very deep with docker pins the physics of the change in direction from
rotation to linear at the extraction point can give difficulties for removal of the dough piece.
The pins will have to tear through the dough or will hold it in the mould (seeFig. 2.5).

Low friction coatings such as PTFE (polytetrafluoroethylene)are useful for lining the
moulds but they soon wear off. Plastic insert moulds are effective for aiding dough piece
release. In these plastic moulds docker pins, where necessary, are usually made from bronze
for added strength. If the release is made too easy from the moulds the pieces may fall out in
the period between the scraper and the extraction point. This problem is accentuated by the
fact that there is

Figure 2.4 Dough piece with a tail of dough

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Figure 2.5 Extraction from the moulds to show problems associated with thick dough
pieces.

Figure 2.6 Detail of rotary moulder action to show effect of dough drag on the scraper

a drag from the knife that tends to pull the front of the dough piece away from the mould
causing it to curl (see Fig. 2.6). This also affects the shape as the piece is pressed onto the
extraction web and, incidentally, is the main reason why extensible or toughened doughs
cannot be successfully rotary moulded.

Other aids to extraction include heat applied at point X (see Fig. 2.1) or a light spray or
brushing with release oil at the same place.

Extraction is effected by the web being pressed against the dough held in the mould. The
slightly soft surface of the extraction roller allows the web to be pressed into the mould. This
has two effects. First, the dockers pass right through the dough to the web and, second, a
slight excess of dough is extruded outside the limits of the mould. The rolling action means
that the dough is extruded predominantly at the rear of the piece and this forms a ‘tail’.
Some tail is almost inevitable, however, the tail will be excessive if:

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  There is high extrusion round the scraper blade, associated with high pressure in the
nip or a high blade position;
 There is too much pressure at the extraction point due to the extraction roll being set
too high; or
 The rubber surface of the extraction roll is too soft allowing too much dough to
escape at the back of the mould.
 The pressure between the moulding roll and the extraction web should be the
minimum for satisfactory dough piece extraction.

2.1.7 Dough feeding to a rotary moulder

Feeding dough to a rotary moulder is more critical than to a three roll sheeter. There are
two important considerations. First, the level of the dough in the hopper of the moulder
should be kept at a minimum to avoid bridging and this involves supplying the dough in
small pieces. Second, because the moulding roll is expensive and made of a relatively soft
metal, great care must be taken that no pieces of metal pass into the hopper with the dough.

Thus dough fed to a rotary moulder typically comes through a pre-sheeter, which is of two-
roll design. It passes to the hopper of the moulder on a full width conveyor and then passes
through a kibbler before it falls into the hopper. The kibbler is a set of rotating fingers that
break the dough into pieces of no more than 50mm3.The conveyor from the pre-sheeter
passes through a metal detector and there is a rejection arrangement so that any dough found
to contain a metal fragment is taken away before it can reach the moulder and damage the
moulding roll or the knife.

There is typically a dough level sensor in the hopper of the moulder and the pre-sheeter and
conveyor are started and stopped to meter the dough to the moulder.

2.1.8 Dough piece weight control

Compared with a cutting machine there is less opportunity for weight control using a rotary
moulder. However, there are a few techniques, which are interactive and can be used to
adjust the dough piece weight a little. First, if the forcing gap is adjustable the smaller the
gap, the higher the pressure and the higher will be the dough piece weight due to slight
change in dough density. If there is a separate speed control for the forcing roll, increasing
the speed will also result in an increase in pressure in the forcing gap and the dough piece
weight will increase a little. As described above, the position of the scraper knife affects the
amount of extrusion of dough around it. Thus the higher the knife position the greater the
40 | P a g e
amount of dough in the mould. Conversely the lower the knife position the less dough there
will be in the mould. At the extraction point, the higher the pressure the lower will be the
weight and the greater the tail. Related to this, the softer the extraction roll surface the lower
the dough piece weight and the greater the tail (and wedging!). The consistency of the dough
may have some effect on the dough piece weight. Often drier doughs give higher dough piece
weights. Figure 2.7 gives a diagrammatic representation of the effects of dough piece
weight.

The methods used to increase the dough piece weight from a

rotary moulder may be summarised:

 Increase the height of the scrap position.

 Decrease the forcing gap.
 Reduce the extraction pressure.
 Reduce the water content of the dough.

Figure 2.7 Diagrammatic example of effects on dough piece weight of changes on

rotary moulder settings

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The opposite actions will result in some reduction of dough piece weight. It is recommended
that trials are made with each moulding roll to establish how much adjustment to dough piece
weights can be achieved by making the changes listed above. With time the surface of the
moulding roll slowly wears so the depth of the moulding cups becomes a little less. There
will therefore be a general reduction in dough piece weight with time.

2.1.8 Difficulties with dough piece weight and shape

The dough pieces are too low in weight.

 try one or more of the techniques listed in Section 2.16

The dough pieces are strongly wedged (thicker at the back than the front or the other way round).

 try reducing the dough piece weight, see Section 2.1.6

 try using a drier dough
The dough pieces seem to be varying in weight across the machine.

 stop the machine, slacken off the extraction web and clean the surface of the
extraction roller and check that the rubber is not damaged
 check that the extraction web is not damaged. Change to a new one if it is
damaged

The biscuits exhibit transverse cracks or are fragile in a transverse line.

 this may be caused by the dough pieces cracking before they reach the oven. The
extraction web should follow a gentle curve away from the extraction point to
the nose piece. If it is taken over a sharp point the dough pieces, particularly if
they are thick or formed in very dry dough, will tend to crack. These cracks will
impair the strength of the biscuits after baking (see Fig. 2.8).
 the dough pieces may be cracking as they are transferred from the extraction
web (this may be a particular problem if the dough pieces are very thin). Adjust
the relative speeds of the take-off web and rotary moulder

The dough pieces are incomplete, being short of dough at the front of the piece and often
with excessive tails.

 the dough is too tough and is pulling back at the scraper knife. Reduce the mixing
time or stand the dough for longer before placing in a pre-sheeter

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  certain doughs that are too low in fat may not be suitable for rotary moulding as
there is too much gluten formed during mixing
 try raising the scraper position the dough is too sticky.
 Try standing the dough for longer before use or reducing the dough water level.

Figure 2.8 Above: Inflectionof dough pieces causes permanentcracks. Below: Optimum
arrangement for extraction web to minimise damage to dough pieces

2.1.9 Problems with the dough blanket on the forcing roll

The dough will not form a blanket on the forcing roll and it falls off:

 the dough may be too dry

 increase the pressure of the dough in the forcing gap by reducing the gap size by
raising the knife position or by increasing the speed of the forcing roll if this roll is
separately driven.

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 Figure 2.9 Process audit record for production of garibaldi biscuit
.Relate sampling and measurements to subsequent processing requirements.

 .Consider the significance of the results of measurements with respect to those

against that can reasonably be achieved with the instruments being used. For
example, if the reproducibility of a test is poor then small differences in
measurements may not mean that changes are occurring.
 .Relate measurements to targets which have specified limits.
 Try to understand what affects the parameter being measured and therefore what
type of action can be taken when necessary.
 Concentrate process control surveillance on baked biscuits at the oven exit.
 Biscuit weight is the primary parameter. Changes in weight will probably result in
changes in other measurable characteristics like size and colour so concentrate on
controlling weight before other characteristics.
 Concentrate process control surveillance in those places where significant
variation is known to occur or can be expected.
 Record all measurements against time, preferably on a chart which allows easy
viewing of changes and trends.
The basic measuring tools applicable to dough piece forming are:

 a balance for weighing dough pieces,

 a calliper gauge for checking thicknesses and dough piece sizes,
 a stop watch for measuring and checking cutter speed,

44 | P a g e
  a clock telling the time of day

2.2 OVERALL EQUIPMENT EFFICIENCY(OEE)

OVERALL Equipment Effectiveness (OEE) measures in what way a manufacturing unit
executes task relative to its designed capacity, during the periods when it is scheduled for
production. In 1988, Nakajima for the first time identified OEE is a best method to identify
the flaws in current manufacturing process and executing the countermeasures for
improvements to solve the flaws [1]. OEE considers its three building blocks for calculation
which includes availably, performance and quality. It also considers the six losses associated
with manufacturing based on the building blocks [2]. Simplest way of calculating OEE is by
using (1).

OEE=Availability x Performance x Quality (1)

Wafer biscuit manufacturing plant is selected for implementing OEE. OEE considers six
major losses which must be minimized to achieve improved efficiency of wafer biscuit
manufacturing plant. Availability is the time during which a manufacturing sys-tem is
actually accessible to keep producing items for the scheduled period. While, performance is a
ration of the manufacturing system when it is really productive. The quality of the products is
from the total items that could be manufactured subsequently considering availability loss
and the per-formance loss. Quality losses also need to be considered. The six losses of
manufacturing system have specific countermea-sures could be applied to minimize or
eliminate them to en-hance the OEE. It can be observed in Table 1 given beneath clarifies the
techniques for tackling the losses are categorized and after that tended to utilizing the
relevant countermea-sures.

The countermeasures, all the building blocks are presented in figure below . It is important to
note that only a few could be ef-fective for the production of wafer biscuits manufacturing
system that is under consideration. Countermeasures dis-cussed for improvement of OEE at
selected manufacturing system includes:

1.Planned Downtime Management

2.Root Cause Analysis

3.Management Routines

4.5S Workplace Organization

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Figure 2.10 Reasons of OEE Losses and their Countermeasures

Production system can increase efficiency by considering equipment effectiveness [3].

Performance assessment is key tool to decide world class system [4]. Frost and Sullivan in
2005 anticipated the standards of OEE. Where, world class system based on three factors of
OEE that are availability, per-formance and quality having values of 90%, 95% and 99.9%
gives OEE is 85%. OEE of perfect system is 100%, typical sys-tem is 60% and 40% is said
to be low value [5], [6], [7].

Availability has diverse meanings based on its applica-tions [8]. Unplanned downtime events
are the main factors that influence OEE adversely. Downtime is one of the greatest culprits
for cutting down the OEE of plant in light of the fact that it can require a gigantic lump of
investment out of planned production time [6]. The time in which any antic-ipated repairs,
overhauls are performed for preventive or pre-dictive maintenance activities [9]. The
maintenance role of diminishing downtime sways not very perceived [10].

Quality change tools is applied for failure mode and effect analysis (FMEA) main driver of
any OEE apportion can be found [11]. The 5-Why strategy for root cause analysis obliges to
question how the sequential reasons for a failure emerged and distinguish the cause-impact
path of failure. "Why" is re-quested that locate each first trigger until we as far as anyone
knows touch base at the root cause of the occurrence [12].

It critical to measure performance of production system [13]. The measurement of

performance of the system has been under study [14], [15], [16], [17]. Performance
optimization for OEE important and is achieved by data collection [18]. Manu-facturing
firms are all the more concentrating on enhancing production [19].

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Analysis is done on issues that occur almost every day and preventive measures are taken to
facilitate reinforce the per-formance [20]. Industrial sector, it is progressively common to
utilize strategies and devices for performance measurement. There has been a consistent
increment in the reception of the methods that are considered the fundamentals to measure
the accomplishment of the organizations [21]. Efficiency is vital production management as
numerous techniques have been created by keeping in mind the end goal to enhance perfor-
mance of industry [22]. Management routine in any organiza-tion that must be supervised on
predictable schedule are ad-ministration obligation, organization, employee’s contribution
and worker responsibility [23].

A spot for everything where it is placed is the mantra of the 5S technique. Capacity and
workspace frameworks permit enhanced association and greatest utilization of cubic space
for the most elevated stockpiling. The outcome is an enhanced manufacturing process and the
most minimal general expense for products created [24]. If an efficient plant layout is intro-
duced to achieve benefits [25]. The visual systems with effec-tive implementation has
dramatic improvements as 15% in-crease in throughput, 70% cut in materials handling, 60%
de-crease in floor space, 80% decrease in distance flow 68%, re-duction in rack stockpiling,
45% decrease in number of for-klifts, 12% decrease in engineering cycle time, 50% decrease
in annual physical inventory time and 96% decrease in defects [26].

Calculation of OEE are based on the manufacturing losses for selected manufacturing system
that are calculated are shown in Table 2.Once table of OEE losses is generated. It becomes an
easy task to generate table in which OEE is calculated based as shown in Table 4 which is
based on (1), (2), (3), (4), (5), (6), (7), (8), (9), (10), (11), (12), (13), (14) , (15) and (16)
which provides all the necessary details needed for calculating OEE.

Schedule time= total available time – lunch break - asar prayer (2)

Actual production time =schedule time - available loss (3)

actual production time

Availability(%)= ∗100 % (4)
schedule time

Theoretical output=actual production time (5)

Actual output=theoretical output – performance loss (6)

actual output
Performance(%)= ∗100 % (7)
theoretcal output

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 actual output
Maximum number of boxes= (8)
time for box packing

Predicted boxes =maximum number of boxes (9}

Total weight processed per day= predicted boxes* weight of one box (10)

Actual productive weight= total weight processed per day – quality loss (11)

actual productive weight

Actual boxes produced= (12)
weight of one box

Boxes loss= predicted boxes – actual boxes produced (13)

actual boxes produced

Quality(%)= ∗100 % (14)
prdicted boxes

OEE(%)= availability * performace* quality*100% or in terms of time (15)

GoodUnits∗Ideal cycle time

OEE= *100% (16)
Planned production time

In the initial stage for ideal case it is identified while consi-dering that losses during
production are not occurring. The system is able to produce 245 boxes every day. While, in
figure 2.11 calculations of based on losses of figure 2.10 are shown.

Figure 2.11 OEE Losses Calculation

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2.3 productivity

Productivity as defined by Organization of European Economy Cooperation (OEEC)

is:Productivity is the quotient (ratio) obtained by dividing output by one of the factors of
production. Thus, it is possible to speak productivity of capital, labour, space, energy and raw
materials according to whether output is being considered in relation to capital, labour, space,
energy or raw materials respectively.

It is important to note that productivity is often a misunderstood term. Any specific value

of productivity carries relevant meaning only when it is known that the productivity has

been calculated in what respect. For example, the productivity of labour and productivity

of capital should not be directly compared. You will be explained this point later in this

unit.

Historically productivity measures relate to the physical and technical aspects of a productive
proces. A formal organization was created to handle problems of specialization ,
departmentation and technical co-ordination of jobs in an organization.

Causes of Low Productivity

Forevolvingspecificmeasuresforimprovingproductivity,itwillhelpthemanagementtoanalyseon
continuing basis, the causes of low productivity and at the same time to keep abreast with the
latest management and productivity techniques.
In the Indian context, the causes of low productivity have their origin in two distinct sources.
The first category consists of the exogenous or external factors like the shortages of essential
inputs-power, raw materials, transport facilities, etc. - over which the management of an
enterprise has little or no control. The second baslet contains the endogenous or internal
factors mainly in the form of system deficiencies preventing the optimum utilisation of
resources.

49 | P a g e
Since the management has very little control on external factors and their adverse effect
on productivity, the challenge before the Indian managers lies in overcoming the internal
causes of low productivity.

Utility of Increasing Productivity

Constant endevaours should be made to increase the productivity. Higher productivity
has mainfold advantages.
To the Individual Concern
(a) Higher productivity means more wages directly to the piece-workers and more production
bonus to all workers. It means satisfied staff and harmonious staff relations.
(b) The factory earns more profit because of the reduction in costs.
(c) Continuous higher productivity may induce the management to reduce selling prices so
that sales and production may increase.
To the Industry
Higher productivity in some concerns will enable less efficient firms to follow
them for their own survival.
To the Government
(a) Higher profits earned by factories will bring more revenue to the
government by taxation.
(b) Export trades may develop bringing more foreign exchange to the nation.
(c) Overall higher productivity will raise an all round living standard of labour.

2.3.1 DIFFERENCE BETWEEN PRODUCTIVITY AND PRODUCTION

Production and productivity are different terms and carries different meanings. It is
notcorrect to assume that higher production will always lead to higher productivity or vice-
versa.

Production is related to the efficient utilisation of input resources into produced output in the
form of value added goods or services. You can also say that production is related to the
activity of producing goods or services. It is a process (or system) of converting input into
some useful, value added output. Production is therefore a measure of output produced. It
does not emphasise on how well the input-resources are utilized, whereas Productivity is,
ratio of output produced to the input used. It focuses on how well the input resources is used
for conversion of input into output.

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2.3.2EFFECT OF PRODUCTIVITY ON SOCIETY

It would be worthwhile to examine the gains from the productivity improvement to various
sections of the society. If productivity is increased, the distributive efficiency of the economy
is maintained and the gains are properly shared, productivity can benefit all sections of the
society. This is why productivity is a subject in which employers, labour, community and the
government all have strong mutual interests.
Productivity improvement results in direct increase in the standard of living under conditions
of distribution of productivity gains according to contribution. At present, it would not be
wrong to state productivity is the only important worldwide source of real economic growth,
social progress and improved standard of living.
Productivity as a subject involves the employers, labour, community and the government.
These gains could be shown as follows :
Employer's Gains

Since productivity reduces cost and increases competitive capacity of the product, employer's
profitability is best ensured through expansion of industry or setting up new industry.
Labour's Gains

Increased wages are possible to any substantial extent only through higher productivity. In
India initial productivity levels are already very low and therefore there are tremendous
scope to increase the earnings of workers through promotion of productivity in all enterprises
or industry.
Community Gains

Increased productivity resulting in more production with reduced cost and better quality
means not only increased wealth but greater satisfaction to the community due to adequate
supply of goods and services at reasonable rates. Further, higher productivity resulting in
proper utilization of resources will create surplus resources which could be invested for
industrial and agricultural development, thereby generating more employment opportunities.

51 | P a g e
In fact higher productivity alone can solve our problems like inflation, recession,
unemployment and poverty.
Government Gains

With increased production the income of the government will also increase in the form of
more tax collections which could be spent on promotions of services like education, public
health, public transport, etc. Efforts in the direction of increasing production in the existing
public utility services itself will improve efficiency and create goodwill in the public, thereby
ensuring political and social stability in the society.

2.3.3 Productivity Measures

Partial Productivity

Partial productivity is the ratio of output to one class of input. For example, labour
productivity (the ratio of output to labour input) is a partial productivity measure

output
Partial productivity index =
one factor of input

Some of the frequently measured partial productivity measures are :

Labour Productivity

In this formulation, the resource inputs are aggregated in terms of labour hours. Hence the
index is relatively free of changes caused by wage rates and labour mix.

Direct Labour Cost Productivity

In this formulation the resource inputs are aggregated in terms of direct labour costs. This
index will reflect the effect of both wage rates and changes in the labour mix. However,
"constant rupee" may be used to eliminate this distortion.

Capital Productivity

Several formulations are possible. In one, the resource inputs may be the charges during the
period to depreciation; in another, the inputs may be the book value of capital equipment.
52 | P a g e
Direct Cost Productivity

In this formulation all items of direct cost associated with resources used are aggregated on a
monetary value basis. Constant rupee may be used.

Total Cost Productivity

In this formulation all resources costs, including depreciation, are aggregated on a monetary
basis. Constant rupee may be used.

Foreign Exchange Productivity

In this formulation the only resources cost considered is the amount of foreign exchange
required.

Energy Productivity

In this formulation the only resource considered is the amount of energy consumed in British
Thermal Unit (btu) or kW,as may be most convenient.

Raw Materials Productivity

In this formulation the numerators are usually weight of product; the denominators are the
weight or value of raw materials consumed. Hence, it may be seen that many different
productivity indices may be constructed. The list given above is not exhaustive.

Total factor Productivity

Total factor productivity is the ratio of net output to the sum of associated

labour and capital inputs. Net output means total output minus intermediate

goods and services purchased. Notice that the denominator of this ratio is

made up of only the labour and capital input factors.

net output
Partial productivity index =
total factor input

where, Net Output = Output minus intermediate goods and services, and Total Factor Input =
Labour input plus capital input.

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Total productivity

Total productivity is the ratio of total output to the sum of all inputs factors. Therefore, a total
productivity measure reflects joint impact of all the inputs in producing the output. Its
formation includes an inclusive statement of the value of the product or service produced and
a summary value for all of its inputs. Money dimensions are typically used for both
numerator and denominator to allow diverse products and resources to be expressed in
equivalent terms.

Total output
Total proucivity index =
all associated input

products+ servies
=
labour+materil +energy+ capital

From this basic expression, adaptations can be made to more closely represent the functions
of a particular organisation. The intent of customizing the index is to reflect the objectives of
the firm. For example, one organisation might believe that purchases of raw material is
someone else's productivity efforts and should therefore be excluded from the user's input.
Another firm might feel that energy is a small and a constant input and can be ignored in the
productivity index. An aluminium producer would, of course,.feel differently.
Example 4.3
Out of the many possible total productivity models, let ABC Ltd has the following
formula :
sales+inventpry + plant
Total proucivity index =
labour+material +services +depreciation+imnvestment

The input and output factors for year 2001 are individually &scribed and
numerically demonstrated below :
Sales
Let the sales in 200 1 was Rs. 15 crores. Assuming the base year of 2000 and a change in the
general price trend of 15% between 2000 and 2001 would result in a general 2001 deflator

54 | P a g e
 100
of- = 0.869. Then sales of 2001 would amount to 15 crores x 0.869 = 13.04 crores in
115
constant 2000 rupees.
Inventory Change
Inventory includes work in process and finished goods. Each category of inventory could
have its own deflator factor. Assuming a deflator of 0.869 is applicable for all material
categories and the total volume of inventories is equal to 0.4 crores during the year, the
amount of inventory change has a constant rupee value of 0.4 x 0.869 = 0.35 crores.
Plant
Capabilities of an organisation are often increased by the output of its employees in ways that
increase the worth of the production system but do not directly increase income through
sales. Maintenance, R & D and company produced machinery are the examples. The value
contributed by the plant improvement can be valued at the internal customer market value.
Let the value of the plant is increased by 0.2 crores constant rupee in 2001.
Labour Wages and Other Benefits
Assume 4 crores as the labour cost for 2001. This cost includes compensations for wages,
salaries, overtime, vacation, incentives, medical, bonus, etc.
Materials
Let the consumption of materials in 2001 as 6 crores after applying appropriate materials
deflators.
Depreciation
Since depreciation charges are not responsive to current price trends, they are included at
their current value and is assumed to be 0.4 crores in 2001.
Interest
If we assume 15% for the annual cost of capital to the organisation, total capital assets of 6
crores and a price deflator of 0.869, the constant investment input for 2001 is 6 x 0.869 =Rs.
5.21 crores at constant 2000 prices.
From these output and input factors, the total productivity index for 2001 is
calculated as :
13.04 +0.35+0.2
Total proucivity index ,2001 = =0.87
4.0+6.0+ 0.4+5.2

0.87−0.80
Proucivity change from 2000 to 2001 = =8.75%
0.80

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Let the TPI for the year 2000 was 80%. On comprising the TPI for two years, this
productivity measurement has more meaning.
Example 4.4
The data for output produced and inputs consumed for a particular type of a manufacturing
organsiation are given below in constant money value. Find out the partial, total-factor and
total productivity values.
Output = Rs. 2000.00
Labour input = Rs. 400.00
Material input = Rs. 200.00
Capital input = Rs. 500.00
Energy input = Rs. 100.00
Other expenses input = Ks. 50.00
Solution
Partial productivities
output 2000
Labour productivity = = =5
labou input 400

output 2000
material productivity = = =10
mateial input 200

output 2000
capital productivity = = =4
capital input 500

output 2000
energy productivity = = =20
energy input 100

output 2000
other expensel productivity = = =40
other expense input 50

net output
total factor productivity = =
(labour+ capit al) input

net out put =total output – material and services purchased

=2000 –(200+400+100+50)=1250

1250
total factor productivity = = 1.389
( 400+500)

total output
total productivity =
total input

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 2000
total productivity = = 1.6
400+200+500+100+ 50

2.3.4 PRODUCTIVITY IMPROVEMENT

TECHNIQUES IN INDUSTRIES

The achieving of maximum productivity with existing resources is a result of actions by the
management, with the co-operation of workers, together with, in some cases, extra technical
or scientific knowledge. These management techniques are related to product design, process
design, management tools and personnel policy design.

Product Design

The design of the product should facilitate the use of most economical processes and
methods of manufacture. This can be achieved by the close working of design and production
staffs from the beginning. The productivity of a product can be undertaken at the product
development stage, when production staff can examine the components and sub-assemblies
and call for changes before money has been spent on production, tools and equipment. Value
engineering can be applied to reduce excess work content due to design defects. The
technique, systematically investigate the product and its manufacture to reduce cost and
improve value.

Specification and standardisation techniques reduce the variety of products or components

and helps in producing large batches on high production processes at lower overall cost.

Market, consumer and product research ensure correct quality standards. If the
qualitystandards are higher than necessary for the efficient functioning of the product, the
time taken to manufacturer it will generally be greater because of the extra care required;
unnecessary rejects will also be caused. The management must be sure of the requirements of
the market and of the customer, and the technical requirements of the product itself.

Process Design

The process planning function is responsible for specifying the machines on which the
products and its components shall be made, the type of tools necessary and the speeds, feeds

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and other conditions under which the machines shall be run. In the chemical industries, these
conditions are usually laid down by the scientists in the research departments. In all types of
manufacturing industry it may be necessary to do process research in order to discover the
best manufacturing techniques. Proper maintenance will ensure that plant and machinery is
operating properly and will prolong its life ,on reducing capital expenditure. Process planning
combined with method study will ensure the selection of the most suitable tools for the
operative. The la)nut of the factory-shop or workshop and reworking methods of the operator
are designed in method stud y .Operators training is an aid to improving the working methods
of the operator.

Management Tools
I Management is responsible for the achievement of' high productivity, especially by the
reduction of ineffective time. Ineffective time con ;:e a source of great loss even where
working methods are very good. The reduction' of Ineffectivetime starts with The decision
of top management concerning two extreme cohesive are :

the markets which the firm shall try to serve.

(a) ' firm specialise in a small number of products make them in large quantities and sell
them at lowest possible price, or

(b) finns try to meet the special requirements of every customer.

To make many different types of product means that machines have to be stopped in order to
change from one type to another; workers are unable to gain speed on work because they
never have enough practice on any one job. In many organisations, variety of product grows
unnoticed through attempts to make scales by meeting every special demand for variations,
most of which are generally unnecessary. Specialisation is, , therefore, an important step
towards eliminating ineffective time.

Standardisation of components will also reduce ineffective time. By standardising most of

the components in a range of models of the same type of product gircs longer runs and
reduces the time spent in changing over machines. Materials control aims at providing tools
and materials when they are needed to reduce the idleness of workers and machines.
Materials control ensures that requirements are foreseen and fulfilled In time, purchased as
economically as possible and stocks are not excessive.

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Breakdown of machines and plant cause idleness, reduce productivity and increase
manufacturing costs. Breakdowns can be reduced by proper maintenance. Poor condition of
plant and machinery produces bad products, some of which may have to be scrapped.

Good working condition is another aspect of management tools to reduce the fatigue of
workers due to the effects of heat, fumes, cold or bad lighting. By proper safety '
arrangements worker efticiency and effectiveness can be increased by reducing the loss of
time through accidents.

Workers Training and Personnel Policy

Personnel policy involves the whole relationship between the management and employees. If
this relationship is not a good one, it is very difficult to make any management technique
work satisfactorily. To create the right conditions for good relationships is part of the art of
management. A sound personnel policy includes the training of managers and supervision of
all ranks in proper attitudes and relations with the workers

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CHAPTER THREE
3.1 DATA COLLECTION AND ANALYSIS
For practical implementation of my project framework, I select packing section because in
which I found a waste which is creamed biscuit that should be packed, because of the
creaming contains additional cost .through observation the root cause is distinguished to
measure the effect I use scrap weight measurement ,scrap thickness and dough weight from
the wear cup . the problems is caused by wearing of the rotary mold cup.

3.1.1 Select job

In any biscuit plant the weight of the dough pieces affects the efficiency of a plant more than
any other single factor. Biscuits of incorrect weight will result in packs that are either too
light (a legal offence) or too heavy (representing an extra cost for the company). Incorrect
weight will probably mean that the biscuits are too thick or too thin and may have the wrong
moisture content after baking. All these factors affect the eating quality and probably the
ability to pack the biscuits efficiently. In ada the cup are grinded in order to make the
Ethiopian standard biscuit weight the figure below shows the mold cup which is not
grinded ,from which they reduce 1 mm of the depth to get the ethiopian biscuit weight .

Figure 3.1 ungrinded rotary mold cup

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So With time the surface of the moulding roll slowly wears so the depth of the moulding
cups becomes a little less. There will therefore be a general reduction in dough piece weight
with time. Then causes weight difference of the dough ,then the weight difference makes
dough over baked, cracked of the less weight ,the over baked and cracked biscuits are picked
at the picking section then be a scrap but due to less perfection of the pickers and also some
biscuits strength can’t be distinguished ,this biscuits passes to creaming section then the
cream stamper also cracked the biscuit due to difference of weight then this creamed and
cracked biscuits became waste I the packing section because the can’t resist the force
coming for the conveyor in the packaging section.

in order to increase the weight of the cup which are damage ada use one of The methods
used to increase the dough piece weight from a rotary moulder which is Increasing the height
of the scrap position.then which is causing of additional wear to cup and separation of the cup holder
from the cast because of the wear of the cup ,when scraper tries to clean the dough from the mold
instead it t forcefully separate the cup holder mel from the cast this again causes damage of he
expensive cast that lead to downtime of the machine .

The duty of the Production Department to the company is to produce a minimum of scrap
product and have a minimum of production downtime. Both of these requirements are
influenced strongly by the skills and performance of the plant operators.in ada case I order to
see the effect I measured the scrap and downtime of the machine specially the rotary molder
which is cause of the separation of cup holder from the cast

3.1.2Record
scrap measurement
the scrap measurement contains three ways the first one in order to know the weight,
diameter, thickness difference of the scrap to the normal biscuits according to the plant
quality format ,secondly I measure four hour creamed scrap weight for one month and the
final one is the down time measurement of roller moulder cause of the separation of the cup
holder from the cast.
Quality format
line wise weight ,thickness and diameter checking to be carried out at frequent intervals.
collection and weighment of wet pieces to be carried out swiftly to eliminate consistency
variation errors. many samplings to be carried out and interpreted for root cause analysis and
corrective action . it is also important to check the line weight after baking after checking and
setting the line weight. mostly it will be alright but any baking variation may led to weight

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variation marginally. But ensuing both pre bake and after bake will give more confidence to
the company that excess give away is not done and proper weight control will definitely
save more cost to the company.the weight measurement is done by the electronic beam
balance and the thickness and diameter measured by the caliper gauge.the below figure
which is used as a base for measurement shows qualiy format

Figure 3.2 biscuit plant quality format

In my case i used one hour interval for one week for measuring it the table below will show
my measure

Table 3.1 quality format for scrap dough and biscuit

Number Time Scrap dough weight 12 scrap or Scrap biscuit Biscuit
shell weight thickness diameter
Monday 30/02/2013 e,c
1 2:30 49.5 38.6 64.8 38.4
2 3:30 49.2 39 64.7 38.2
3 4:30 49.4 38.4 63.8 38.6
4 5:30 49.6 38.5 63.4 38.2
Total 197.7 154.5 256.7 153.4
Average 49.425 38.625 64.175 38.35
Tuesday 01/03/2013
1 2:30 49.8 38.7 64.2 38.3
2 3:30 49.5 38.5 63.8 38.5
3 4:30 49.2 39.2 64.9 38.4
4 5:30 49.4 39.1 65.0 38.0
Total 197.9 155.5 257.9 153.2
Average 49.475 38.875 64.475 38.3
Wednesday 02/03/2013
1 2:30 49.6 38.2 62.9 38.1

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2 3:30 49.5 38.4 64.7 38.4
3 4:30 49.0 38.0 63.0 38.6
4 5:30 49.7 38.6 64.5 38.3
Total 197.8 153.2 255.1 153.4
Average 49.45 38.3 63.775 38.35
Thursday 03/03/2013
1 2:30 49.2 38.2 64.2 38.4
2 3:30 49.3 38.4 63.9 38.4
3 4:30 49.7 38.0 64.1 38.2
4 5:30 49.5 38.7 64.8 38.6
Total 197.7 153.3 257 153.6
Average 49.425 38.325 64.25 38.4
Friday 04/03/2013
2:20 48.9 38.6 63.3 38.7
3:20 48.3 39.0 62.9 38.5
4:20 49.4 38.6 64.4 38.4
5:20 49.5 38.4 63.7 38.2
Total 197.1 154.6 254.3 153.8
Average 38.65 63.575 38.4
49.275

scrap weight measurement

in order to know the ate or defected creamed biscuit scrap measurement is important ,in my
case I measurd our week scrap .the figure below shows the maximum scrap I have measured.

Figure 3.3 maximum scrap measured

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the table below shows four week creamed biscuit measured
Table 3.2creamed Scrap Weight Measurement
Number Date Four hour creamed Creamed scrap in
scrap weight in kg kg per hour
1 30/02/2013 12.5 3.125
2 01/03/2013 16.8 4.2
3 02/03/2013 17.0 4.25
4 03/03/2013 13.0 3.25
5 04/03/2013 12 3
6 07/03/2013 16.5 4.125
7 08/03/2013 14 3.5
8 09/03/2013 16.0 4
9 10/03/2013 16.5 4.125
10 11/03/2013 15.9 3.975
11 14/03/2013 16.0 4
12 15/03/2013 17.9 4.475
13 16/03/2013 16.0 4
14 17/03/2013 15.0 3.75
15 18/03/2013 14.2 3.55
16 21/03/2013 18.0 4.5
17 22/03/2013 14.8 3.7
18 23/03/2013 18.0 4.5
19 24/03/2013 18.0 4.5
20 25/03/2013 16.9 4.225
Total 315 78.75
Averag 15.75 3.9375
e

The next table shows one week scrap measurement of scrap biscuits that are over
baked ,cracked defected biscuits which are measured per hour

Table 3.3 Scrap Weight

Monday 28/03/2013
Number Time Scrap in kg per
hour
1 2:30 38.5
2 3:30 35.7
3 4:30 34.7
4 5:30 40
Total 149.3
Average 37.325
Tuesday 29/03/2013
Number Time Scrap in kg per
hour
1 2:30 37.5
2 3:30 39.8
3 4:30 42.3
4 5:30 36.0
Total 155.6
Average 38.9
Wednesday 30/03/2013
Number Time Scrap in kg per
hour
1 2:30 41.2
2 3:30 40

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3 4:30 39.7
4 5:30 42
Total
Average
Thursday 01/04/2013
Number Time Scrap in kg per
hour
1 2:30 32
2 3:30 35.9
3 4:30 42
4 5:30 41.6
Total 151.6
Average 37.875
Friday 02/04/2013
Number Time Scrap in kg per
hour
1 2:20 35.4
2 3:20 40
3 4:20 41.8
4 5:20 39.9
Total 157.1
Scrap 39.275
Average of this five day is taken as scrap
monday+tuesday +wednsday +thursday+ friday
Average = =
5
37.325+ 38.9+40.725+37.875+39.275
=38.82kg
5
downtime measurement
Table 3.4 downtime
Machine name Date Time Downtime Man power
Rotary moluder 24/02/2013 2:00-9:00 7 3
Rotary moluder 04/02/2013 2:00-8:00 6 4
Rotary mulder 09/04/2013 3:00-5:30 2:30 5
Rotary moulder 20/04/2013 2:40-4:00 1:20 5

let calculate the partial productivity of the biscuit plant by using the following input
daily or 24 hour production as output which is 4000 boxes of biscuit
input 50quintal of flour
one box contains 60 pieces of biscuit
1 box net weight=2.9 kg which is listed in the quality format
Shell weight=40 gram =0.04kg
Total shell weight =0.04*60*4000=9600kg
total net weight=2.9*4000=11600kg in this case we use only the biscuit shell weight
1 quintal=100kg so 50 quintal=5000kg
output 11600
Partial productivity index = = =2.32
one factor of input 5000

Calculating scrap

Average Scrap weight per hour =38.825kg

Average creamed scrap weight per hour=3.9375kg
Total scrap weight=38.825kg +3.9375kg =42.7625kg

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one box shell weight=average shell weight*piece number=0.04kg*60=2.4kg
so in order to get the scrap loss according to box number divide total scrap weight to one box
shell weight
42.7625 kg
box number = = 17.8 box or 18 box per hour
2.4 kg
box number for creamed biscuit
average creamed biscuit weight=45.5g=0.0455kg
one box creamed only biscuit=piece number* average creamed biscuit
weight=0.0455*60=2.73kg then in order to get the daily creamed scrap
we multiply working hour by Average creamed scrap weight per hour
daily creamed scrap=16hr*3.9375kg per hr=63kg
daily creamed scrap 63 kg
box number = = =23 box creamed or finished biscuits
box creamed only biscuit 2.73

quality loss in percent

total quality losss∨scrap weight
quality loss = *100%
good units produced

total loss= creamed loss box number +scrap loss in box

creamed box loss in 16 hr=23 boxs
scrap box loss in 16hr =scrap box loss per hour*16hr=18*16=288box
total loss= creamed loss box number +scrap loss in box
=23+288=311 box so let calculate loss percent
total quality losss∨scrap weight 311box
quality loss = *100%= *100%=7.775%
good units produced 4000

3.1.3Examining
The aim of any production departments aims to reduce scrap and decreasing of
downtime ,s,in ada’s case waste is large which is also quality loss wich then affects the OEE
of a company. the problem also causing damage to up holder separation from the cast ,
rework and cost addition.

3.1.4 develop
Ada’s biscuit production machine With time the surface of the moulding roll slowly wears so
the depth of the moulding cups becomes a little less. There will therefore be a general
reduction in dough piece weight with time.in ada’s case the rotary molding have 320
moluding cups 16*20 from which more than 40 cups which are damaged(wear occurred)
that can be distinguished by naked, this makes defects on the production, so in order to apply
lean based maintenance specially TPM firstly we need to implement the eight pillars of TPM
which is mostly focused on proactive and preventive techniques for improving equipment
reliability such as

Autonomous maintenance :developing a way of allowing operators to uses all of their

senses to help identify causes for losses.

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Focused improvement: scientific approach to problem solving to eliminate losses from the
factory which includes performance measurement ,availability measurement and quality
measurement (which in includes quality loss measurement )

Planned maintenance: professional maintenance activities performed by trained mechanics

and engineers in ada case cup maintenance should be initiated which is planned in three
months because of wear occurs to the cup which affects the weight of the dough and the
biscuit. the three month maintenance is an acceptable cup maintenance in most Ethiopian
biscuit factories because stopping of machine repeatedly for maintaining cup is not
acceptable so planned cup changing is acceptable.

Quality management: strengthening the former scientific and statistical approach to

identifying defects and eliminating the cause of them which is their quality format list.

Early/equipment managemet: scientific introduction of equipment and design concept that

eliminate losses and make it easier to make defect free production in ada case management of
the scraper height which affects the production in terms of determining the shape of the
biscuit ,loss and factor for wear of he cup so in each day scraper alignement checking ,for
one line scraper 10 degree alignment is preferable.

Education and training : support to continuous improvement o knowledge of all

workers ,In this case training them measurement of scrap weight hourly because it’s new for
them so for perfect measurement training them the effct and importance of measuring scrap .

Finally the main development is introducing quality loss measurement to the ada and building a
system of planned cup maintenance.

Safety health environmental conditions; in ada case the light intensity varies in the production
line which affects lumintance ratio the figure below shows the measure

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 Figure 3.4 light intensity measure

Figure 3.5 Light intensity measure

An important part of cost reduction and quality improvement programs focus on the measurement and
reduction of scrap in the manufacturing process. Scrap might be measured not only in total but at each
process to evaluate the effectiveness of each manufacturing process or a measure of evaluating a
machine operator’s performance. Likewise we measure and associate scrap measurements to the
machine level, the tooling, and other units of production. Companies often track scrap by product or
product line.

The goal of studying scrap and its source is to improve production processes, and to modify these
processes to reduce costs. We might also use these measures to factor them into our material planning

68 | P a g e
process insuring that we purchase sufficient raw materials to produce our products. Accountants will
factor these into the costs either as a direct material or an overhead cost of production.

CHAPTER FOUR
4. RESULTS AND DISCUSSION
In order to improve productivity ,OEE ,quality and efficiency the let measure and compare
the scrap after the cup have changed and the scraper alignement is set the tables shows the
change.
Table 4.1 new creamed scrap measurement
Number Date Four hour scrap in kilogram Scrap
1 17/05/2013 10.1 2.525
2 18/03/2013 9 2.25
3 19/05/2013 8.8 2.2
4 20/05/2013 10 2.5
5 21/05/2013 8 2
6 22/05/2013 7.7 1.925
7 24/05/2013 10 2.5
8 25/05/2013 10.3 2.575
9 26/05/2013 9.6 2.4
10 27/05/2013 9 2.25
Total 92.5 23.125
Average 9.25 2.3125

Table 4.2 new scrap measurement

Number Date Four hour scrap in kilogram Scrap
1 17/05/2013 72.8 18.2
2 18/03/2013 78.4 19.6
3 19/05/2013 80 20
4 20/05/2013 84 21
5 21/05/2013 64 16

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6 22/05/2013 62.8 15.7
7 24/05/2013 84 21
8 25/05/2013 88 22
9 26/05/2013 84 21
10 27/05/2013 76.8 19.2
Total 774.8 193.7
Average 77.48 19.37
Calculating scrap
New average scrap weight per hour=19.37kg per hour
New average creamed scrap weight per hour =2.3125kg per hour
Total scrap weight =21.6825kg per hour
One box shell weight =average shell weight *piece number=0.04kg*60=2.4kg
So in order to get the scrap loss according to box number we divide total scrap weight by one
box shell weight
21.6825
Box number = =9.03=9 box per hour
2.4
Box number for creamed biscuit
Average creamed weight biscuit =45.5g=0.0455kg
One box creamed only biscuit =piece*aerage creamed biscuit weight
=60*0.0455=2.73kg
Then in order to get the daily creamed scrap we multiply daily working hour by average
creamed scrap weight per hour
Daily creamed scrap=16hr*2.3125kgper hr=37kg
daily creamedscrap 37
Box number = = =13.5=14 box creamed per daily
box creamed only biscuit 2.73
New total loss box =creamed + non creamed or scrap
=14 box per daily+ (9 box per hour*16hr) =158 box
In order to get the difference
Saved box =former scrap box number – new scrap box number
= 311 box -158 box=153 box saved
Partial productivity
Output= 4000box + saved box
=4000+153=4153 box
Total net weight =2.9*4153box=12043.7kg
output 12043.7 kg
Partial productivity= number = = =2.41
one factorinput 5000 kg
total loss∨scrap box 158 box
Quality loss = ∗100 % = −100 %=3.95%
good unit producd 4000 box
former scrap box−new scrap box 311−158
Effieciency = *100% = ∗100 =49.19%
fomer scrap box 311

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CHAPTER FIVE
5. CONCLUSIONS AND RECOMMENDATION
5.1 conclusions
Ada food complex s.c is one of factory which found in bishoftu Ethiopia . Basically ada
produce biscuit ,macaroni and pasta . The food processing sector in Ethiopia is by far the
largest manufacturing industry in Ethiopia and accounts for 39% of the gross value of
production in large and medium size manufacturing in 2009/2010 The gross value of
production. The largest sectors are sugar, bakery, and grain milling, which together cover
about 47% of the total GVP.ada is one of the contributor for this gross value production .

Productivity , waste management and maintenance aspect improvement is an important

issue in ada waste management and maintenance are related directly. The profit earning of
food industry largely depends on productivity improvement and quality loss control. This
project shows the way of finding gap of production process. By implementing proper waste
control, scraper alignement and planned maintenance established new effective production , I
have to able to decrease daily quality loss from 7.775% to3.95% and productivity from 4000
box to 4158 box per day by decreasing the amount of rework scrap , cost reduction and
capacity improvement of the process . Especially this project shows the improvement of
productivity ,capacity and decrease in quality loss in the production .

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5.2Recommendations
 Workers and Management personnel should have a good relation ,they must avoid’’
they and us’’ aptitude in order to improving productivity and enhancing comfortable
work environment.
 try to decrease their over bureaucratic system
 Establishment and Enrichment of Industrial Engineering Department for further
improvement in the plant
 Workers should be counseled for reduction in production output, poor quality of
biscuit and so on.
 To achieve positive results like avoiding turnover and absenteeism comfortable work
station design and motivation tools such as training, appropriate wage structure and
incentive along with annual productivity linked bonus can be provided.
 planned maintenance for cup should have to take in the proper time interval in order
to avoid loss ,to improve quality it should have to be continued.
 scraper alignement should be checked continuously
 this is improvement should be continued by examining other factors.

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Reference

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