This article shows the use of different administrative tools for the restructuring of the physical environment of the CisMar SACV company in the city of Córdoba, Veracruz, Mexico. This company is dedicated to the manufacture of wheat flour snacks.
restructuring-plant-food-products-in-mexicoUsing the layout method, a matrix of movements by department was made as well as an identification code to more clearly identify the department that will remain based on all the others, and from this method the restructuring of the company's departments was carried out. The distribution of the work centers by process is suggested since the material moves through the workstations, taking advantage of the spaces and facilities following a chain.
As a result of the redistribution of the work centers and the departments of the plant, we can observe the order in the process equipment and economy in the times of the same.
INTRODUCTION
CisMar Alimentos SAde CV is a company that is dedicated to the production of wheat flour snacks in their different tear and box presentations which are widely accepted in the market, although their production and physical distribution of the facilities were carried out randomly according to production needs were presented.
In order to restructure the plant and the production process, a study was carried out based on the analysis of the causes that affect the process.
Methodology
To carry out this article, the following methodology was used.
Illustration 1 Conceptual model for the diagnosis of the process
Initial diagnostic
There are four operations carried out in the frame production process (PEC): frying, draining, cooling and packing, in a series of steps described below:
Fried. The frying operation is carried out in fryers with a capacity of 12 pieces that are taken manually, held with a metal clamp (of those used in bakeries), the frying time is approximately 10 to 15 seconds.
Drained. Later with the same clamps used in the previous operation, the operator drains for a few seconds to the edge of the fryer and then transports the fried product to a press that is next to it, this operation takes 2 seconds, then press the product to drain the excess oil it contains. This operation takes about 4 seconds.
Cooled. Once the pressing operation is finished in the same way, the fried and drained product is manually transported to a conveyor belt. Operation performed in 2 seconds.
The band has the purpose of cooling the product until its packaging.
Packed. The packaging of the finished product is done between 6 and 7 seconds manually, taking 12 pieces and stapling the bag, once 15 small packages have been gathered, large packages are made, ready for sale.
The tear production process consists of the same stages, although the procedure is different as can be seen below.
Fried. The raw material taken manually and weighed to the calculation, is deposited in a container that goes up and down inside the fryer that contains boiling oil.
Approximately 4 kilograms are taken that are deposited in said container and introduced to the fryer at a temperature of approximately 250 degrees centigrade for 16 seconds.
Drained and cooled. These two operations are carried out together, once the product is fried, the container is slowly raised manually (as if it were a strainer) to drain the excess oil, then the product is emptied into a jute bag for centrifugation., operation performed in approximately 10 seconds.
The oil extracted from the centrifugation is collected and emptied into the chiller to be used again.
Packing. Once the centrifugation is finished, the product is emptied back into bags to be taken to a hopper and packed in different presentations of approximately.5 and 1 kg.
SWOT analysis of the production process.
However, to learn more about the situation in which the processes are encountered and not only be guided by observation. A SWOT analysis was carried out among some members of the process area to be aware of their points of view.
Illustration 2. SWOT Analysis
As can be seen in the previous table, the weaknesses and threats of the process are related to the work environment, raw material and method, so a cause-effect diagram is carried out in order to confirm the causes already mentioned, which they cause the manufacturing process to be poor.
As a result of the SWOT analysis, the following strategy table is presented, showing the alternative solutions.
As can be seen in the previous table, the weaknesses and threats of the process are related to the work environment, raw material and method, so a cause-effect diagram is carried out in order to confirm the causes already mentioned, which they cause the manufacturing process to be poor.
Looking at the diagram above, you can see the various causes in the different areas of the process.
Analysis of the results
After having made the cause-and-effect diagram (illustration 4), the area that presents the most causes that affect the efficiency of the process under study is the raw material area, as shown in the following table.
Table 1 Weighting of areas to be developed
To have a clearer representation of these results, the hierarchy chart of areas to be developed was made
Illustration 5. Hierarchy chart of areas to be developed
Areas to be developed
Table 2. Areas to be developed
With the total of causes found, we proceed to find the percentage of each one of them, and thus make a Pareto diagram, remaining as follows:
Table 3. Percentages obtained
Illustration 6. Pareto chart
The “material” group is the one with the greatest impact, representing (31.3%), followed by the labor, machine and medium groups (18.8% each), the one with the least impact is the method (12.5%).
In strict theory, the group of raw materials should be solved because it is the one with the greatest impact, this is observed from the ranking graph. Since the purpose of the Pareto chart is to graphically represent the impact of each group or weighted area.
Within the machinery group it is important to take into account working with current machinery that meets the requirements of the demanded production.
In the area that corresponds to the material or raw material, suggestions are made, including the control of primary inputs as well as the criteria and specifications necessary to enter the manufacturing process.
In the area of labor that is currently available, it has the necessary experience to carry out the corresponding activities in the production department, however, the continuous and constant training of the operators must be taken into account for a better work performance, and thus provide workers with the opportunity to have greater skills and abilities in the area in which they work. But the company in conjunction with the author of this project decided to work with the area or group that represents the medium and method.
Because the restructuring of the plant is desired from the relocation of the departments, to the work centers. And to make known to all the personnel in the production area, the way or procedures of elaboration of the products by means of the realization of the two manuals of operation processes, thus providing the opportunity to keep the operational personnel informed.
Diagnosis of the current distribution of the plant departments
The distribution by areas of the plant is shown in the following table with its measurements in square meters. Obtaining a total area of 672.80 m2
Table 4. Measurements of the different work areas
Illustration 7. Current distribution of work areas
Restructuring of the CisMar SACV departments
By means of the information gathered in the diagnosis and through the analysis of results, the restructuring of the process is proposed in order to provide an improvement in the company and the following proposal is presented.
Plant redistribution by layout method
As the plant will not change its location, only the departments and the relationship that exists between them was redistributed; For this, it begins with the construction of a matrix (Table 5) where the rows and columns are the existing departments.
1. The frequency of transportation of materials between departments was determined.
2. The most active departments are located in the central position.
3. Using successive approximations, departments are located in such a way that non-adjacent movements are reduced.
a) Warehouse (D1A)
b) Production area (D2P)
c) Finished product warehouse (D3B)
d) Loading and unloading (D4C)
e) Management (D5G)
f) Sales (D6V)
g) Accounting (D7T)
Table 5 Movements by department
Once the Path Diagram Matrix has been made, the departments are identified with colors and the relationship in terms of existing movements (Table 7)
Table 7 Identification code
Having identified the colors according to the importance and mobility of the department, a Route Diagram with an Identification Code is made that will allow to more clearly identify the department that will remain based on all the others, observing that yellow is the department with the greatest movement and the lowest is sales and accounting.
Table 8 Route diagram matrix with identification code
To have a clearer representation of the relationship between the departments, a thread diagram was constructed (Illustration 8) using the value of the lines of the proximity code
Figure 8 Thread diagram of the new plant layout
The thread diagram is a plane in which the proposed new distribution is considered.
This one aims to:
- Reduced risk to health and increased worker safety - Increased
morale and satisfaction of workers
- Saving occupied areas
- Achieving easier and better supervision
- Reducing congestion and confusion
- Reducing risks for the material or its quality
- Easier to adjust to changing conditions
Effect of redistribution
Illustration 4. 1 New layout of the plant
Illustration 9 Restructuring of the departments
Derived from the redistribution of the plant, it can be observed that the management is close to the warehouse, this causes less congestion of the personnel in the production area, as shown in the analytical course diagram illustration 11 and 12, the decrease in the distance traveled in the process.
Redistribution of work centers
The distribution of the plant by process is suggested since the material moves through the workstations, taking advantage of the spaces and facilities following a chain, this suggestion is supported by the aforementioned information.
In this phase, the distribution of the jobs and the planning of where they will be placed, as well as the machinery or equipment, are prepared.
This order constitutes a productive system capable of achieving the planned objectives, in an adequate and efficient way, where the personnel and the production manage to carry out their activities in a safe and satisfactory manner. This restructuring will facilitate the coordination of the elements and equipment available.
It is suggested to rearrange the work centers so that the frying areas are located and aligned, raising the ceiling to avoid gas accumulation and the increase in temperature, as well as the location of extractors and fans. The packing area should be continuous with the frying area, as well as the placement of containers for the finished product, avoiding placing the products on the ground.
Remaining as follows.
Illustration 4. 2 Redistribution of work centers
It should be taken into account that the processes will have to be aligned delimiting the frying, cooling and packing areas to avoid temperature accumulation throughout the process.
Illustration 10. Restructuring of work centers.
Effects of the redistribution of work centers
Illustration 11. Effect of the redistribution of work centers (PEC)
The process seen in the previous course, (illustration 3.24), is carried out in a time of 16820 seconds, (4.82 hrs) and is carried out twice during a shift.
As a result of the redistribution of the work centers and the plant departments, we can observe the order in the process equipment and economy in the times of the same (illustration 4.4), having a current time of 16,820 seconds against a proposed time of 9160 seconds, saving in process of 7660 seconds
The time it takes from draining the oil to packing it is 1310 seconds, which means that this cycle can be repeated 6 times in the time saved. This means a production of 120 more pieces per day in a week would be 720 units, 48 packages (15 pieces), whose cost per package is $ 15.
It would be a total of $ 720 per week that per year would become $ 34,560.
Table 9 Results
Illustration 12 Effect of the redistribution of work centers (PEL)
In the previous course chart (illustration 12), you can see the times and movements made for the production of tears, being able to observe that with the alignment of the machinery and with the suggestion of keeping the packing area clear, delivering the finished product to the warehouse operating times are constantly being reduced.
Current time 16018s and with current distribution and suggestions, a product travel time of 2,734 s is obtained. having a saving of time13, 284 s.
The time that the materials travel from emptying the oil to emptying for packaging is 1781s per cycle, divided by the time saved implies 7.5 cycles that can be carried out per 5 kg of raw material means 37.29 kg more of raw material that can be produced, 37 packages of one kilogram at $ 18 unit price $ 666.00 per day per week would have an extra income of $ 3996.
CONCLUSIONS
The SWOT analysis consisted of detecting the strengths, opportunities, weaknesses and threats of the production process, said information was obtained among the members of the department. Once this information was obtained, the strategies to be implemented were established.
However, to confirm the causes that cause a poor process, a cause-effect diagram is made.
The information obtained, weighted and graphed using a Pareto diagram indicates the areas that must be addressed, however, the company concerned about continuous improvement, decides to restructure the physical environment of the plant by relocating the departments and work centers
Resulting in a decrease in times reflected in the work cycles and increased production.
The results of this study demonstrate the benefits obtained in a
BIBLIOGRAPHY
1. Vitrac and Coleman, 2000 "Food Science Congress and Food Science and Technology Forum"
2. Rosell "Technical Management" Rabbits 1997
3. Dobarganes, Gupta, Hammmod "Bibliographic Background on frying" Document pdf Mexico 2000.
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