Reducing Minor Stop at Bottle Line by Using KAIZEN

ក្រសួងអប់រ ំ យុវជន និងរីឡា
វិទ្យាស្ថានបច្ចេរវិទ្យារម្ពជា
ុ
ច្េប៉ាតឺម្៉ាង់ ច្ទ្យពច្ោសល្យឧសាហរម្ម និងច្ម្ោនិរ
គច្ក្ោងសញ្ញ
ា បក្តវិសរ
វ រ
ក្បធានបទ្យ: ោរោត់បនាយោរឈប់បនតិចបនតចរន
ួ ងចង្វ
ុ វ រ់
ផល្ិតរម្មក្ស្ថច្បៀរេបច្ោយច្ក្បើក្បស់ KAIZEN
និសស ិត : ហុង សីហា និង ងង៉ាត ឃីត

ឯរច្ទ្យស : ទេពទោសល្យឧសាហកម្ម និងទេោនិក
ក្គូទ្យទ្យួល្បនទរ
ុ : ច្ឃលឿន ររា
ឆ្ន ំសិរា : ២០១៨-២០១៩
MINISTERE DE L’EDUCATION,
DE LA JEUNESSE ET DES SPORTS
INSTITUT DE TECHNOLOGIE DU CAMBODGE
DEPARTEMENT DE GENIE INDUSTRIEL ET MECANIQUE
MEMOIRE DE FIN D’ETUDES

Titre: Reducing minor stop at bottle line by using KAIZEN
Etudiant : HONG Seyha et NGET Khet
Spécialité : Génie Industriel et Mécanique
Tuteur de stage : M. KHLOEUN Reaksa
Année scolaire : 2018-2019
ក្រសួងអប់រ ំ យុវជន និងរីឡា
វិទ្យាស្ថានបច្ចេរវិទ្យារម្ពជា
ុ
ច្េប៉ាតឺម្៉ាង់ ច្ទ្យពច្ោសល្យឧសាហកេម និងច្ម្ោនិរ
គច្ក្ោងសញ្ញ
ា បក្តវិសរ
វ រ
របស់និសសិ ត: ហុង សីហា និង ងង៉ាត ឃីត
ោល្បរ ិច្ចេទ្យោរពារនិច្រខបបទ្យ: ថ្ងៃទ្យី ងែ ឆ្ន ំ ២០១៩
អនុញ្ញ
ា តឲ្យោរពារគច្ក្ោង
នាយរវិទ្យាស្ថាន:
ថ្ងៃទ្យី ងែ ឆ្ន ំ ២០១៩
ក្បធានបទ្យ: ោរោត់បនាយោរឈប់បនតច
ិ បនតចរន
ួ ងចង្វ
ុ វ រ់ផល្ិតរម្មក្ស្ថ
ច្បៀរេបច្ោយច្ក្បើក្បស់ KAIZEN
សហក្ាស: ងែមរ ងប៊ែច្វើរ ីជីស
ក្បធានច្េប៉ាតឺម្៉ាង់: ច្ោរ ប៉ាន់ សុវណ្ណ

ា
ក្គូទ្យទ្យួល្បនទរ:
ុ ទោក ច្ឃលឿន ររា
អនរទ្យទ្យួល្ែុសក្តូវរនងសហក្ាស:
ុ ច្ោរ ហងស ច្ហរ ៉ា៉ូ
រាជធានីភ្នំច្ពញ
MINISTERE DE L’EDUCATION,
DE LA JEUNESSE ET DES SPORTS
INSTITUT DE TECHNOLOGIE DU CAMBODGE

DEPARTEMENT DE GENIE INDUSTRIEL ET MECANIQUE
MEMOIRE DE FIN D’ETUDES

DE M. HONG Seyha et NGET Khet
Date de soutenance: le juillet 2019
« Autorise la soutenance du mémoire »
Directeur de l’Institut:
Phnom Penh, le juillet 2018
Titre: Reducing minor stop at bottle line by using KAIZEN

Etablissement du stage: Khmer Beverages
Chef du département: M. PAN Sovanna
Tuteur de stage: M. KHLOEUN Reaksa
Responsable de l’établissement: M. HANG Hero
PHNOM PENH
ACKNOWLEDGMENTS
After we have finished our internship and our research in KHB Company for three
months, we would like to show our respect and gratitude to many people who always provide
us guidance, comment, support, experience, and feedback to our thesis since the
commencement until complete our thesis. Here are the following people who strongly support
us from their bottom of heart:
First and foremost, HE. Dr. OM Romny, general director of Institute of Technology of
Cambodia (ITC), who leads the institute forward growing year by year which very beneficial
to construct qualified technical expertise to reach the labor market required.
Mr. PAN Sovanna, head of Industrial and Mechanical Engineering Department, who
has made his effort to lead the department and has looked after every student. Meanwhile, I
also would like to thank all of my lectures for teaching me and inspiring me during academic
years.
Mr. KHLOEUN Reaksa, who is the marvelous and great advisor, gave us many goods
guidelines, consulting, and supporting on our thesis.
Mr. THY Sokal, SE. Manager, Mr. HANG Hero Packaging supervisor of the
department of Packaging at Khmer Beverages (KHB), for providing us the great opportunity
to intern on Manufacturing, Management, Technical work and providing us facilities, guidance,
comments and coordinating this thesis during the period of internship at KHB.
We also would like to thanks all of the staffs and other people whom we cannot mention
their name for being very helpful and informative to us during the period of internship. Most
importantly, we are specially gratitude to our family members; especially our parents who have
given us unconditional love and strongly support us everything.
Last but not least, there are my friends. We will not be able to write this achievement
alone. By helping and giving an information to each other, we can completely finish this thesis
punctually.
i
ច្សចរតស
ី ច្ងខប
នៅក្នុងការផលិតស្រានបៀរដប វាបានសនងេតន ើញថាការឈប់បនតិចបនតួចគឺជាក្ត្តត
ចំបងនៅក្នុងផ្ផនក្នេចខ្ចប់។ ន ើងបានក្ំណត់ការឈប់ បនតិចបនតួច នៅម៉ា សុ៊ីនលាងសមាត
ដប និងឧបក្រណ៍ពិនិតយដបទនទ (EBI) ។ ដូនចនេះន ើងត្តូេការបផ្នែមនទៀតនដើមប៊ីកាត់បនែ
ការឈប់បនតិចបនតួច នដើមប៊ីផ្ក្លមាសង្វាក្់ ផលិតក្មម។ វាមនន័ ថាន ើងត្តូេបានកាត់
បនែ នោលនៅនិងផ្ផនការផលិតក្មមរបស់ន ើង ដូនចនេះផលិតភាពរបស់ន ើងក្៏ថ ចុេះផង
ផ្ដរ។
នដើមប៊ីបង្វាញមូលនេតុឫសគល់ននបញ្ហ
ា ននេះ វាចំបាច់ត្តូេ ល់ដឹងអំព៊ីបញ្ហ
ា ក្នុង
សក្មមភាពជាក្់ផ្សតងនៅក្នុងសង្វាក្់ផលិតក្មមនោ ក្ំណត់បញ្ហ
ា នោ រក្មូលនេតុផ្ដល
ជាឫសគល់ធំបំផុត។ បញ្ហ
ា ចមបងបណ្ត
ត លផ្ដលឱ្យមនការឈប់បនតិចបនតួចនោ ារ ការ
ដួលដបនៅត្ចក្ចូលម៉ា សុ៊ីនលាងសមាតដប រនធបងាូរនត្បងសទេះ កាតដួលដបនៅនលើ
ឧបក្រណ៍បញ្ូជ ននៅ EBI ដបបរនទស និងដបផ្បក្។ បន្ទទប់ព៊ីនន្ទេះន ើងត្បមូលទិននន័ ព៊ីផ្ខ្
ធនូដល់ផ្ខ្ក្ុមភៈ។ នៅម៉ា សុ៊ីនលាងសមាតដប មនការឈប់បនតិចបនតួច ជាមធយម 0.98% និង
ឧបក្រណ៍ពិនិតយដបទនទ 1.01% ផ្ដលន ើងចង់កាត់បនែ ម៉ា សុ៊ីនទំងព៊ីរនៅ 0.5% ។
ន ើងអាចក្ំណត់បញ្ហ
ា ពិតត្បាក្ដនោ ន ើងនត្បើ 5whysជាការេ ិភាគរក្មូលនេតុនដើម។
បន្ទទប់ព៊ីន ើងរក្ន ើញដំនណ្តេះស្រា និងេ ិធ៊ីាស្រសតនធាើឱ្យត្បនសើរន ើងនដើមប៊ីអនុេតតនលើមូល
នេតុឫសគល់ទំងននេះ។
នៅក្នុងលទធផល វាបានរក្ន ើញថាដំនណ្តេះស្រា នោ ពិនិតយនមើលដបផ្ដល
ត្បនេទខ្ុសនិងដបផ្បក្នចញព៊ី នក្េះ នៅ crate ។ ន ើងបាននរៀបចំក្មមក្រឬអនក្ត្គប់ត្គង
ម៉ា សុ៊ីន នោ ចប់នលើក្ដបនដលដួលព៊ីឧបក្រណ៍បញ្ូជ ន។ ន ើងបានត្តួតពិនិតយ ឧបក្រណ៍
បញ្ូជ នថាមននត្បងត្គប់ត្ោន់ឬនៅ នោ នធាើការត្តួតពិនិតយរនធបងាូរនៅនពលដំនណើរការ។
បន្ទទប់ព៊ីន ើងបានអនុេតតដំនណ្តេះស្រា សត្មប់មូលនេតុឫសនដើមប៊ីកាត់បនែ ការឈប់
បនតិចបនតួច ន ើងទទួលបានលទធផលត្តូេបានកាត់បនែ ។ នៅក្នុងផ្ខ្ម៊ីន្ទលទធផល 0,3%
នៅម៉ា សុ៊ីនលាងសមាតដប និង 0.4% នៅ ឧបក្រណ៍ពិនិតយដបទនទ EBI ។ នៅក្នុងផ្ខ្នម
ាវាបនតថ ចុេះនៅ 0.29% នៅម៉ា សុ៊ីនលាងសមាតដប និង 0.3% នៅឧបក្រណ៍ពិនិតយដប
ii
ទនទ EBI ។ ដូនចនេះសត្មប់ការផ្ក្លមាជាបនតបន្ទទប់ន ើងបានក្ំណត់សង
ត ់ោនន នោល
ការណ៍ផ្ណន្ទំដល់ត្បតិបតតិក្រឬក្មមក្រនិនោជិតនដើមប៊ីនោេះស្រា នៅនពលមនបញ្ហ
ា ។
សរុបនសចក្ត៊ីនដើមប៊ីកាត់បនែ ការឈប់ បនតិចបនតួច ក្នុងចង្វាក្់ផលិតក្មមស្រានបៀរដប
វាត្តូេត្តមោនរក្មូលនេតុនិង ចត់េ ិធានការនដើមប៊ីផ្សាងរក្ដំនណ្តេះស្រា នោ នធាើនអា
ត្បនសើរន ើងនូេគុណភាពផ្ថទំ ផតល់សិទិអ

ធ ំណ្តចដល់និនោជិក្ និងបនងេើនជំន្ទញបផ្នែម
នទៀតដល់ពួក្នគ។
iii
RESUME
Dans la production de la ligne de bière en bouteille, il a été observé que l'arrêt mineur
est le facteur principal dans le département de l'emballage. Nous avons défini l’arrêt mineur
chez l’inspecteur de la machine à laver et du flacon vide (EBI). Nous avons donc besoin de
plus pour réduire les arrêts mineurs afin d’améliorer la chaîne de production. Cela signifie que
nous avons réduit notre objectif et notre plan de production, de sorte que notre productivité
diminue également.
Pour illustrer ces causes profondes du problème, il est nécessaire de comprendre le

problème dans la réalité des actions en production en définissant le problème de la cause
fondamentale qui est le problème le plus préoccupant. Le principal problème est l’arrêt mineur
qui provoque la chute de la bouteille au niveau de la laveuse d’entrée de guidage, la buse
bloquée, la chute sur le convoyeur à EBI, la bouteille étrangère et la bouteille cassée. Après
cela, nous avons collecté des données de décembre à février. Au niveau de la machine à laver,
les arrêts mineurs moyens sont de 0,98% et l’inspecteur de bouteilles vides de 1,01% que nous
souhaitons réduire à 0,5%. Nous pouvons définir le vrai problème que nous utilisons l'analyse
5-WHY pour trouver la cause première. Après, nous trouvons une solution et une méthode
d'amélioration à appliquer sur ces causes fondamentales.
Au final, il a été déterminé que cette solution consistait à vérifier le matériel en

éliminant le mauvais type et la bouteille cassée du carton à la caisse. Nous avons demandé à
un travailleur ou à un opérateur de ramasser la bouteille tombée du convoyeur. Nous avons
vérifié si le convoyeur est suffisamment lubrifié ou non par la buse de contrôle pendant le
temps de fonctionnement. Après avoir appliqué la solution pour la cause fondamentale afin de
réduire les arrêts mineurs, le résultat est réduit. En mars, le résultat est 0,3% à la machine à
laver et 0,4% à EBI. En avril, il a été réduit en permanence à 0,29% au lave-linge et à 0,3% au
EBI. Ainsi, pour une amélioration continue, nous définissons la normalisation de visualize pour
guider l’opérateur ou le travailleur pour solution, le cas échéant.
En conclusion, pour réduire les arrêts mineurs dans la chaîne de production de bière en
bouteille, il doit suivre la cause fondamentale et prendre des mesures afin de trouver la solution
en améliorant la qualité de la maintenance et l'autonomisation des employés, tout en leur
apportant davantage de compétences
iv
ABSTRACT
In bottle beer line production, it was observed that minor stop is the main factor in
Packaging Department. We have defined minor stop at washer and empty bottle inspector
(EBI). So, we need more to reduce minor stop to improve production line. it’s mean we were
reduced our target and production plan so our productivity decreases as well.
To illustrate these root causes of problem, It need to understand the problem in reality
action at production by defining the problem of root cause which is the most concern problem.
The main of problem make minor stop cause fallen down bottle at guide infeed washer, nozzle
stuck, fallen down on conveyor at EBI, foreign and broken bottle. After that we collected data
from December to February. At the Washer have average minor stop 0.98% and Empty Bottle
Inspector 1.01% that we want to reduce both to 0.5%. We can define the real problem we use
5-WHY analysis for find the root cause. After, we find solution and improvement method to
apply on these root causes.
In the result, it was figured out that solution by check material by get out wrong type
and broken bottle from carton to crate. We arranged worker or operator pick up fallen down
bottle from conveyor. We checked conveyor have enough lubricate or not by check nozzle
when operating time. After we apply solution for root cause to reduce minor stop, we got result
is reduced. In march, result 0.3% at washer and 0.4% at EBI. In April, it continuous reduce to
0.29% at washer and 0.3% at EBI. So, for continuous improvement we set standardization of
visualize for guideline to operator or worker for solution when have problem.
In conclusion, to reduce minor stop in bottle beer line, it needs to follow up the root
cause and take actions in order to find the solution by improving maintenance quality and
empowerment to employee and add more skill to them.
v
ABBREVIATIONS AND SYMBOLS
KHB: Khmer Beverages

PaM: Packaging Manager
PaS: Packaging Supervisor
PaT/PaTO: Packaging Technician/Packaging Technician Officer
BrM: Brewing Manager
EM/ES: Engineer Manager/Engineer Supervisor
Sr. SPS: Senior Supply Planning Supervisor
EBI: Empty Bottle Inspection
QC: Quality Control
GTN: Good Transfer Note
GIN: Good Issue Note
FIFO: First in First Out
TQM: Total Quality Management
TPS: Total Production System
CIP: Clean in Process
PM: Planned Maintenance
BPM: Bottles per minute
vi
TABLE OF CONTENTS
ACKNOWLEDGMENTS .......................................................................................................... i
ច្សចរតស
ី ច្ងខប .........................................................................................................................ii
RESUME .................................................................................................................................. iv
ABSTRACT ............................................................................................................................... v
ABBREVIATIONS AND SYMBOLS ..................................................................................... vi
LIST OF FIGURES .................................................................................................................. ix
LIST OF TABLES .................................................................................................................... xi
1. INTRODUCTION .............................................................................................................. 1
1.1. Presentation of ITC ..................................................................................................... 1
1.2. Presentation of Training .............................................................................................. 2
1.3. Background of Company ............................................................................................ 2
1.3.1. Location and History of KHB .............................................................................. 3
1.3.2. Production of KHB .............................................................................................. 3
1.4. Problem Statement ...................................................................................................... 4
1.5. Aim of Study ............................................................................................................... 4
1.6. Objective ..................................................................................................................... 5
1.7. Scope of study ............................................................................................................. 5
2. LITERATURE REVIEW ................................................................................................... 6
2.1. Packaging Department of KHB................................................................................... 6
2.1.1. Responsibility ...................................................................................................... 6
2.1.2. Procedure of Packaging System........................................................................... 6
2.1.3. Procedure of Bottle Beer Packaging .................................................................... 8
2.1.4. Process of Washer .............................................................................................. 20
2.1.5. Process of Empty Bottle Inspector ..................................................................... 23
2.2. Cause and Effect Diagram......................................................................................... 26
2.1.1. The way to created cause and effect diagram .................................................... 27
2.2. 5WHYs Analysis ....................................................................................................... 28
2.2.1. The steps used by 5WHYs ................................................................................. 29
2.2.2. 5 WHYs Application.......................................................................................... 29
2.3. Histogram .................................................................................................................. 30
2.3.1. Parts of a Histogram........................................................................................... 31
2.3.2. Distribution of Histogram .................................................................................. 31
vii
2.4. Visualization.............................................................................................................. 32
2.4.1. Application of visualization: .............................................................................. 32
2.5. Kaizen........................................................................................................................ 33
2.5.1. History of Kaizen ............................................................................................... 33
2.5.2. Definition of Kaizen .......................................................................................... 34
2.5.3. Support Kaizen with other Lean Tools .............................................................. 35
2.5.4. Other benefits improve the overall culture of the company and increase
employee retention ........................................................................................................... 36
2.5.5. Steps of KAIZEN............................................................................................... 36
3. METHODOLOGY ........................................................................................................... 39
3.1. Problem Definition .................................................................................................... 39
3.1.1. Select the problem.............................................................................................. 39
3.1.2. Explain the Problem........................................................................................... 39
3.1.3. Set Target ........................................................................................................... 40
3.1.4. Action Plan......................................................................................................... 41
3.2. Data Collection .......................................................................................................... 41
3.3. Waste Analysis .......................................................................................................... 44
3.4. Root Cause Analysis ................................................................................................. 45
3.5. 5Whys Analysis......................................................................................................... 45
4. Discussion and Results ..................................................................................................... 47
4.1. Countermeasures ....................................................................................................... 47
4.2. Evaluation of Results ................................................................................................ 49
4.3. Standardization of Visualize ..................................................................................... 50
5. Conclusion ........................................................................................................................ 53
REFERENCES ........................................................................................................................ 54
APPENDIX 1: Minor Stop record from December to February at Bottle Line ...................... 55
APPENDIX 2: PPE Safety Equipment in Bottle Line ............................................................. 60
APPENDIX 3: Check List at Bottle Line ................................................................................ 61
APPENDIX 4: Parameter of Washer Machine ........................................................................ 65
viii
LIST OF FIGURES
Figure 1. 1 Institute of Technology of Cambodia (2019) ......................................................... 1

Figure 1. 2 Khmer Beverages (KHB) ....................................................................................... 3
Figure 1. 3 Products of KHB .................................................................................................... 4
Figure 2. 1 Can beer, Bottle and Keg ........................................................................................ 6
Figure 2. 2 Bottle Line of KHB ................................................................................................ 8
Figure 2. 3 Flow chart of process bottle line............................................................................. 9
Figure 2. 4 Manual De-palletizer .............................................................................................. 9
Figure 2. 5 Washer .................................................................................................................. 10
Figure 2. 6 Empty Bottle Inspector ......................................................................................... 11
Figure 2. 7 Bottle filler and crowner ....................................................................................... 12
Figure 2. 8 Full check level 1 .................................................................................................. 13
Figure 2. 9 Pasteurizer ............................................................................................................ 14
Figure 2. 10 Bottle dryer ......................................................................................................... 14
Figure 2. 11 Labeler ................................................................................................................ 15
Figure 2. 12 Bottle Coder ........................................................................................................ 15
Figure 2. 13 Full Check Level 2 ............................................................................................. 16
Figure 2. 14 Manual Carton Forming ..................................................................................... 16
Figure 2. 15 Manual Packer .................................................................................................... 17
Figure 2. 16 Manual Top Sealer.............................................................................................. 17
Figure 2. 17 Carton Coder....................................................................................................... 18
Figure 2. 18 Carton Check Weight ......................................................................................... 18
Figure 2. 19 Manual palletizer ................................................................................................ 19
Figure 2. 20 Double-end-machine .......................................................................................... 20
Figure 2. 21 Machine drive ..................................................................................................... 21
Figure 2. 22 Bottle infeed ....................................................................................................... 22
Figure 2. 23 Label removal ..................................................................................................... 22
Figure 2. 24 Bottle carrier ....................................................................................................... 23
Figure 2. 25 Components of Empty Bottle inspector.............................................................. 24
Figure 2. 26 Instruction of Empty bottle inspection ............................................................... 25
Figure 2. 28 Cause and Effect Diagram .................................................................................. 27
Figure 2. 29 5WHYs Analysis ................................................................................................ 29
Figure 2. 30 Histogram ........................................................................................................... 31
ix
Figure 2. 31 Umbrella of Kaizen ............................................................................................ 33
Figure 2. 32 KAIZEN ............................................................................................................. 34
Figure 2. 33 PDCA of KAIZEN implement ........................................................................... 35
Figure 2. 34 Kaizen Step ......................................................................................................... 37
Figure 3. 1 Flow chart of methodology................................................................................... 39
Figure 3. 2 Fallen down bottle on conveyor infeed at Washer ............................................... 40
Figure 3. 3 Fallen down bottle on conveyor at EBI ................................................................ 40
Figure 3. 4 Graph of minor stop at washer ............................................................................. 43
Figure 3. 5 Graph of minor stop at EBI .................................................................................. 44
Figure 3. 6 Fishbone diagram of minor stop ........................................................................... 45
Figure 4. 1 Implement solution of washer when have fallen down ........................................ 47
Figure 4. 2 Implement solution of washer when nozzle stuck ................................................ 47
Figure 4. 3 Implement solution of change carton to crate and get out material wrong type and
broken ...................................................................................................................................... 48
Figure 4. 4 Implement solution at EBI when have fallen down bottle by pick up it .............. 48
Figure 4. 5 Implement solution all of solution at EBI ............................................................ 49
Figure 4. 6 Graph of washer compare before and after apply solution ................................... 50
Figure 4. 7 Graph of EBI compare before and after apply solution........................................ 50
Figure 4. 8 Visualize of how to exchange worker to pick up fallen over bottle ..................... 51
Figure 4. 9 Visualize of how to check nozzle stuck................................................................ 51
Figure 4. 10 Visualize of how to exchange worker to pick up fallen over bottle at EBI ........ 52
x
LIST OF TABLES
Table 2. 1 Parameter of Washer .............................................................................................. 10

Table 2. 2 Parameter of Empty Bottle Inspector ..................................................................... 11
Table 2. 3 Parameter of Bottle filler and crowner ................................................................... 11
Table 2. 4 Parameter of pasteurize .......................................................................................... 13
Table 2. 5 Parameter of Labeler .............................................................................................. 15
Table 2. 6 Parameter of Manual carton forming ..................................................................... 16
Table 2. 7 Parameter of Carton coder ..................................................................................... 18
Table 2. 8 Parameter of manual palletizer............................................................................... 19
Table 3. 1 Total Minor Stop at Washer ................................................................................... 42
Table 3. 2 Total Minor Stop at EBI......................................................................................... 43
Table 3. 3 Waste analysis ........................................................................................................ 44
Table 3. 4 5whys analysis at washer ....................................................................................... 46
Table 3. 5 5Whys analysis at Empty Bottle Inspector ............................................................ 46
xi
1. INTRODUCTION
The purpose of this chapter, we would like to describe information about background of
Institute of Technology of Cambodia, Khmer Beverages company and problem of production
line. Furthermore, objective and scope that also presented.
1.1.Presentation of ITC
Figure 1. 1 Institute of Technology of Cambodia (2019)
In figure 1.1, Institute of Technology of Cambodia is the most famous institute in

Cambodia that was established in 1964, and after the Khmer Rouge regime, ITC was
reestablished in 1982 to train middle manager (DUT) and upper (Engineer) that business need.
Academic program of ITC, Engineering sector is 5 years course and senior technician is two
years course. The first takes five years, so two years in the department of Common Core and
three years for specialties.
This institution is in cooperation with the Government of Cambodia and the Agence
Université de la Francophonie. The ITC comprises eight departments that are being actively
and effectively produce professional and researchers in science and technology for labor
market in Cambodia and the region. These departments are:
1. Department of Chemical Engineering and Food (GCA)

2. Department of Civil Engineering (GCI)
\
1
3. Department of Electrical Engineering and Energy (GEE)
4. Department of Computer Engineering and Communications (GIC)
5. Department of Industrial and Mechanical Engineering (GIM)
6. Department of Rural Engineering (GRU)
7. Department of Engineering Geo-Resource and Geotechnics (GGG)
8. Department of Option Architecture and Civil (OAC)
1.2.Presentation of Training
All of year 5 students, Institute of Technology of Cambodia organized internship in

which company related to major study and write a memory of end study to support graduate.
After graduate, we have experience and knowledge to work and able to development.
The internship is very compulsory. The students have chance practice in real work and
can apply course from school. For three months in a company, the trainees should work as
professional personal of society and it is possible that they take responsibility for their work.
Consequently, future new engineers begin to communicate with the world of work and know
well how to adopt in working life, as they will have to face in the very near future. The
knowledge gained during the period of the internship could be a very important experience and
the positive result for graduates to be able to work with efficiency in their trade in industrial
and mechanical field. In other-works, the course is really useful and inevitable for university
life because it can fill that missing during the studies.
Like other fifth-year student at ITC, to complete them, we made our internship in a
company called KHMER BEVERAGES, which is one of the famous companies in the
manufacture of beer and beverages. This course is started from 18 February until 17 May 2019
where the work is essentially linked to industrial manufacturing.
1.3. Background of Company
Khmer Beverages is one of Chip Mong Group’s business units. Founded in 2009, it is
a leading producer of beer and beverages, using state of the art technology and providing the
finest quality products to satisfy our consumers and their consumption value.
Khmer Beverages was established by Khmer Investor. It is the Khmer’s company of

Cambodian people that produce beer and beverages production under technology of Germany.
2
The company keep growing with more beverage product into market which’s not only about
brewing but also as Khmer Beverages (KHB) show in figure 1.2.
Figure 1. 2 Khmer Beverages (KHB)

1.3.1. Location and History of KHB
Khmer Beverages is one of the biggest beers and beverages in Cambodia which is
located in Phum Chueng Ek, Sangkat Chueng Ek, Khan Dong kor, Phnom Penh, Cambodia.
Here are the steps of the establishing of KHB:
• March 17,2010: Started construction of 60 million dollar with the best technology
of Germany.
• August 31,2011: Start first brew.
• November 1,2011: KHB product in market.
• May 14,2012: Grand opening.
1.3.2. Production of KHB
Cambodia Beer is an exceptional beer brewed according to the highest quality standards,
a beer in a class all of its own. It made from the purest water and premium ingredients,
Cambodia Beer is refreshing and easy to drink with a rich, fruity head giving way to a full-
3
bodied and creamy flavor. Using the finest ingredients from Europe, we make sure quality
comes first. To product the highest quality standard of beer, KHB makes up 5 visions such as:
1. Quality, 2. Hygiene, 3. Environments, 4. Safety, 5. Stable. There are four types of packaged
Cambodia Beer have been sold in local market and exported to Japan, Malaysia, and French.
Since the company is now known as Khmer Beverages, there are introduction to their
new beverage products in the market including Cambodia beer(can/bottle), Barrley Black,
Kudo, Kudo Stout, IZE(Cola/Lemon/Soda/Fruit punch), Joop(Apple/Orange/Lychee/Soursop),
Wurkz and Cambodia water. As shown in Figure 1.3.
Figure 1. 3 Products of KHB
1.4.Problem Statement
During three months of internship, we found that minor stop effect on productivities.
There was a problem of minor stop which occurred on washer machine and empty bottles
inspector (EBI) in production line.
1.5. Aim of Study
We want to reduce minor stop at bottle line and suggest solution to improvement by
method analysis.
4
1.6. Objective
The final year of engineering studyprogram at Institute of Technology of Cambodia

requires the involvement of three months internship in KHB company to fulfill the graduation
requirement. This thesis is written on the following objectives:
• To reduce minor stop at bottle line
• To eliminate waiting time and motion waste.
1.7. Scope of study
During three months we internship at KHB, we find some problem at bottle line that
make minor stop. It is small value but can be effect productivity. So, we decided to use method
fishbone Diagram and 5why analysis to find the main of problem after then we action in order
to solution solve the problem. Finally, it can make our productivities still continuous
improvement.
5
2. LITERATURE REVIEW
2.1.Packaging Department of KHB
2.1.1. Responsibility
There are three types of categories of packaging: Keg, bottle, and can is filled by bright
beer show in figure 2.1. There are cans lines, bottles line, and keg line. Empty store and the
production process from bright beer products up to finished product transfer to warehouse is
responsibility of Packaging Department. The PaM/PaS are responsible for empty store and the
production process from the bright beer products up to finished product transfer to warehouse.
The PaTO and PaT are responsible to carry out operation according to related processes, work
instructions and documents.
Figure 2. 1 Can beer, Bottle and Keg
2.1.2. Procedure of Packaging System
In order to guarantee a smooth production, the PaTO and PaT carry out stock checks of
packaging materials and other materials required for the start of production via communication
with the Utilities, Logistics, Engineer, Quality Assurance and Brewing Teams. Up on receiving
a production plan from Logistic Team, PaS/PaTO prepares the weekly packaging schedule,
staff planning and training plan by communicating with all team involved. Once the schedule
is approved by PaM, PaS/PaTO distributes the approved schedule via e-mail to the respective
6
teams and departsments. Revising or changing of the approved weekly packaging schedule can
be done after an agreement between BrM and Sr. SPS involved is made, with the final approval
of PaM. The actual packed products will be filled in later on. The PaTO/PaT checks and ensures
that all equipment/machine required for production are well maintained and calibrated by the
appointed person/team according to its Maintenance/Calibration Process. The PaM/PaS must
ensure that only the trained/qualified technician is being allowed to operate machines and so
on. Whenever possible, staff development/training must be arranged and provide according to
training need and plan. The PaTO/PaT makes sure a good/defect free quality supply of utilities
is available for the start of production by communicating with Utilities staffs. The PaTO/PaT
ensures and checks all updated product/process parameters are available at the point of
use/operation and all critical parameters are checked and tested according to the sampling plan
(refer KHB-QUA-GEN-FOR-004). The changes of product/process parameter documents are
done by the respective/appointed person(s). From the start till end of production, in case of any
deviation in product/process parameters/specifications, or major problem, the PaTO/PaT is
required to immediately and temporarily stop the production for rectifying the cause with the
support of specialized person from the Engineering Department. In the means time, the
PaTO/PaT is also required to inform and seek instructions from the PaM/QAM/EM. On hold:
Whenever an out of specification of either in-process or finished products is found, the
PaTO/PaT must immediately separate the product to put On Hold with an attached On Hold
tag (Red paper) and raise an On Hold form, inform PaM/PaS, communicate and follow up with
all teams involved until a final verification of the On Hold is made. For the purpose of
production requirement/improvement, the TOP/PTP ensures and communicates well with other
teams in order to seek/gain all necessary supports from them as and when required.
Product trail: Whenever a trial of any product/packaging material is initiated, the
initiator(s) is requested to adhere the Process for Trial. Hardware/Software Change: Whenever
recipe/parameter changes in hardware/software of the process computers are initiated, the
initiator(s) is requested to adhere Process for Standard Modification Report. Work order:
Whenever any part of process/machine is found defective, the PaTO/PaT must immediately
raise a Work Order form in SAP system, write on the tag, communicate and follow up the
raised Work Order well with all teams involved until a repair/maintenance of the Work Order
is completed successfully.
7
2.1.3. Procedure of Bottle Beer Packaging
Figure 2. 2 Bottle Line of KHB

In Figure 2.2 shown as the process of bottle line. To package bottle beer, bottle line
needs both manual and machinery work stations. This line needs at least 30 workforces
(Technical Officer or called Line Leader 1ps/shift, Packaging Technician 4ps/shift, and Worker
25ps/shift) in each shift. Each Technician is stand by each machine work station but worker is
stand by de-palletizer, packer, carton erector and palletizer. The latest modern technology
machine is imported from KHS filling and Packaging Worldwide Company which could
reduce human worker and need only one person to operate and manual with helpful to increase
OPI (Operational Performance Indicator). In figure 2.3 shown as there are steps in flow process
of bottle line beer:
• Manual De-palletizer
• Washer Machine
• Empty Bottle Inspection
• Bottle Filler and Crowner
• Check Level 1 Manual
• Pasteurizer
• Bottle Dryer
• Labeller
• Bottle coder
• Check Level 2 Manual
• Manual Packer
• Manual Carton Forming
• Top Sealer Manual
• Carton Coder
8
• Check Weight
• Manual Palletizer
• Warehouse.
Figure 2. 3 Flow chart of process bottle line

But the main machine that need 4 operators to operate machine such as washer, filler
and crowner, labeler and palletizer. This is main detail machine:
2.1.3.1. Manual De-palletizer

We use worker to lift bottle that get from warehouse by recycle old bottle from market
into conveyor infeed to washer machine. Show in figure 2.4.
Figure 2. 4 Manual De-palletizer
9
2.1.3.2. Washer Machine
Table 2. 1 Parameter of Washer
Speed 330ml: 147 – 228bpm

640ml: 137 – 187bpm
Water supply pressure 3.0 – 3.5 bar
Free chlorine content 0.2 – 0.4 ppm
The amount of remaining water in the bottle at
discharge must be limited ≤ 1.5gr.water
Caustic temperature
Caustic concentration 80 +/- 5 o C
Stabilon TF 1.5 -2.0 %
Pre-rinsing pressure 0.2 – 0.3 %
Warm water rinse pressure 0.8-1.2bar
Caustic pressure 0.6-0.8bar
Fresh water rinsing pressure 0.6-0.8bar
Check caustic residue 0.8-1.0bar
Cold rinsing water pressure No color(by Phenoltalein)
1.2-1.5bar
In figure 2.5, We use to clean old bottle that recycle from market. For process,
it has 7 zones:
• Pre-rinse: bottle infeed to machine and clean it by water

• Hot Caustic zone 1
• Hot Caustic zone 2
• Warm zone
• Cooling zone 1
• Cooling zone 2
• Fresh water zone
Figure 2. 5 Washer
10
2.1.3.3. Empty Bottle Inspector
Table 2. 2 Parameter of Empty Bottle Inspector
Speed -330ml: 12400bpm

-640ml: 10600bpm
Bottle sample test: -Side wall: S1,S2,S3,S4,S5,S6
1.Every hour test 4 test bottles and 3hours test all -Base: B7, B8
bottles(12pc) -Mouth: N9
2.Test all bottle when start production, after -Residual: R10, 11
maintenance, Cleaning -Foreign Material: F12
Use camera sensor for check empty bottle that outfeed from washer. It checks
inside and outside defect bottle are rejected a defined impulse which pushes it to a
parallel conveyor show in figure 2.6.
Figure 2. 6 Empty Bottle Inspector

2.1.3.4. Bottle Filler and Crowner
Table 2. 3 Parameter of Bottle filler and crowner
Capacity/speed 330 ml = 12,000 bph

640ml = 10,000 bph
Air supply pressure 5.5 – 7.5 bar
CO2 supply pressure 6 – 7 bar
CO2 couter pressure in product bowl 2.0 – 2.5 bar
CO2 conumption flow rate NA
Product pump pressure 3.5 bar
Product bowl level 30% ± 10
11
Temperature of product in product bowl 0 – 3 0C
Product bowl pressure CIP
Hot CIP temperature 2.9 bar, max
Residual liquid check caustic, 75 – 85 0C
pH No color, each CIP
External cleaning and Foaming 5.5 to 8.2
Start and Shutdown production
Clean crown cork channel 20min every 10 hours
Combine cleaning 30min every 2days
CIP Filler and Beer line Every week, before start

production(Line stop≥2days) and
shutdown production
(Line stop≥2days)
Every 3 months with acid (only
beer line)
Sterilize Filler and Beer line Stop production≥04hours,
Before start up production
(Line stop≤01day)
For the process, Filler machine is the machine that use to filling beer into bottle
and bottle move to crowner cork. Before run filler machine, we need to doing CIP for
startup bottle filler we have to foam and rinse off conveyor, filler, crowner, surrounding
and do external cleaning filler and crowner. Filler machine has 40 valves for filling beer
to bottles that can make capacity 12000 bottles/hour show in figure 2.7.
Figure 2. 7 Bottle filler and crowner
12
2.1.3.5. Full Check Level 1
We use worker for check level of bottle whether it is in-control or not from filler
machine check by eyes. And we use light board and draw the sign of beer’s level and put it at
behind of the bottles beer to make worker easier check show in figure 2.8.
Figure 2. 8 Full check level 1

2.1.3.6. Pasteurize
Table 2. 4 Parameter of pasteurize
Capacity/speed 330 ml = 12,000 bph

640ml = 10,000 bph
Water supply 20 m3 /h
Steam supply pressure 2- 4 bar
Air supply pressure 4 – 6 bar
PU-control 10 – 20PU
Chemical water treatment
Aquacid BRM Total Chlorine: 1.5-3 ppm
Free Chlorine: <0.5ppm
Aquafos CPA 100-250ppm
Bottle pasteurizer is an automatic machine for pasteurize the beer in bottle for kill
micro and calculate by PU=T*1.392(t-60). This process is use to make the beer can
store in the bottles for 1 year. In this process it has 8 zones for heating such as:
• Zone 1 : 28 oC
• Zone 2 : 42 oC
• Zone 3 : 60-63 oC
13
• Zone 4 : 60-63 oC
• Zone 5 : 60-63 oC
• Zone 6 : 60-63 oC
• Zone 7 : 44 oC
• Zone 8 : 30 oC.
After then we use PU control for check temperature of spray water between 10-
20PU. Show in figure 2.9.
Figure 2. 9 Pasteurizer
2.1.3.7. Bottle Dryer

It uses air to dry the bottle out from pasteurize to make the bottles dry for put label
show in figure 2.10.
Figure 2. 10 Bottle dryer
14
2.1.3.8. Labeler
Table 2. 5 Parameter of Labeler
Capacity/speed -330ml: 12400bph

-640ml: 10600bph
Air supply pressure 4 – 6 bar
Check primary quality Every hour
It is an automatic machine stick label on body, back and neck bottles and
automatic transfer full bottles to the conveyor Manual packer. Air supply on conveyer
is pressure 4-6 bar show in figure 2.11.
Figure 2. 11 Labeler
2.1.3.9. Bottle Coder
It uses to print date code and time expire (1 year) on label of body bottles beer show
in figure 2.12.
Figure 2. 12 Bottle Coder

15
2.1.3.10. Full Check Level 2
It uses worker to check label and level of beer by eyes. And we use light board and
draw the sample line to make the worker easier to check show in figure 2.13.
Figure 2. 13 Full Check Level 2

2.1.3.11. Manual Carton Forming
Table 2. 6 Parameter of Manual carton forming
Air supply for hot glue unit 0.9 – 1.5 bar

Temperature hot glue tank 155 - 165 o C
Temperature nozzle 155 - 165 o C
Temperature hose 155 - 165 o C
Quality check Every hour
Carton arrive from warehouse in plat form so we use 2 workers for setup cartons
with hot glue at temperature 155-160 oC by hand and tools show in figure 2.14.
Figure 2. 14 Manual Carton Forming

16
2.1.3.12. Manual Packer
We use 8 workers to lift bottle beer from conveyor into cartons packs then push on
conveyor to top sealer as show in figure 2.15.
Figure 2. 15 Manual Packer

2.1.3.13. Manual Top Sealer
We use 1 worker to put hot glue onto top of cartons and 2 workers to seal the cartons
with temperature glue 155 oC to 165 oC show in figure 2.16.
Figure 2. 16 Manual Top Sealer
17
2.1.3.14. Carton Coder
Table 2. 7 Parameter of Carton coder
Capacity 25 – 30 cartons/min
Air pump supply pressure 0.1 – 0.35 bar
BEST BEFORE:yyyyddmm hh:mm
It uses to print date and time expired of product beer on cartons for expire day
of beer as show in figure 2.17.
Figure 2. 17 Carton Coder

2.1.3.15. Carton Check Weight
It uses to check weight of bottles beer in pack if it not enough the weight between
14950-19999g that will reject by push carton out show in figure 2.18.
Figure 2. 18 Carton Check Weight
18
2.1.3.16. Manual Palletizer
Table 2. 8 Parameter of manual palletizer
Bottle 330ml 60 Cartons/Pallet

12Cartons/Layer
05Layers/Pallet
Bottle 640ml 60 cartons/pallet
15Cartons/Layer
04Layers/Pallet
We use 2 workers for pick up carton onto pallet 12 cartons/layer, 5 layers/pallet and 60
cartons/pallet. Show in figure 2.19.
Figure 2. 19 Manual palletizer

2.1.3.17. Finish Product Transfer
The final product on pallet need move to warehouse by forklift to finished product store
and is recorded. At the end of production day, the good transfer Note (GTN) and the process
order is raised by PaTo. The copy of the GTN is sent to warehouse/Logistics (white color) and
material management team (Green color).
19
2.1.4. Process of Washer
2.1.4.1. Double-End-Machine
Figure 2. 20 Double-end-machine
Double-end cleaning machine (appendix 4) as shown in figure 2.20:
1. Bottle infeed
2. Waste disposal
3. Preheating 1
4. Preheating 2
Pre spraying
5. Caustic solution bath
6. Rigidly spraying with caustic solution (optional)
7. Water spraying zone 2
8. Water spraying zone 3
9. Fresh water spraying
10. Bottle discharge
11. Zone 3
12. Zone 2
13. Label flushing.
20
2.1.4.2. Machine Drive
The drive elements are clearly arranged. The central machine drive (1) is carried out by
a three-phase motor with frequency control as shown in figure 2.21.
Figure 2. 21 Machine drive

Heavy-dirty shaft-mounted gears (2), which are individually secured against overload
with elastic torque bracings via proximity switches and are connected by mitre gears (3) and
maintenance-free-shaft joints, are provide for the carried chain drive. Coupler mechanisms (4)
guarantee the synchronization of bottle infeed, bottle discharge and carrier chain. The infeed
and discharge shafts are individually secured by overload clutch.
The shaft-mounted gears (2) are filled with lubricating oil on synthesis oil base and the
mitre gears (3) with lubricating oil on mineral oil base.
2.1.4.3. Bottle Infeed

Bottle infeed is carried out via plastic rotation elements (1), a bottle being fed per 180o
rotation of each element. Low bottle speed and low impulse noise levels ensure gentle and
silent bottle infeed. When a row of bottles has been seized, the following bottle row is retained
by the form of the elements, then slowly moved towards the infeed section and brought to the
bottle pockets on plastic guides as shown in figure 2.22.
A gear-driven crank feeds the bottle fully into the bottle pockets in a single movement
without additional infeed elements. The bottle infeed is protected by a photo electric beam.
21
Figure 2. 22 Bottle infeed
2.1.4.4. Label Removal
The removed labels from both flooding zones are collected on a wire-mesh bell,
occupying the whole machine width. This belt discharges the labels to the right-hand side of
the machine where they are brushed off the belt. The wire-mesh belt guarantees a continuous
label and dirt separation, which in combination with the other filtration devices results in a long
caustic solution usage period as shown in figure 2.23.
Figure 2. 23 Label removal
22
2.1.4.5. Bottle Carrier
Figure 2. 24. Bottle carrier

Bottle carrier = bottle pocket (2) + bottle carrier support (3)
A = row of bottle pockets
2 = bottle pocket
3 = bottle carrier support
In figure 2.24 show about the bottle carrier is steel-made carrier with inserted bottle
pockets (2). Damaged bottle pocket (2) can be remove quickly without dismantling the bottle
carrier support (3). The bottle pockets are fastened and secured by mean of a snap-in locking
system. Their smooth surface reduces the volume of adherent liquid so that less caustic solution
is dragged.
2.1.5. Process of Empty Bottle Inspector

2.1.5.1. Components
In figure 2.25 show about The HEUFT Inline empty bottle inspector includes:
• The standard device of the empty bottle inspector.

• The conveyor system of the standard device which is composed of a conveyor
in the infeed and outfeed area and conveyor belts in the central area.
• An additional HEUFT conveyor system included in the scope of delivery or a
conveyor system on site.
• An infeed check (generally included in the scope of delivery).
• One or several additional casings (if included in the scope of delivery).
23
• One or several encoders at the conveyor (if included in the scope of delivery).
• One or several rejectors (if included in the scope of delivery)
which joined together constitute a machine according to the EC machinery directive.

The standard device includes either:
• one casing in the infeed area and one casing in the outfeed area or
• only a casing in the outfeed area or - no casings in the infeed and outfeed area.
Figure 2. 25 Components of Empty Bottle inspector

2.1.5.2. Instruction
The Inline IN and Inline IR standard devices are driven via the conveyor motor of the
outfeed conveyor. The conveyor belts and the infeed conveyor are driven via a mechanical
blocking (= transmission) in the standard device as shown in figure 2.26.
The standard device requires a driving power of 700 N excluding the infeed and outfeed
conveyors. The performance of the drive motor on the outfeed side should not be lower than
1.8 KW. The conveyor chain at the outfeed must comply with DIN 8153/ISO 4348, C13 S-4
material: 1.4589.
Use only water (without additives) for the conveyor lubrication of the infeed conveyor.
The outfeed conveyor is to be wetted with the conventional belt lubricants.
24
Figure 2. 26 Instruction of Empty bottle inspection
2.1.5.3. Purpose of Empty Bottle Inspector
The proper use of the HEUFT Inline empty bottle inspector is to check empty containers
for damage, visible contamination and residual liquid by means of a non-contact inspection.
The base, the finish and/or the sidewall are checked for faults depending on the equipment. The
inspector controls the rejection of dirty or faulty containers.
The exclusive intended purpose of the conveyor system of the Inline standard device is
to transport containers by means of the conveyor belts and the conveyors in the infeed and
outfeed area.
When an additional HEUFT conveyor system is included in the scope of delivery, its
exclusive intended purpose is to transport containers. The designation "containers" used in this
documentation is an umbrella term for bottles, jars and plastic containers.
2.1.5.4. Principle of Machine

The containers are transported on a conveyor system. It consists of a conveyor in the
infeed area and one in the outfeed area. In the central area of the inspector the containers are
transported by means of conveyor belts which also enable a specific container rotation
depending on the task.
25
After the production containers have entered the inspector, they are transported along
different inspections depending on the equipment. They check the base area, the sidewall area
and the closure area of the containers for damage and visible contamination. Other measuring
systems such as sensors to detect residual liquids can be added to the inspections. The image
processing systems in the standard device release strobes to illuminate the containers, activate
cameras with optics modules to take pictures of passing containers and evaluate the camera
pictures. An evaluation result is produced for each production container by each image
processing system. The current position of each container in the check area of the standard
device is tracked via one or several encoders and trigger photocells. The evaluation results for
each container are collected on an electronic data sheet by means of this container tracking.
The containers entered as faulty on the data sheet are removed from the production flow by
means of a rejector.
2.2. Cause and Effect Diagram
Fishbone diagrams can be defined as a diagram that shows the possible causes of a
specific event or a problem. They were first introduced by Kaoru Ishikawa in 1968 which is
why they are sometimes referred to as Ishikawa diagrams. He pioneered the quality
management processes at Kawasaki and used Ishikawa diagrams as part of the process.
Ishikawa diagrams are causal diagrams created by Kaoru Ishikawa that show the causes of a
specific event. Common uses of the Ishikawa diagram are product design and quality defect
prevention to identify potential factors causing an overall effect. Each cause or reason for
imperfection is a source of variation.
A cause and effect diagram are examining that something happen or might happen by
organizing potential cause in to small category. It useful to show factor of problem to analysis
on the fishbone diagram. The 4M related to the fishbone or cause and effect diagram that
different type of waste is divide accord to origin: M=Man, M=Material, M= Machine and
M=Method as show in figure 2.28.
26
Figure 2. 27 Cause and Effect Diagram
• Machine: Anything related to equipment, testers, jigs, fixtures, calibrations,

specifications of the machine, templates, pallets, tables & chairs, tools, etc.
• Man: All human resources related matter such as direct labor & indirect labor, hiring
and firing, training, wages and benefits, knowledge & experiences, etc should roll under
this category.
• Method: Any methods, instructions, specifications, guide, tolerance, etc.
• Material: This applies to both direct & indirect materials.
2.1.1. The way to created cause and effect diagram
A cause and effect diagram can be created in six steps are:

Step 1: Draw problem statement
The first step of any problem solve activity is to define the problem. You want
to make sure the you define the problem correctly and that everyone agrees on the
problem statement. Once your problem statement is ready, write it in the box on the
right side of the diagram.
Step 2: Draw Major cause categories
After the problem statement has been placed on the diagram, draw the major
cause categories on the left side and connect them to the backbone of the fishbone chart.
Step 3: Brainstorm Causes
Brainstorming the cause of the problem in where most of the effort. Some
people prefer to generated a list of causes before the previous steps in order to allow
ideas to flow without being constrained by the major cause categories.
27
However, sometimes the major cause categories can be used as catalyst to
generate ideas. This is especially helpful when the of idea starts to slow down.
Step 4: Categories Cause
Once your list of cause has been generated, you can start to place them in the
appropriate category on the diagram.
Step 5: Determine Deeper Cause
Each cause on the chart is then analyzed further to determine if there is a more
fundamental cause for that aspect. This can be done by asking the question “Why does
it happen”.
This step can also be done for the deeper causes that are identified. Generally,
you can stop going deeper when a cause is controlled one level of management removed
from your group. Use your judgment to decide when to stop.
Step 6: Identify Root Causes
The final step for creating a fishbone diagram is to identify the root cause of the
problem.
Finally, Cause and effect diagram are an excellent way to explore and visually depict
the cause of a problem. They enable the root causes of a problem to be determined. This will
help you be more effective by focusing your actions on the true causes of the problem and not
on its symptoms.
2.2. 5WHYs Analysis
This technique was formally developed by Taiichi Ohno and was used within the
Toyota Motor Corporation during the evolution of its manufacturing methodologies. In other
companies, it appears in other forms. It was originally developed by Sakichi Toyoda and was
used within the Toyota Motor Corporation during the evolution of its manufacturing
methodologies. It is a critical component of problem-solving training, delivered as part of the
induction into the Toyota Production System.
The 5Why is method usually use together with fishbone or cause and effect diagram. It
uses to determine the root cause of problem by repeating the question start “Why” and answer
until we can find the main of problem that can be effect to productivities. We use the form are
show in figure 2.29.
28
Figure 2. 28 5WHYs Analysis
2.2.1. The steps used by 5WHYs
The steps used by 5WHYs are:
• Announcing the waste to the team, being as precise as possible when describing the
problem.
• The team ponders the cause of waste for this first time, and then writes the explanation
under the problem description.
• If the explanation does not immediately identify the cause of waste, then step two is
repeated.
• Last step is repeated as often as necessary, until the real cause of waste is found.
2.2.2. 5 WHYs Application

In an airport the waiting time for security checks was increasing on a monthly basis, even
though the amounts of passengers remained fairly constant. A KAIZEN team decided to launch
a workshop with the specific target of reducing these times. For one whole day times were
recorded and the activities were filmed and photographed. When viewing this material, the
team realized that the member of staff who checked the luggage on screen took a lot of time
identifying objects within the bags, sometimes even having to recheck them By combining the
cause-effect diagram with the 5 WHYs method, the team identified the cause of the problem
in three steps.
29
Explaining the problem
The member of staff needs a lot of time (up to 4 min) to identify the objects in the
Bags.
• Why?
The monitor brightness isn’t great, it could be either the monitor itself or the
surroundings.
Team discussion: the monitors are among the best on the market, but the brightness
isn’t very good, maybe something else reduces it
• Why?
The monitor’s brightness is reduced by the monitor behind it.
Team discussion: the monitors behind are information boards for passengers and they
don’t seem to be that bright; but they are also used to display ads.
• Why?
Ads are much brighter than the information for passengers.
Finally, the causes of waste have been identified, the team proceeds to remove the waste
[1].
2.3. Histogram
A histogram is an accurate representation of the distribution of numerical data. The data

is represented by columns on a graph which vary in height depending on the frequency the
specific range of data occur. It shows the range of values of measurement and the frequency
with each value occurs show in figure 2.30.
30
Figure 2. 29 Histogram
2.3.1. Parts of a Histogram
• The title: The title describes the information included in the histogram.
• X-axis: The X-axis are intervals that show the scale of values in which the
measurements fall under.
• Y-axis: The Y-axis shows the number of times that the values occurred within the
intervals set by the X-axis.
• The bars: The height of the bar shows the number of times that the values occurred
within the interval while the width of the bar shows the interval that is covered. For a
histogram with equal bins, the width should be the same across all bars.
2.3.2. Distribution of Histogram

• A normal distribution: In a normal distribution, the average between point one side
likely other side of the average that occur.
• A bimodal distribution: In a bimodal distribution, the data should be separated and
analyzed as separate normal distributions but it has two peaks.
• A right-skewed distribution: A right-skewed distribution is also called a positively
skewed distribution. In a right-skewed distribution, a large number of the data values
occur on the left side with a fewer number of data values on the right side. A right-
skewed distribution usually occurs when the data has a range boundary on the left-hand
side of the histogram. For example, a boundary of 0.
• A left-skewed distribution: A left-skewed distribution is also called a negatively
skewed distribution. In a left-skewed distribution, a large number of the data values
occur on the right side with a fewer number of data values on the left side. A right-
31
skewed distribution usually occurs when the data has a range boundary on the right-
hand side of the histogram. For example, a boundary such as 100.
• A random distribution: A random distribution lacks an apparent pattern and has several
peaks. In a random-distribution histogram, it can be the case that different data
properties were combined. Therefore, the data should be separated and analyzed
separately.
2.4. Visualization
Visualization is any technique for create images, diagrams or animation to

communicate message. Visualization through visual imagery has been an effective way to
communicate both abstract and concrete ideas since the dawn of humanity.
2.4.1. Application of visualization:
• Scientific Visualization: is the transformer, selection or representation of data

from simulation, to allow the exploration, analysis and understand of data.
• Education Visualization: Educational visualization is using a simulation to
create an image of something so it can be taught. This is very useful when
teaching about a topic that is difficult to otherwise see.
• Information Visualization: is concentrates on the use of computer-supported
tools to explore large amount of abstract data.
• Knowledge Visualization: The use of visual representations to transfer
knowledge between at least two persons aims to improve the transfer of
knowledge by using computer and non-computer-based visualization methods
complementarily.
• Product Visualization: Product visualization involves visualization software
technology for the viewing and manipulation of 3D models, technical drawing
and other related documentation of manufactured components and large
assemblies of products.
• Visual Communication: is the communication of ideas through the visual
display of information.
• Visual Analytic: is focus human interaction with visualization systems as part
of a larger process of data analytic.
32
2.5. Kaizen
2.5.1. History of Kaizen

Kaizen originated in Japan in 1950 when the management and government
acknowledge that there was a problem in the current confrontational management system and
a pending labor shortage. First, it was been introduced and applied by Imai in 1986 to improve
efficiency, productivity and competitiveness in Toyota, a Japanese carmaker company in the
wake of increasing competition and the pressure of globalization. Since then, Kaizen has
become a part of the Japanese manufacturing system and has contributed enormously to the
manufacturing success (Ashmore, 2001).
Kaizen forms an umbrella that covers many techniques including Kanban, Total
Productive maintenance, six sigma, automation, just-in-time, suggestion system and
productivity improvement, etc. as shown in figure 2.31.
Figure 2. 30 Umbrella of Kaizen

According to Imai (1986), Kaizen is a continuous improvement process involving
everyone, managers and workers alike. Broadly defined, Kaizen is a strategy to include
concepts, systems and tools within the bigger picture of leadership involving and people culture,
all driven by the customer.
Watson (1986) says that the origin of Plan-Do-Check-Act (PDCA) cycle or Deming
cycle can be traced back to the eminent statistics expert Shewart in the 1920s.
Shewart introduced the concept of PDCA. The Total Quality Management (TQM) guru
Deming modified the Shewart cycle as: Plan, Do, Study and Act. The Deming cycle is a
continuous quality improvement model consisting of a logical sequence of these four repetitive
steps for Continuous Improvement (CI) and learning. The PDCA cycle is also known as
Deming Cycle, the Deming wheel of CI spiral.
33
Suzaki (1987) explains that CI is a philosophy widely practiced in manufacturing and
quality circles.
Teian (1992) describes that Kaizen is more than just a means of improvement because
it represents the daily struggles occurring in the workplace and the manner in which these
struggles are overcome. Kaizen can be applied to any area in need of improvement.
Hammer et al. (1993) explain that Kaizen generates process-oriented thinking since
processes must be improved before better results are obtained.
Deniels (1995) explains that the way to achieve fundamental improvement on the shop
floor is to enable operators to establish their own measures, to align business strategies and to
use them to drive their Kaizen activities.
Yeo et al (1995) describe the viewpoints of various traditional quality management

gurus on the concept of ‘zero defects’ and ‘do it better each time’ that these strategies are the
important ways to improve quality continuously.
Williams (2001) highlights that CI techniques are the recognized way of making
significant reduction to production costs. Quality Function Deployment (QFD) is a well-known
technique for translating customer requirements for a product into functional specification.
Abdolshah and Jahan (2006) describe how to use CI tools in both quantitative and
qualitative tools in different life periods of an organization have been discussed
2.5.2. Definition of Kaizen
Figure 2. 31 KAIZEN
Kaizen is a method from Japanese that come from two words: Kai (Improvement) and
Zen (good) in which translated continuous improvement. Some translate ‘Kai’ to mean change
and ‘Zen’ to mean for the better. It’s a philosophy that should be considered, not only at work,
34
but everywhere involved as well. Kaizen refers to activities that continuously improve all
function and employee.
2.5.3. Support Kaizen with other Lean Tools

Kaizen provides one simple principle: look at how things can be improved, improve
them, and then improve them again and again. You can do this by using Plan-Do-Check-Act
(PDCA), empowering workers to find problems, develop solutions and apply solutions in a
continuous cycle as shown in figure 2.33.
Figure 2. 32 PDCA of KAIZEN implement

Kaizen aims for improvement in productivity, effectiveness, safety, and waste
reduction, and those who follow the approach often fine a whole lot more in return:
• Less waste: inventory is used more efficiently as are employee skill.

• People are more satisfied: they have a direct impact on the way things are done.
• Improved commitment: team members have more of a shake in their job and are more
inclined to commit to doing a good job.
• Improved retention: satisfied and engaged people are more likely to stay.
• Improve competitiveness: increase in efficiency tend to contribute to lower costs and
higher quality products.
• Improve consumer satisfaction: coming from higher quality product with fewer faults.
• Improve problem solving: looking at processes from a solution perspective allows
employees to solve problems continuously.
• Improve problem solving: looking at processes from a solution perspective allows
employees to solve problems continuously.
35
2.5.4. Other benefits improve the overall culture of the company and increase
employee retention
• Improved communication and cooperation
• Improved morale and employee satisfaction
• Greater personal investment in the company among employees and
management.
Provides immediate results. Instead of focusing on large, capital intensive

improvements, Kaizen focuses on creative investments that continually solve large numbers of
small problems.
The real power of Kaizen is in the on-going process of continually making small
improvements that improve processes and reduce waste.
2.5.5. Steps of KAIZEN

In order to achieve the Kaizen, there involves the following 12 steps show in figure
Step 1: Select the project
Choose the part that we need to improvement and develop a clearly define
process improvement goal.
Step 2: Explain the reason
Define the problem statement that gives stats and facts.
Step 3: Set target
Set the smart goal to identify and adopt the requirements.
36
Figure 2. 33 Kaizen Step
Step 4: Action plan
Develop a specific action plan to guide implementation. The aim is to ensure

that the plans are time-bound and implemented by the right individuals.
Step 5: Data collection
Collecting data allows the team to understand the present situation and extent
of the problem. Data gives the information needed to analyze an issue.
Step 6: Analysis the problem
Data can be analyzed using scatter diagrams, check sheets, histograms, flow
charts, control charts, Pareto analysis, cause and effect analysis, and 5 Whys analysis.
Step 7: Define solution

Based on the findings from the data analysis, develop countermeasure or
solutions by brainstorming all the probable root causes of the problem. It might be
37
helpful to start with brainstorming, grouping the possible solutions, prioritizing, and
then asking the 5Whys.
Step 8: Analysis the solution

Once you have identified and prioritized the solutions, we need to test them to
assess their effectiveness.
Step 9: Ensure target

We need to assess the success of the solutions by comparing their impact with
the target that we had set.
Step 10: Implement solution

We should ensure that all measures are taken to ensure that the solution becomes
a success and thus the new standard.
Step 11: Preventive problem reoccurrence (Standardize)

We need to sustain the achieved level making that the conditions can be
generated the improvement.
Step 12: Continuous improvement

The standards of improvement keep on rising and never stop. We can use
continuous process control measures to ensure that the performance of the solutions
consistently satisfies the target set.
38
3. METHODOLOGY
In this section, we want to reduce minor stop by flow chart methodology. The flow
chart as shown in figure 3.1 descript about problem and step to analysis problem for find
solution solve problem with continuous improvement.
Problem Definition
Problem Definition
Data Collection
Root Cause
Waste Analysis
Analysis
Problem Definition
Root
Root Cause
Cause Analysis
Analysis
Problem Definition
Data Collection
New Analysis Countermeasures

Countermeasures
Root Cause Analysis
Data Collection
Problem Definition
Countermeasures
No Countermeasures
Evaluation Analysis
Root Results
Root Cause
Cause Analysis
Problem
Data Definition
YesCollection
Standardization
Countermeasures
Root Cause 5Whys Analysis
Root Cause Analysis
Analysis Figure 3. 1 Data
FlowCollection
chart of methodology
Problem Definition
3.1. Problem Definition Figure 3.1 Flow chart
Countermeasures
of Analysis
Countermeasures Root
Root Cause
Cause Analysis
3.1.1. Select the problem methodologyDiscussion
Problem Definition
Data Collection
and Results
During the first month, we think and discuss to find the main of problem in bottle line
because in the bottle line always have minor stop that can effect the productivity. It usually has
Countermeasures
5Whys
Root Cause Analysis
Analysis
minor stopRoot Causeand Empty BottleData
at washer Collection
Inspector (EBI).
Analysis Problem Definition
3.1.2. Explain the Problem Countermeasures
Root Cause
Rootstop
Cause Analysis
After we decide to reduce minor at Analysis
Washer and EBI. We have to study and find
Countermeasures Problem Definition
Data Collection
real problem when production run. In the figure 3.2 show about problem at washer that can
make have minor stop because pressure push from conveyor that make fallen down bottle on
Countermeasures
5Whys
Root Analysis
Cause Analysis
Data Collection
Root Cause Problem Definition
Analysis Countermeasures
Root 39
Root Cause
Cause Analysis
Analysis
Problem Definition
Data Collection
Countermeasures
conveyor infeed to washer then sensor not see bottle that can make alarm so washer machine
has stop.
Figure 3. 2 Fallen down bottle on conveyor infeed at Washer

In figure 3.3 show about EBI have minor stop because have bottle fallen down on
conveyor when it fallen that can make bottle jam. It has foreign bottle and broken when sensor
check bottle have fallen down, wrong type. It will alarm that EBI has stop.
Figure 3. 3 Fallen down bottle on conveyor at EBI
3.1.3. Set Target

The main of problem is minor stop even though its small value but when we don’t care
it that will effect the productivity and costly. Therefore, we need to find solution for solve the
problem when the problem reduces, we will get the good result follow the target that want to
set. So, we need discuss and set the target for action plan to reduce problem.
40
3.1.4. Action Plan
In order to understand the problem that make minor stop at washer and EBI, we try to
focus the machine during operating time. We decide to get data of 3 months (December,
January and February) to study about the problem.
In the first month, we focus to find root cause of the problem at washer and EBI when
operating time. We have to study with process of machine, man and material because it is factor
that can make the problem.
3.2. Data Collection
In order to collect an effective data for the mentioned wastes, several of steps in this
data collection procedure must be made.
First. Stay in the process by immersing ourselves some times in the actual location to
understand all the basic information from operation to even autonomous maintenance. We aim
to observe and seek for any abnormal situations during the operating time which created by
machine or operator’s behavior or other factors.
Second. Try to follow up with standby people who understand the process well as can
be involve technician, machine operator, line leader etc. They already had the experience in the
field and know almost every occurred malfunction. By exchanging question or information
with them can also lead us to the deeper process and bring up the other problem that affect the
recent problem. So, this step is about the information flow which help us for better data
collection.
Finally, we keep a close monitoring by recording the noticeable occurred problem by

their frequent and quantity. Meanwhile, we also have another accurate data from the computer
system which recorded in necessary sequence (minutely, hourly, daily and monthly) by the
packaging members.
We collect data from December to February that make minor stop at washer and EBI
from packaging leader that recording in computer. We decide to get old data and start action
plan for find solution to reduce minor stop follow target that we want. In table 3.1 show about
total minor stop at washer. In December have minor stop 1.40 %, January have 1.02% and
February 0.53%. The bottle line starts up production by manned time 12 hour per day (appendix
1).
41
133 x 100
• Total Minor Stop on December = = 1.40%
9450
109 x 100
• Total Minor Stop on January = = 1.02%
10710
20 x 100
9450
1.40 x 1.02 x 0.53
• Average of 3 months = = 0.98%
3
Table 3. 1 Total Minor Stop at Washer
Total Minor Stop

Total Manned
Month per Month at Total Minor Stop per Month %
time
Washer
December 9450 133 1.40%
January 10710 109 1.02%
February 3750 20 0.53%
In table 3.2 show about total minor stop at Empty bottle Inspector. In December have
1.16%, January have 1.09% and February have 0.8% by manned time 12 hour per day.
110 x 100
9450
117 x 100
• Total Minor Stop on January = = 1.09%
10710
30 x 100
9450
1.16 x 1.09 x 0.8
• Average of 3 months = = 1.01%
3
42
Table 3. 2 Total Minor Stop at EBI
Month Total Maned Total Minor Stop Total Minor Stop per Month %
time per Month at EBI
December 9450 110 1.16%
January 10710 117 1.09%
February 3750 30 0.8%
After we find percent of total minor stop per month. We plot data in graph and set target
for reduce on next month. In figure 3.4 show about graph of total minor stop per month at the
washer we calculate average in three months have average 0.98% reduce to 0.5% that is target
we want to reduce on next month. EBI have average 1.01% reduce to 0.5% too as shown in
figure 3.5.
1.6
Total Minor Stop per month %
1.4
1.4
Average of 3 months
1.2 0.98%
1
1.02
0.8 Target 0.5%
0.6
0.53
0.4
0.2 Figure
3.2
0 Graph
Dec Jan Feb Mar April
of minor
Washer 1.4 1.02 0.53
stop at
washer
Figure 3. 4 Graph of minor stop at washer
Target 0.5%
Figure
3.3
Graph
43 of minor
stop at
washer
1.4
Average of 3 months
1.01%
1.2
1.16
1 1.09
0.8
0.8 Target 0.5%
0.6
0.4
0.2
0
Dec Jan Feb Mar Apr
EBI 1.16 1.09 0.8
Figure 3. 5 Graph of minor stop at EBI
3.3. Waste Analysis
To have a precise analyze data for the three major wastes, we have two exact ways to
modifier and present them before leading to the effective treatment. The motion waste and
Time loss (waiting time). Motion waste occur from worker because in bottle line have a lot of
workers. For waiting time is minor stop when one machine stop it can make another machine
wait too. Time loss (waiting time) is type of waste which can be measured and recorded in
number. It is available as information by involving stuff’s recording and from the computer
system. We even able to analyze this waste directly when having enough provided data in table
3.3.
Table 3. 3 Waste analysis
Time loss (Waiting time) Motion

Minor stop Activity of worker
44
3.4. Root Cause Analysis
After we collect data and find the problem, we decide to analysis with fishbone diagram
for structure brainstorming the cause of the problem as shown in figure 3.6. We focus at washer
and EBI by find the problem that can make minor stop when operating time and the problem
occur again and again at the same action. At the washer have problem cause by fallen down
oven from worker, fallen down at guide frame infeed and conveyor. At the empty bottle
inspector have problem cause by fallen down on conveyor, foreign and broken bottle.
Washer
Fallen down oven from worker

Washer
Fallen down at guide frame infeed
Conveyor
Washer Minor stop
Broken bottle
Foreign bottle
Washer Minor stop
Fallen down on conveyor
EmptyWasher
Bottle Inspector Minor stop
Figure 3. 6 Fishbone diagram of minor stop

EmptyWasher
Bottle Inspector Minor stop
3.5. 5Whys Analysis
At the washer we find problem cause have fallen down bottle from worker when the
Figure 3.6 Fishbone
Washer Minor stop
worker picks up bottle on conveyor and conveyor
diagrampush bottle into guide frame by pressure that
of minor
careEmpty
make bottle fallen down and worker don’t stop it. So, Bottle
sensor not see the bottle it will alarm that
Inspector
make minor stop. Other cause by conveyor,Washer Minor stop
it can make bottle fallen because not enough
lubricate. After we find the problem, we start find root cause problem by using 5whys analysis
Empty
as shown in table 3.4 by ask the problem Bottle
untilWasher Inspector
find the main of problem. Minor stop
Figure 3.6 Fishbone

Washer Minor stop
diagram of minor
stopEmpty Bottle
Inspector
Washer Minor stop
Empty Bottle Inspector

Washer Minor stop
45
Figure 3.7 Fishbone
Washer
diagram of minor Minor stop
stopEmpty Bottle
Inspector
Table 3. 4 5whys analysis at washer
At the Empty Bottle Inspector, we find the problem that make minor stop cause fallen
down on conveyor from discharge of washer when not pick up fallen down revers from washer
until discharge from washer it will fallen down. Other cause by conveyor because not enough
lubricate and convex belt not check it. When start up production by didn’t check it will have
broken and foreign bottle because the bottles get recycle from the market when have bottle
wrong type that sensor will alarm stop the machine make minor stop. After we find the problem,
we start analyze it with 5whys analysis for find the root cause of problem as shown in table
3.5.
Table 3. 5 5Whys analysis at Empty Bottle Inspector
46
4. Discussion and Results
4.1. Countermeasures
After we find the root cause of the problem by 5 whys analysis. We discuss and think
about solution for solve the problem. We need to action by check material and machine before
operating time. After that have planned maintenance on the machine by check and clean it. We
should create visualize for worker and operator that can make them easy before start up
production (appendix 3).
In figure 4.1 show about action plan for implement solution of washer that is solution
for bottle fallen guide frame infeed washer by pick up bottle by operator or worker and check
sensor by clean it every shift by operator.
Figure 4. 1 Implement solution of washer when have fallen down

In figure 4.2 show about nozzle stuck we should to check the nozzle stuck before start
up machine or operating by adjust valve of lubricate. For solution nozzle stuck, we need remove
and clean it by air blow.
Figure 4. 2 Implement solution of washer when nozzle stuck
47
At the empty bottle inspector (EBI) we implement solution of the root cause as shown
in the figure 4.3, it is solution to reduce minor stop by check or clean machne and material
beafor start up or operating time.we changed carton to crate it can make worker easy for lift it
into conveyor. After that we check the material before start up machine by get the broken bottle
and foreign bottle out when get from warehouse but warehouse should checck it too.
Figure 4. 3 Implement solution of change carton to crate and get out material wrong type and
broken
In figure 4.4 show about proble have bottle fallen down on conveyor for solution we
need to pick up and check conveyor have lubricate or not when operating time. We checked
nozzle every shaft. If have nozzle stuck when operating time we need to clean it with air blow
or adjust the valve. We repair conveyor or change belt when daily maintenance.
Figure 4. 4 Implement solution at EBI when have fallen down bottle by pick up it
48
For bottle fallen down from discharge washer, we arrange worker or operator to pick
up bottle revers or fallen down from infeed washer and get out when discharge.because it can
make minor stop if everyone don’t care it. In figure 4.5 show about all of solution the problem
at empty bottle inspector.
Figure 4. 5 Implement solution all of solution at EBI
4.2. Evaluation of Results
After we apply method and solution for solve the root cause of problem at washer and
EBI at the first month we can see the result is reduced. In march as shown in figure 4.6 and
4.7, washer reduced from 0.98% to 0.3% and empty bottle inspector reduced from 1.01%
to 0.4%. We continuous improvement by use apply method again and follow the solution
that defined.
49
In April, Washer reduced from 0.3% to 0.29% and EBI reduced from 0.4% to 0.3%
follow target we want small than 0.5%.
1.6
1.4
1.4
1.2
1
1.02
0.8
0.6
0.53
0.4
0.2 0.3 0.29
0
Dec Jan Feb Mar Apr
Washer 1.4 1.02 0.53 0.3 0.29
Figure 4. 6 Graph of washer compare before and after apply solution
1.4 Total Minor Stop per month %

1.2
1.16
1 1.09
0.8
0.8
0.6
0.4
0.4
0.2 0.3
0
Dec Jan Feb Mar Apr
EBI 1.16 1.09 0.8 0.4 0.3
Figure 4. 7 Graph of EBI compare before and after apply solution
4.3. Standardization of Visualize
We should make standardization of visualize for worker and operator before start up
operating production. It can make easy when have guideline for worker and operator should
follow it.
50
At the washer have problem cause bottle fallen on conveyor and nozzle stuck. Therefore,
we should create visualize as show in figure 4.8 for arrange worker how to pick-up bottle fallen
when operator and worker follow visualize that production will improve and reduce minor stop.
For reduce waste level of worker, we arrange 1 worker for exchange 1 hour for pick up bottle
because in line have a lot of worker because line is haft automatic for reduce level, we use
some worker for pick up bottle when fallen down at guide frame infeed washer.
Figure 4. 8 Visualize of how to exchange worker to pick up fallen over bottle

In figure 4.9 show about visualize how to clean and check nozzle when have nozzle
stuck, we need to remove it by use air blow and check by adjust the valve before start up and
every per 30 minutes.
Figure 4. 9 Visualize of how to check nozzle stuck
51
At the EBI we created visualize for how to pick-up bottle on conveyor as shown in
figure 4.10. We arrange exchange worker because at full level check 1 have 2 workers for
check level bottle. So, we arrange 1 worker pick up bottle when fallen down and 1 worker
watch the level of bottle and after that exchange 1 hour.
Figure 4. 10 Visualize of how to exchange worker to pick up fallen over bottle at EBI
52
5. Conclusion
Quality of packaging beer in KHB company is follow to ISO standard and Beer
packaging has a big image to company. The process of package bottle line beer is start from
the empty bottle in de-palletizer infeed to washer that clean it with 7 zones to remove any
particles from inside bottle. After bottles move to EBI inspect whereby the defective bottle and
foreign bottles matters are rejected then continue to filler and crowner machine to fill bright
beer then enter the crowner. After then it continually moved to Pasteurizer machine to kill
harmful bacteria and yeast in the beer. After thirty minutes in pasteurizer in moved to labeler
and bottle coder to print the date and time on the label. Then it was packaged into manual
carton packer by using carton from carton forming by worker. After that it move to manual
carton sealer, carton coder and into manual palletizer. Finally, finish product will move to
warehouse.
During process it can make minor stop almost at washer and empty bottle inspector. It
is small value but it makes waste waiting time for another machine. Another waste motion
from worker that can make minor stop too. To reduce minor stop at washer and EBI we need
to follow up the root cause and take actions to find the solution by improving maintenance
quality and empowerment to employee and add more skill to them. Summary, after we have
analysis the problem by those method, we can find solution by implement to reduce minor stop
at washer and EBI. After we had applied all method above the result of minor stop at washer
reduced from 0.98% to 0.3% and at EBI reduced from 1.01% to 0.4%. After results reduced it
can eliminate waste for waiting time and motion by set standardization for job instruction for
worker.
In the future work, we believe that if we continuous follow those suggestion of method
our productivities are still continuous improvement that will help production able to minimize
wastes and also improve both performance and productivity in the meantime.
53
REFERENCES
[1] Jeffrey K. Liker. (2004). The Toyota Way: 14 Management Principles from the World’s
Greatest Manufacturer. McGraw-Hill. ISBN 978-0-07-139231-0, page 76-79.
[2] Isao Kato & Art Smalley. (2011). Toyota Kaizen Methods: Six Step to Improvement.
Taylor & Francis Group. ISBN 978-1-4398-8400-3
[3] Leland Wilkinson. (2006). Revising the Pareto Chart. The American Statistician. 60:4.
332-334
[4] Richard Denning. (2012). Principal Reliability Engineer. Part D Supporting Theory.
Chapter 5: Pareto Analysis
[5] Tom Farrer. (2014). 5-Whys: A Simple and Effective Problem-Solving Tool
[6] Khmer Beverages Document
54
APPENDIX 1: Minor Stop record from December to February at Bottle Line
55
56
57
58
Minor Stop of December, January and February at Washer and EBI
Minor Stop
Date
Washer (mn) EBI (mn)
01-December-2018 16 10
03-December-2018 30 8
04-December-2018 4 2
20-December-2018 10 10
26-December-2018 14 5
29-December-2018 24 35
30-December-2018 6 17
02-January-2019 15 8
03-January-2019 10 6
04-January-2019 6 10
05-January-2019 10 6
06-January-2019 10 10
08-January-2019 8 9
09-January-2019 6 4
10-January-2019 5 4
11-January-2019 3 3
12-January-2019 12 13
14-January-2019 6 8
15-January-2019 0 3
22-January-2019 0 0
23-January-2019 10 8
24-January-2019 8 6
25-January-2019 0 0
26-January-2019 0 6
28-January-2019 0 7
29-January-2019 0 6
11-February-2019 10 15
14-February-2019 5 2
59
APPENDIX 2: PPE Safety Equipment in Bottle Line
No Name Picture Protection
Protect your ears from

1 Ear Plugs
loudspeakers
Protect your eye from the

2 Eye Protection
broken bottle
Protect your hand when

3 Gloves
heavy lifting
Protect your foot does

4 Safety Shoe not let heavy things fall
on it
High Visibility It helps to provide clear

5 signals of another
Clothing
people's traffic so that
they know where you are
60
APPENDIX 3: Check List at Bottle Line
Check List for Bottle Conveyor
Check and Prepare for start up
No Description Yes No
1 External cleaning
2 Power supply “ always ON ”
3 Make sure switch-on on the operating panel
4 Select the program & change over to 330ml (product 330ml)
5 Select the program & change over to 640ml (product 640ml)
6 Test with correct type of bottle, not jam with the guide rail
7 Start production and check the lubricant spray
Remarks :
…………………………………………………………………………….
…………………………………………………………………………….
…………………………………………………………………………….
Done by : ………………………..
Date : ………………………..
Checked by line leader:…………………..

Date : ………………………..
Pa. Sup Approved:……………
61
Check List for Washer
Check list for Washer

Visual Inspection on rinsed bottle [no partical]:
Rinsing Nozzle Inspection [not clog]:
Caustic residual in bottle (2 times/shift):
Time: Result:
Time: Result:
MIX KTA check every 4 hour: (55-44.5 mNm-1)
Time: Cont:
Time: Cont:
Daily check Polix XT at warm water zone:
Manual carton forming / packing / sealing

Carton loss per shift: Total:
Caton suppliers:
Carton quality:
Lab sample unpast and past : For BBT No:
Lab sample unpast and past : For BBT No:
62
TESTING OF EMPTY BOTTLE INSPECTOR RECORD SHEET
Date: .....…/…....../…….
Sample Testing
Remark
Total sample test Checked
Time (Record type of test
(type of test Reject No Reject by
bottle if not rejected)
bottle)
00:00
01:00
02:00
03:00
04:00
05:00
06:00
07:00
08:00
09:00
10:00
11:00
12:00
13:00
14:00
15:00
16:00
17:00
18:00
19:00
20:00
21:00
63
22:00
23:00
Total
1)-Every hour test 4 test bottles & every 3 hours test all
Note: test bottles(12 bottles)
2)-Test bottles same as production bottles (same size).
3)-Test all bottle samples when start production (such as
after cleaning).
4)-Test all bottle samples after maintenance.
5)-Test all bottle samples every 3 hours.
6)-Record amount of reject bottle and no reject bottle
clearly.
Remarks:
Checked by PS / PaM:
64
APPENDIX 4: Parameter of Washer Machine
65
66

Reducing Minor Stop at Bottle Line by Using KAIZEN

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Reducing Minor Stop at Bottle Line by Using KAIZEN

Uploaded by

Copyright:

Available Formats

ក្រសួងអប់រ ំ យុវជន និងរីឡា

ច្េប៉ាតឺម្៉ាង់ ច្ទ្យពច្ោសល្យឧសាហរម្ម និងច្ម្ោនិរ

និសស ិត : ហុង សីហា និង ងង៉ាត ឃីត

INSTITUT DE TECHNOLOGIE DU CAMBODGE

DEPARTEMENT DE GENIE INDUSTRIEL ET MECANIQUE

MEMOIRE DE FIN D’ETUDES

ច្េប៉ាតឺម្៉ាង់ ច្ទ្យពច្ោសល្យឧសាហកេម និងច្ម្ោនិរ

របស់និសសិ ត: ហុង សីហា និង ងង៉ាត ឃីត

ោល្បរ ិច្ចេទ្យោរពារនិច្រខបបទ្យ: ថ្ងៃទ្យី ងែ ឆ្ន ំ ២០១៩

ថ្ងៃទ្យី ងែ ឆ្ន ំ ២០១៩

សហក្ាស: ងែមរ ងប៊ែច្វើរ ីជីស

ក្បធានច្េប៉ាតឺម្៉ាង់: ច្ោរ ប៉ាន់ សុវណ្ណ

INSTITUT DE TECHNOLOGIE DU CAMBODGE

MEMOIRE DE FIN D’ETUDES

Date de soutenance: le juillet 2019

« Autorise la soutenance du mémoire »

Phnom Penh, le juillet 2018

Titre: Reducing minor stop at bottle line by using KAIZEN

នៅក្នុងការផលិតស្រានបៀរដប វាបានសនងេតន ើញថាការឈប់បនតិចបនតួចគឺជាក្ត្តត

ចំបងនៅក្នុងផ្ផនក្នេចខ្ចប់។ ន ើងបានក្ំណត់ការឈប់ បនតិចបនតួច នៅម៉ា សុ៊ីនលាងសមាត

ដប និងឧបក្រណ៍ពិនិតយដបទនទ (EBI) ។ ដូនចនេះន ើងត្តូេការបផ្នែមនទៀតនដើមប៊ីកាត់បនែ

ការឈប់បនតិចបនតួច នដើមប៊ីផ្ក្លមាសង្វាក្់ ផលិតក្មម។ វាមនន័ ថាន ើងត្តូេបានកាត់

បនែ នោលនៅនិងផ្ផនការផលិតក្មមរបស់ន ើង ដូនចនេះផលិតភាពរបស់ន ើងក្៏ថ ចុេះផង

ដួលដបនៅត្ចក្ចូលម៉ា សុ៊ីនលាងសមាតដប រនធបងាូរនត្បងសទេះ កាតដួលដបនៅនលើ

ឧបក្រណ៍បញ្ូជ ននៅ EBI ដបបរនទស និងដបផ្បក្។ បន្ទទប់ព៊ីនន្ទេះន ើងត្បមូលទិននន័ ព៊ីផ្ខ្

ធនូដល់ផ្ខ្ក្ុមភៈ។ នៅម៉ា សុ៊ីនលាងសមាតដប មនការឈប់បនតិចបនតួច ជាមធយម 0.98% និង

ឧបក្រណ៍ពិនិតយដបទនទ 1.01% ផ្ដលន ើងចង់កាត់បនែ ម៉ា សុ៊ីនទំងព៊ីរនៅ 0.5% ។

បន្ទទប់ព៊ីន ើងរក្ន ើញដំនណ្តេះស្រា និងេ ិធ៊ីាស្រសតនធាើឱ្យត្បនសើរន ើងនដើមប៊ីអនុេតតនលើមូល

នៅក្នុងលទធផល វាបានរក្ន ើញថាដំនណ្តេះស្រា នោ ពិនិតយនមើលដបផ្ដល

ត្បនេទខ្ុសនិងដបផ្បក្នចញព៊ី នក្េះ នៅ crate ។ ន ើងបាននរៀបចំក្មមក្រឬអនក្ត្គប់ត្គង

ម៉ា សុ៊ីន នោ ចប់នលើក្ដបនដលដួលព៊ីឧបក្រណ៍បញ្ូជ ន។ ន ើងបានត្តួតពិនិតយ ឧបក្រណ៍

បញ្ូជ នថាមននត្បងត្គប់ត្ោន់ឬនៅ នោ នធាើការត្តួតពិនិតយរនធបងាូរនៅនពលដំនណើរការ។

បន្ទទប់ព៊ីន ើងបានអនុេតតដំនណ្តេះស្រា សត្មប់មូលនេតុឫសនដើមប៊ីកាត់បនែ ការឈប់

បនតិចបនតួច ន ើងទទួលបានលទធផលត្តូេបានកាត់បនែ ។ នៅក្នុងផ្ខ្ម៊ីន្ទលទធផល 0,3%

នៅម៉ា សុ៊ីនលាងសមាតដប និង 0.4% នៅ ឧបក្រណ៍ពិនិតយដបទនទ EBI ។ នៅក្នុងផ្ខ្នម

ាវាបនតថ ចុេះនៅ 0.29% នៅម៉ា សុ៊ីនលាងសមាតដប និង 0.3% នៅឧបក្រណ៍ពិនិតយដប

សរុបនសចក្ត៊ីនដើមប៊ីកាត់បនែ ការឈប់ បនតិចបនតួច ក្នុងចង្វាក្់ផលិតក្មមស្រានបៀរដប

វាត្តូេត្តមោនរក្មូលនេតុនិង ចត់េ ិធានការនដើមប៊ីផ្សាងរក្ដំនណ្តេះស្រា នោ នធាើនអា

ត្បនសើរន ើងនូេគុណភាពផ្ថទំ ផតល់សិទិអ

Pour illustrer ces causes profondes du problème, il est nécessaire de comprendre le

Au final, il a été déterminé que cette solution consistait à vérifier le matériel en

KHB: Khmer Beverages

Figure 1. 1 Institute of Technology of Cambodia (2019) ......................................................... 1

Table 2. 1 Parameter of Washer .............................................................................................. 10

Figure 1. 1 Institute of Technology of Cambodia (2019)

In figure 1.1, Institute of Technology of Cambodia is the most famous institute in

1. Department of Chemical Engineering and Food (GCA)

All of year 5 students, Institute of Technology of Cambodia organized internship in

1.3. Background of Company

Khmer Beverages was established by Khmer Investor. It is the Khmer’s company of

Figure 1. 2 Khmer Beverages (KHB)

1.3.2. Production of KHB

Figure 1. 3 Products of KHB

1.5. Aim of Study

The final year of engineering studyprogram at Institute of Technology of Cambodia

1.7. Scope of study

2.1.Packaging Department of KHB

Figure 2. 1 Can beer, Bottle and Keg

2.1.2. Procedure of Packaging System

Figure 2. 2 Bottle Line of KHB

Figure 2. 3 Flow chart of process bottle line

2.1.3.1. Manual De-palletizer

Figure 2. 4 Manual De-palletizer