1

CHAPTER 1
PROBLEM AND ITS SETTING
INTRODUCTION

The

manufacturing

industry

is

faced

with

the

significant

problems of high cost of project delivery, bad financial performance

and inability to deliver quality products to customers on time. As a
result,

the

industry

has

been

criticized

extensively

for

poor

performance and inefficient productivity. One major factor contributing

to this obstacle is rework. Rework is define as the unnecessary effort of

redoing an activity that was inaccurately done the first time. In
essence, rework and wastages have become recognized as non-value
adding common indications that seriously affect the performance and
productivity aspects of production.

Occurrences of rework and wastages should actually be more

effectively controlled. This will essentially improve various targeted
objectives of production management with respect to timeliness, cost
targets and product and service quality.
In this study, proponents will tackle a scenario where reworks are
thoroughly discussed. Its effects will be determined, as well as its

causes. Developing a system for improvement inside their host

company will be observed. Implementation will depend on its
management.

Background of the Study

Variability within the manufacturing environment, due to internal

factors, can be distinguished in process and flow variability. Process
variability can be classified in natural variability, random outages, setups, operator availability, rework and scrap. More specifically:

Natural Variability, which includes minor fluctuation in process time

due to differences in operators, machines or materials.

Variability from Pre-emptive Outages, which includes variability

derived from production breakdowns. These events usually cannot
be scheduled or predicted.

Variability from Non-Preemptive Outages, which includes variability

from:

Downtimes, i.e. set-ups, that will inevitably occur but we

have some control as to when they will happen.

Rework, which includes variability due to

repeated

processing after a failure has occurred. The effects of

rework are similar to those of setup; hence it is classified

as a non-preemptive outage.
Flow variability refers to the interaction between work stations
and specifically how one station can affect the mode of operation of
the following stations. This type of variability can be measured as
expansion to the process variability.

10

In this research the proponents focus on process performance

due to rework. Rework is normally the outcome of a poor operating
policy that causes failures or defects in the design, production or
delivery of a product or service. Although zero defects or do it right
the first time are important goals to pursue, defects, errors or

11

mistakes are common occurrences that degrade the performance of all

production systems (manufacturing and service).
Statement of the Problem
The main problem of the study is that researchers wanted to
know whether the implementation of Quality Control Procedures inside

12

the company has a corresponding effect on the amount of reworks. The

study sought to answer the following questions regarding the different
areas of research:
1. What are the causes of reworks?
2. What are the effects of reworks in the number of outputs per
day?

13

3. What process has the most number of reworks?

4. What are the effects of implementing Process-by-Process Visual
Inspection, Incoming and Outgoing Quality Control procedure in
the performance of employees?
5. Is the implementation of different kinds of inspection for every
process help in the lessening of reworks?

14

Significance of the Study

15

Through this study, the following sectors and members of the

society will be benefited:
Researchers
The completion of this study will be an achievement for the
researchers. Their experiences in the conduct of this study will be a
proof that they have grown professionally. This will be a contribution to

16

the growth of the researchers as an Industrial engineer aspirant. It will

also

help

facilitate

advancement

in

their

future

career

by

understanding the operational activities that takes place inside a

manufacturing company, experience different activities inside the
production area, and gain different skills, thus gaining competitive
advantage over other future Industrial Engineering.

17

First Asia Institute of Technology and Humanities

Performing this study will show the competitiveness of the
research program of the institution. Since the school is the co-owner of
this study, the school gets the credit if this study is presented outside
FAITH.

18

Management and the Owner

This study will educate administrators, the management and the
owner of the host company regarding this study. It can be a basis for
their future strategic decisions.
Other schools

19

The outcome of this study may serve as reference material to

other schools who wish to know anything related about the chosen
topic.

Scope and Delimitations

20

The study aimed to identify the effects of implementing quality

procedures for production on the amount of reworks of the host
company.
Respondents will be the total population of the entire company.
The respondents needed to accomplish a questionnaire consisting of a
set of statements that will give the researchers a quantitative result. In

21

addition, the researchers had no illusion of covering a huge sample.

There is no assumption that the findings would serve as representative
of the whole division, region or country.

22

Objectives of the Study

23

Researchers do everything in their power to deliver to future

readers the most accurate results of their study. In order to do so, they
are committed to certain objectives. The following are the objectives of
this research:

To determine the causes of reworks;

To know the effects of reworks in the number of outputs per day;

24

To determine which process has the most number of reworks;

To determine the effects of implementing Process-by-Process
Visual

Inspection,

Incoming

and

Outgoing

Quality

Control

procedure in the performance of employees; and

To assess whether the implementation of different kinds of
inspection for every process help in the lessening of reworks

25

26

CHAPTER 2
THEORETICAL FRAMEWORK

27

This chapter will present the review of related literature. The

published and electronic resources were explored to extract the
information about the necessary details with regards to production
reworks and quality assurance.

Overview on Reworks

28

The term Rework refers to the repetition of a process to bring a

product or service into conformance with its original requirements. It is
usually done after the completion of a product or service and includes
all the necessary actions to transform the products that dont follow
the specified qualifications into products that do.

29

This was according to Owen and Blumenfeld (2007) Flapper et al.,

(2002)

on

their

literature

entitled

Failures

and

Rework

in

Manufacturing. The term rework, as explained by Owen, Blumenfield

and Flapper, involves the conformance to requirements. As they were
explaining, when these requirements are not met, the process has to
be repeated. On this literature, they also explained the two related

30

concepts related to reworks. These include the repair and scrap.

According to them, repair refers to the process of restoring a nonconforming characteristic to an acceptable condition even though the
item may still not conform to the original requirement. On the other
hand, scrap refers to a defective product that cannot be corrected or
not economical to be corrected and are for disposal.

31

The difference between these concepts is that rework is about

reprocessing the defective product in a manner that assures full
compliance to its original requirements while repair refers to restoring
the functional capability of the defective product. In short the work
done for repair makes the product functional but it does not totally

32

conforms to requirements. While scrap is total disposal of the certain

output.
Flapper et al., (2002) explained on her contribution to the study of
Lavasa (2009) entitled The Effects of Rework on Service Operations
certain facts about reworks. Flapper stated:
Rework can be distinguished in terms of: i) the resources used and
ii) the process route followed to rework an item. Specifically:

33

In-line vs. Off-line refers on the resources used for the rework
process.
In-line: Rework is done by the same resources
(machines, tools, workers) as the regular process for
the production of the good

34

Off-line: Rework is been done by different resources

than the regular process. Dedicated resources exist
for rework and for regular process

Multiple vs. Single Stage Rework refers on the stage of the

process that the rework is taking place.

35

Multiple Stage: Rework is done after the defective

parts pass through specific processes. The products
have to pass only in the processes in which the
failure occurred.

Single Stage: Rework is done after the defective

products pass through all the regular processes of

36

the production. The products have to pass through

the entire value stream again
The previous cases of rework coexist in a system or can even be
combined, e.g. a system can be multiple stage rework situation with
combined in-line and off-line rework.

37

According to Flapper, the process of rework can be distinguished

in different terms. Flapper explained that it can be in terms of
resources used and the process used followed to rework an item.
On the other hand, failures and reworks in manufacturing results
to different effects. Hopp and Spearman (2000) studied the effect of

38

rework on a system with a single machine and drew the following

conclusions:
Utilization increases non-linearly with rework rate
Variance of process time increases with rework rate
Variability of process time, measured by the squared
coefficient of variation (ratio of variance to mean) may
increase or decrease with the rework rate depending on

39

the natural variability, since variance does not always

increase faster than the mean
Lead time is increased with rework rate
Having observed these effects, we can eventually come up to
practices that would make the improvement process easier.
RELATED STUDIES AND LITERATURES

40

On the study Waste in Construction by Daniela Dietz Vienna

(2012), the elimination of waste was given emphasis and its
contribution to the development in manufacturing was pointed out.
From her study, Vienna mentioned: The elimination of waste has been
largely used as driver for improvement in the manufacturing industry

41

It is one of the key concepts in the Lean Production philosophy.

By contrast, it has not been strongly emphasized in the construction
management books and mainstream journals. This paper presents a
review on papers that have systematically investigated the occurrence
of waste in the manufacturing industry, including concepts adopted,
metrics, and type of feedback provided. This study is part of a wider

42

research initiative that aims to conceptualize waste in production

management theory.

Importance of Determining Causes of Reworks

43

Carlos Torres Formoso (2012) stated on his study: Waste is

important as a major contributor to the identification of areas for
improvement.
This topic has also been the focus of investigation in different
types of industry around the world in recent years. Several studies
from different countries have confirmed that waste represent a

44

relatively large percentage of production costs. Distinct types of wastes

have

been

measured

in

his

study,

indicating

that

waste

in

manufacturing has been understood in several different ways. As a

consequence, a wide range of measures have been used, such as
excess consumption of materials, non-value adding activities, rework,
and quality deviation. Those measures have been used to assess the

45

performance of projects or production systems, since they usually

allow areas of potential improvements to be pointed out, and the main
causes of inefficiency to be identified. Compared to traditional financial
measures, waste measures tend to be more effective to support
process management, since they enable some operational costs to be
properly

modelled,

and

generate

information

that

are

usually

46

meaningful for the work-force, creating conditions to implement

decentralized control.
Several studies have focused on material losses, been often
concerned with the environmental impact and one of these was
Bossink

and

Brouwers

(1996)

study.

In

this

study,

the

conceptualization of waste is rarely discussed: most of them simply

47

adopt

the

definitions

used

by

regional

institutions,

such

as

governmental departments. Often waste is understood as debris that

need to be removed from manufacturing sites. For instance, Al-Hajj and
Hamani, (2011) adopted the definition of material waste as the byproducts generated and removed from production sites of building and
industrial engineering structures.

48

similar

problem

is

found

on

previous

studies

on

the

measurement of rework (Hwang et al. 2009). Although the importance

of this type of waste is widely recognized, it is not clear in the literature
whether rework is simply a consequence of quality deviation or if it is
also a consequence of change orders or uncompleted tasks. Moreover,

49

most papers on this topic do not discuss the cost components of this
type of waste.
In manufacturing systems subject to machine and operator
resource constraints the effects of rework can be profound. It was
according to Adam Jerome Brown (2012) on his study Queuing Theory
in Low to High Rework Environments with Process Availability. From

50

the statement, wide effects of rework were emphasized. High levels of

rework burden the resources unnecessarily and as the utilization of
these resources increase, the expected queuing time of work in
process increases exponentially. Queuing models can help managers to
understand and control the effects of rework, but often this tool is
overlooked in part because of concerns over accuracy in complex

51

environments and/or the need for limiting assumptions. One aim of this
work is to increase understanding of system variables on the accuracy
of simple queuing models.
Capturing the effects of rework on the important metric of
queuing time, specifically when the rework process utilizes the same
resources as the original job makes the identification of its effects

52

simpler. The full range of applicability is demonstrated for the method,

which acts as a tool for lead time reduction. Although it may not be
clear what combination of factors leads to a specific rework rate at a
given work station, certainly this rate is tied to worker skills, and if the
rework rate can be examined. Designing policy for lead time reduction
necessitates the examination of system variability.

53

Jackman
Spectrum

of

and

Johnson

Manufacturing

(1993)

mentioned

Systems

Modeling

on

their

study

Techniques

statement regarding this matter Reducing variability not only cuts

lead time but allows more accurate prediction of lead time, which in
turn improves customer satisfaction. Shorter lead times mean quicker
response to the customer, less inventory in the system, and therefore

54

less holding cost. Most importantly lead time reduction eliminates nonvalue added waiting time.
Jackman and Johnson emphasized the importance of reducing
variability in production through rework minimization. Jackman and
Johnson mentioned on their study that when these things are done,
many positive outcomes are prevailed. These include improved

55

customer satisfaction, quicker response to the customer, less inventory

which basically reduces holding cost, and the elimination of non-value
added waiting time.
On the same study Womack and Jones (2003), also mentioned
that, In order to demonstrate the potential seriousness of the effects
of rework, it may be useful to review the Lean manufacturing principle

56

of waste reduction. Practitioners of Lean often refer to the seven

deadly

wastes:

transportation,

inventory,

motion,

waiting,

overproduction, over processing, and defects.

Of the seven wastes, at least three (defects, waiting, and
inventory) can be tied directly to rework activity. The value stream map
(VSM) is a tool used for Lean implementation to capture the presence

57

and location of theses wasteful, non-value added activities such as

queuing. Unfortunately, the VSM does not give a full depiction of the
dynamic nature of the production line.

58

59

CONCEPTUAL FRAMEWORK

IMPLEMENTATION OF TOTAL QUALITY PROCEDURES

PROCESS-BY-PROCESS INSPECTION

60

INCOMING AND OUTGOING QUALITY CONTROL

61

NUMBER OF REWORKS
Figure 1. Conceptual Framework

62

Definition of Terms
Productivity is an average measure of the efficiency of production.
It can be expressed as the ratio of output to inputs used in the
production process, i.e. output per unit of input.

63

Variability - is how spread out or closely clustered a set of data is.

Pre-emptive Outages a breaking down, wearing out, or sudden loss
of ability to function efficiently, as of a machine.
Hypotheses - is a proposed explanation for a phenomenon. For a
hypothesis to be a scientific hypothesis, the scientific method requires

64

that one can test it. Scientists generally base scientific hypotheses on
previous observations that cannot satisfactorily be explained with the
available scientific theories.

65

66

CHAPTER 3
METHODOLOGY

67

This chapter presents the detailed discussion of the research

method and procedures used in the conduct of the study. This includes
the sampling technique, research design, instruments, and statistical
tools of gathering data that the researchers used.
Research Design

68

This is an empirical quantitative study as it explains the

information on effects of implementing total quality procedures for
production on the amount of reworks inside the production area of the
host company. The researchers distributed questionnaires to gather
primary information from respondents which will be subjected to
thorough appraisal to provide pertinent explanation to the situation.

69

These gathered data will be correlated with the relevant studies and
related literatures that serve as basis to prove the hypotheses
formulated by the researchers.
Population and Sampling
The researchers conducted a survey wherein respondents are
composed of the entire population inside the company.

70

The respondents are composed of 15 production operators and

10 office staff consisting of a production supervisor, admin staff,
purchaser, designers, programmers and the executive officers.
Research Instrument
Table 1
Likert 5-Point Scale

71

Unit

Weighted
Mean Interval

Verbal
Interpretati
on

Extent of Effect

1.00 1.75

Strongly

Severely affected

Agree

72

Moderately

1.76 2.50

Agree

2.51 3.25

Disagree

Barely Affected

3.26 4.00

Strongly

Not Affected

Affected

73

Disagree

Profile of the Respondents

74

There were 25 respondents: 15 production operators and 10

employees from the administrative office composed of engineers,
programmers, and the executive officers.
Data Gathering Procedures
First, the researchers asked the permission of the companys
General Manager to administer the survey to all the employees of the

75

host company who are involved in the study. At the same time, the
researchers asked for their college dean to approve their survey
questionnaire.
Second, the researchers checked the schedule of respondents for
availability in answering the questionnaire.
Third the researchers informed the respondents about the
schedule of gathering data.

76

Lastly, the researchers thoroughly explained and presented the

questionnaire to the respondents during their free time to give them
enough time. A period of ten to twenty minutes was allotted for the
respondents to answer and focus on the questionnaire afterwhich, the
researchers personally retrieved the questionnaire.
Data Analysis Procedures

77

The researchers first encoded the data in order to summarize

sets of raw data from the entire discussion. This was followed by the
data reduction. In this case, data was classified and categorized.
For the survey, the researchers used Item Analysis which was
done by putting the number of respondents who checked a certain
category under each attitudinal statement into countable digits. The

78

researchers also tallied the number of respondents under each

category and computed for the total percentage. The same procedure
was followed for each of the items in the questionnaire.

79

CHAPTER 4
DATA AND RESULT

80

This chapter shall discuss the data gathered during the

conduct of the study. This shall also present the findings from the two
research methods used: Quantitative and Qualitative.
Production Layout

81

82

Figure 2. Production Layout

The production of the host company consists of different stations
that perform designated processes for the manufacturing of their
product. Each station was placed according to the order of the
processes

they

are

assigned.

Future

line

expansion

was

also

83

considered so vacant stations were observed. The processes inside the

production is presented in Figure 2.

84

85

Figure 3. Process Flow

From delivery of raw materials, incoming quality control takes
charge of inspecting the raw materials for defects. After inspection, it is
then processed for production. First process is the manual insertion
process where necessary components are inserted into the product.
After this, these components are then soldered so they are attached

86

into the item. When components are soldered, excess parts are cut and
then the product is ready for final visual inspection (FVI). When No
Good products are seen, it is then reworked in the station where the
defect is created. Until the product is good after being inspected by the
FVI, then it is ready for packing and delivery.

87

Meanwhile, raw materials do not directly proceed to the

company. Other raw materials that come from the suppliers are initially
processed by a sub-contractor and delivered to the company
afterwards. Illustration on Figure 3.

88

Host
Company

89

Figure 4. Materials Flow

A breakdown occurs when the customer is issuing short notices
for orders which definitely pressures the company and the entire
supply chain. The analysis of breadowns is illustrated in Figure 4.

90

91

Major Breakdowns
100
90
80
70
60
50
40
30
20
10
0

97.9

99.5

100

97.9
1.6

0.5

92

Figure 5. Major Breakdowns

The three major breakdowns that occur inside the production are
reworks, customers short notice for orders and defective raw
materials. In average, reworks occur at a rate of 97.9% per month
among all breakdowns that occur. This reflects that almost every day,

93

reworks are present in the production area. As a result, the company

wastes time, effort and money for reworking NG products.

94

95

Number of Reworks per Process

100
90
80
70
60
50
40
30
20
10
0

86.1

98.4

12.3

98.8

0.4

99.2

0.4

99.6

0.4

100

0.4

96

Figure 6. Reworks per Process

Estimated number of reworks per month for the manual
soldering process is 630; manual insertion 90; cutting 3; final visual
inspection 3; packing 3; random sampling 3.

97

98

Survey Questionnaire
As survey questionnaires were disseminated to respondents,
data were gathered and these have become the basis for major
conclusions and possible solutions.
1. Profile of the Respondents

99

a. Age
Table 2
Profile of Respondents in Terms of their Age
Age Group

18-23

24-29

30-35

35 and

Total

100

above
No. of
Respondents

10

25

101

Percentage

20

28

40

12

100

The table shows that from the population of the total employees
of the host company, 20% were 18-23 years old, 28% were 24-29 years
old, 40% were 30-35 years old and 12% were 35 and above years old.

102

These values came from the combination of production operators and

the admin employees.

b. Gender
Table 3
Profile of Respondents in terms of their Gender

103

Gender

Male

Female

Total

20

25

No. of
Respondents

104

Percentage

20

80

100

Table 3 shows that there are 20% male and 80% female among
all employees of the host company.
c. Area of Employment

105

Table 4
Profile of Respondents in terms of their Area of
Employment
Type of

Production

School

Operator

Admin

Total

106

No. of
Respondents
Percentage

15

10

25

60

40

100

107

The table 4 represents the percentage of students who are

currently employed in the production area and in the administrative
office. From the data gathered, it was observed that 60% of the
respondents are currently employed as production operators while the
remaining 40% are employed in the administrative office.
2. Awareness and Perception of Employees

108

This part shows the data illustrating the awareness and personal
perception

of

production area.

employees

regarding

the

reworks

inside

the

109

Table 4 shows the mean, standard deviation, and holistic

interpretation for current awareness and personal perception of
employees regarding reworks.
Table 5
Mean, Standard Deviation and Holistic Interpretation

110

Statements
1. I am aware that reworks occur
inside the production.
2. I believe that reworks affect
the number of outputs per day.
3. I believe that reworks mostly

Mea
n

SD

Adjectival
Rating

1.52

0.77

Strongly Agree

1.60

0.76

Strongly Agree

3.08

0.95

Disagree

111

come from the Manual

Insertion process.
4. I believe that reworks mostly
come from the Manual
Soldering process.
5. I believe that reworks mostly
come from the Manual Cutting
process.

1.52

0.77

Strongly Agree

3.04

0.79

Disagree

112

6. I believe that reworks mostly

come from the Packaging
process.
7. I believe that the
implementation of different
quality procedures affect the
number of reworks.
Composite Mean

3.08

0.76

Disagree

2.12

0.67

Agree

1.73

0.17

Neutral

113

I am aware that reworks occur inside the production. The

table shows that most of the respondents opinion is positive. The
mean of 1.52 falls between the strongly agree criterion which ranges
from 1.00 to 1.75. Standard deviation of 0.77 means that the opinion of

114

the respondents were quite consistent. This means that the majority of
the employees of the host company know that reworks occur inside the
production. They are aware that the company is reprocessing nonconforming products until it becomes ready for delivery.
I believe that reworks affect the number of outputs per
day. The table shows that most of the respondents opinion is positive,

115

the mean of 1.60 falls between the strongly agree criterion which
ranges from 1.00 to 1.75. Standard deviation of 0.76 means that the
opinion of the respondents were quite consistent as well. This means
that most of the respondents agreed that when reworks occur, their
capacity to produce outputs is lessen.

116

I believe that reworks mostly come from the Manual

Insertion process. The table shows that most of the respondents
opinion falls on the disagree criterion with the mean of 3.08 and a
standard deviation of 0.95 which means that the opinion of the
respondents were quite consistent. This means that respondents
reaction towards the statement is a negation for the real situation is

117

something that contradicts the statement. They do not believe that

most reworks come from the manual insertion process.
I believe that reworks mostly come from the Manual
Soldering process. The table shows that most of the respondents
opinion is positive. The mean of 1.52 falls between the strongly agree
criterion which ranges from 1.00 to 1.75. A standard deviation of 0.77

118

means that the opinion of the respondents were consistent. This result
interprets that respondents believe that most of the reworks come
from the manual soldering station which makes the manual soldering
operators responsible for the reworks.
I believe that reworks mostly come from the Manual
Cutting process. The table shows that most of the respondents

119

opinion is negative. The mean of 3.04 falls between the disagree

criterion which ranges from 2.51 to 3.25. A standard deviation of 0.79
means that the opinion of the respondents were quite consistent. This
means that most of the respondents did not agree that reworks usually
come from the manual cutting process.

120

I believe that reworks mostly come from the Packaging

process. The table shows that most of the respondents opinion is
negative. The mean of 3.08 falls between agree criterion ranges from
2.51 to 3.25. Standard deviation of 0.76 means that the opinion of the
respondents were quite consistent which means that most of them

121

truly believe that most of the reworks did not come from the packaging
process.
I believe that the implementation of different quality
procedures affect the number of reworks. The table shows that
most of the respondents opinion is positive. The mean of 2.12 falls
between the agree criterion which ranges from 1.76 to 2.50. Standard

122

deviation of 0.67 means that the opinion of the respondents were quite
consistent. This means that the most respondents agreed that they the
implementation of different quality procedures affect the number of
reworks in production.

123

124

125

CHAPTER 5
SUMMARY, CONCLUSION AND RECOMMENDATION
This chapter shall discuss the summary of findings, conclusion,
and recommendation.

126

Summary of findings
1. On the profile of the respondents
a. In terms of their age
20% were 18-23 years old
28% were 24-29 years old
40% were 30-35 years old
12% were 35 and above years old

127

b. In terms of gender

20% were male

80% were female

128

c. In terms of area of employment

60% were employed as production operators

40% were employed in the admin office

129

2. On the current level of awareness of employees regarding the

occurrence of reworks inside the production.
Based on the results of the study, most of the respondents
opinion is positive. Statement number 1 pertains to the level of
awareness that employees have regarding the occurrence of
reworks inside the production area. It has the mean of 1.52 which

130

falls between the strongly agree criterion which ranges from 1.00
to 1.75. Standard deviation of 0.77 means that the opinion of the
respondents were quite consistent. This means that the majority
of the employees of the host company know that reworks occur
inside the production. They are aware that the company is

131

reprocessing non-conforming products until it becomes ready for

delivery.
3. On the productivity of employees when reworks occur.
It was observed on the performance of the study that most
of the respondents opinion is positive. Based on the responses

132

of the employees, we obtained the mean of 1.60 which falls

between the strongly agree criterion which ranges from 1.00 to
1.75. Standard deviation of 0.76 means that the opinion of the
respondents were quite consistent as well. This means that most
of the respondents agreed that when reworks occur, their
capacity to produce outputs is lessen.

133

4. On the area where most reworks occur:

a. Manual Insertion
It was observable from the study that most of the
respondents opinion fall on the disagree criterion with the mean
of 3.08 and a standard deviation of 0.95. This means that
respondents reaction towards the statement is a negation

134

towards the actual situation. They do not believe that most

reworks come from the manual insertion process.
b. Manual Soldering
It was discovered, based on the quantitive data gathered, that
most of the respondents opinion is positive. It was clearly
observed on the respondents answer towards the statement

135

number 4 on the questionnaire. It had a mean of 1.52 which falls

between the strongly agree criterion which ranges from 1.00 to
1.75. A standard deviation of 0.77 means that the opinion of the
respondents

were

consistent.

This

result

interprets

that

respondents believe that most of the reworks come from the

136

manual soldering station which makes the manual soldering

operators responsible for the reworks.
c. Manual Cleaning/Cutting
It was observed through the answers on the survey
questionnaire, specifically on the statement number 5, that most
of the respondents opinion is negative. The mean of 3.04 falls

137

between the disagree criterion which ranges from 2.51 to 3.25. A

standard deviation of 0.79 means that the opinion of the
respondents were quite consistent. This means that most of the
respondents did not agree that reworks usually come from the
manual cutting process.

138

d. Packaging
The research shows that most of the respondents opinion
towards the number 6 statement on the questionnaire is
negative. The mean of 3.08 falls between the disagree criterion
which ranges from 2.51 to 3.25. Standard deviation of 0.76
means that the opinion of the respondents were quite consistent

139

which means that most of them truly believe that most of the
reworks did not come from the packaging process.
5. Effect of implementing different quality procedures on the
number of reworks that an operator makes.
The research illustrated a result that says most of the
employees have a positive reaction towards this. It obtained a

140

mean of 2.12 which falls between the agree criterion that ranges
from 1.76 to 2.50. Standard deviation of 0.67 means that the
opinion of the respondents were consistent. This means that the
most respondents agreed that quality procedures affect their
performance and definitely, the number of reworks per day.

141

142

Conclusions
Based on the findings of the study, the following conclusions were
drawn:

143

Reworks are usually caused by inefficiency of work done

Reworks lessen the number of outputs per day

Reworks mostly occur in the manual soldering process

144

Employees are aware of the current status of the organization

with regards to occurrence and handling of reworks inside the
production

The occurrence of reworks affect the number of outputs the

production produces per day

145

The implementation of different quality procedures help in

lessening the number of reworks

146

Recommendations
Based on the result of this study, the following recommendations are
offered:

147

The proponents have developed a process flow that will help the
company achieve a less-rework-producing system
Procedure

Flow

NG
Rework

START

In-process Visual Inspection

Incoming Quality
Control
Manual
G
Manual Soldering
Insertion

148

1. Inspect raw materials before

being processed.

2. Insert necessary components

149

before soldering.
3. Solder the components.

150

4. Inspect the board for

defects.

151

5. Cut excess parts and clean it

afterwards.

6. Inspect the board for

Rework

NG
Final Visual Inspection

152

defects.

Packaging

153

7. Pack the final output.

END

154

Cutting/Manual
Cleaning

Employees should be trained to develop personal characteristics

that will help them avoid processing items for rework

There has to be a rework station that will manage and do the

reworks separately to avoid delays in the production

155

There has to be more quality control stations that will assure the
output of the critical stations

The management should take the lead towards preventing

reworks

(i.e.

regular

rewards/motivation)

monitoring,

tallying

of

data,

giving

156

157

158

REFERENCES

159

Website: http://www.kaertech.com
Kaertech Limited: Provides an "all-inclusive solution" by offering R&D
engineering and manufacturing services for telecommunication
products, multi-media tools, electronic modules, consumer electronic
goods, household appliances and industrial products.
Founded: 2009

160

Website: http://www.emscai.com
EMS Components Assembly, Inc. (EMS-CAI): is a locally-based,
100% Filipino-owned contract manufacturer whose main charter is to
provide cost-effective, efficient solutions to the growing global

161

electronic manufacturing subcontracting market. Its goal is to become

a market leader geared towards low production cost with the highest
quality level.
Founded: 16 February 2004

162

163

Appendices

164

165

First Asia Institute of Technology and Humanities

School of Technology
College of Engineering

166

An Analysis on the Effect of Implementing Quality Procedures for

Production on the
Amount of Reworks
(Survey Questionnaires)
Lambit, Christian B.
Leynes, Juliemar C.
Manalo, Kathleen D.
BSIE-5

167

Engr. Sherryl M. Gevaa

AN ANALYSIS ON THE EFFECT OF IMPLEMENTING QUALITY

PROCEDURES FOR PRODUCTION ON THE AMOUNT OF REWORKS
Survey Questionnaire

168

Name: ___________________________
Age: ______

Gender: Male _______ (1)

Date: ____________
Female _______ (2)
Area of Employment: Production Operator
______

(1)
Admin

Kindly put a check ( ) on the boxes that correspond your answers.

______ (2)

169

Statements

1.
2.
3.

I am aware that reworks occur inside the

production.
Reworks affect the number of my outputs per
day.
Reworks mostly come from the Manual Insertion
process.

Strongl
y Agree

Agree

Disagre
e

Strongl
y
Disagre
e

170

4.
5.
6.
7.

Reworks mostly come from the Manual Soldering

process.
Reworks mostly come from the Manual Cutting
process.
Reworks mostly come from the Packaging
process.
The implementations of different quality
procedures affect the number of reworks.

PERSONAL INFORMATION

CHRISTIAN BUENAOBRA LAMBIT

171

078 Brgy. Sambat, Tanauan City, Batangas

09068930416

172

lambit_16@yahoo.com

173

Sex Male | Date of birth 04/16/1993 | Nationality Filipino

174

EDUCATION

June 2010 March 2015

First Asia Institute of Technology and Humanities

Bachelor of Science in Industrial Engineering

175

Class of 2015
2 Pres. Laurel Highway, Tanauan City, Batangas
Tel No.: (63-43) 778-0656

Natatas National High School

June 2006 March 2010

Class of 2010
Natatas, Tanauan City, Batangas

Sambat Elementary School

June 2002 April 2006

Class of 2006

Sambat, Tanauan City, Batangas

176

PERSONAL SKILLS

Communication skills
Organisational / managerial skills
Job-related skills
Computer skills

Good communication skills gained through academic experience

Leadership
Abilities in Making Improvements
Good command of Microsoft Office tools

177

ADDITIONAL INFORMATION

178

Seminars
IES FAITH Seminar Series
First Asia Institute of Technology and Humanities 2012
Topics Discussed: Facility Layout
ISO Systems and Standards
Strategic Management
Ergonomics
Value Engineering
Information Systems
IE as a Profession

179

Thank you for taking the time to consider my application, and I look forward to hearing from you.

Sincerely Yours,

Christian B. Lambit
Applicant

180

PERSONAL INFORMATION

JULIEMAR CAPONPON LEYNES

Blk 19, Lt 14, Sto. Nino Villa de Lipa 2, Brgy. Sabang,
Lipa City, Batangas, Phils

181

09066161937
jmarleynes@yahoo.com

182

Sex Male | Date of birth 06/11/1994 | Nationality Filipino

183

EDUCATION

June 2010 March 2015

First Asia Institute of Technology and Humanities

Bachelor of Science in Industrial Engineering

184

Class of 2015
2 Pres. Laurel Highway, Tanauan City, Batangas
Tel No.: (63-43) 778-0656

June 2006 March 2010

Infant Jesus Montessori Center Phils. Lipa Branch

Class of 2010
C.M. Recto Avenue, Brgy Sabang, Lipa City, Batangas

Infant Jesus Montessori Center Phils. Lipa Branch

June 2002 March 2006

Class of 2006
C.M. Recto Avenue, Brgy Sabang, Lipa City, Batangas

185

PERSONAL SKILLS

Communication skills
Organisational / managerial skills
Job-related skills
Computer skills

Good communication skills gained through academic experience

Leadership
Abilities in Making Improvements
Good command of Microsoft Office tools

186

Driving licence
ADDITIONAL INFORMATION

Restriction 1
Restriction 2

187

Seminars

IE-Shikawa 8
University of the Philippines Diliman 2013

IES FAITH Seminar Series

First Asia Institute of Technology and Humanities 2012
Topics Discussed: Facility Layout
ISO Systems and Standards
Strategic Management
Ergonomics
Value Engineering

188

ANNEXES

Copies of Academic Final Grade Reports;

Certificates of Participation to Seminars

Thank you for taking the time to consider my application, and I look forward to hearing from you.

189

190

191

Sincerely Yours,

192

Juliemar C. Leynes
Applicant

PERSONAL INFORMATION

KATHLEEN DE SAGUN MANALO

193

412 Gulod St., Brgy. Banga, Talisay, Batangas, Phils

09066161932
kathmanalo01@yahoo.com

194

Sex Female | Date of birth 04/01/1993 | Nationality

Filipino

EDUCATION

June 2010 March 2015

First Asia Institute of Technology and Humanities

195

Bachelor of Science in Industrial Engineering

196

Class of 2015
2 Pres. Laurel Highway, Tanauan City, Batangas
Tel No.: (63-43) 778-0656
June 2006 March 2010

June 2002 March 2006

Talisay High School

Class of 2010
Poblacion, Talisay, Batangas

Banga Elementary School

Class of 2006
Brgy. Banga, Talisay, Batangas

197

PERSONAL SKILLS

Communication skills
Organisational / managerial skills
Computer skills

Good communication skills gained through academic experience

Leadership
Good command of Microsoft Office tools

198

ADDITIONAL INFORMATION

199

Seminars

IE-Shikawa 8
University of the Philippines Diliman 2013

IES FAITH Seminar Series

First Asia Institute of Technology and Humanities 2012
Topics Discussed: Facility Layout
ISO Systems and Standards
Strategic Management
Ergonomics
Value Engineering

200

ANNEXES

201

Copies of Academic Final Grade Reports;

Certificates of Participation to Seminars

Thank you for taking the time to consider my application, and I look forward to hearing from you.

202

203

204

Sincerely Yours,

Kathleen D. Manalo
Applicant

205