CHAPTER IV

ALTERNATIVES AND RECOMMENDATION

Finding and creating the best and practical solutions for the prolonged time of production at Enlins
Bakeshop, based on the observation of the researchers that will solve the problem of the company. After
observing and studying every detail in the production widens the researchers’ minds to come up with ideas that
will help solve the problem. The researchers aim to improve the current production system of Enlins Bakeshop
through the following alternatives.

Alternative No. 1
Replacement of Exhaust fan in the Oven Room
The researchers have noticed that there are 5 small exhaust fan inside the production area, and 1
exhaust fan at the oven area which is bigger than the others due to its necessity to ventilate the room, yet it isn’t
working. Due to the heat inside the oven room, bakers tend to stop whenever they had finished loading and
unloading the ovens in order to cool down. The researchers suggest replacing the air ventilation in the oven room
with an air volume of 147.37 m³. The size of an air vent is based on the volume of air present and the rate of
ventilation (see figure 4.2) of bakery. Through this the researchers found that the needed exhaust fan is a 16
inches in diameter. Thermal conditions are not well-controlled due to insufficient cooling capacity. The results of
multiple studies are relatively consistent and show an average relationship of 2% decrement in work performance
per °C when the temperature is above 25 °C (Control of Temperature for Health and Productivity in Offices,
Seppanen, Fisk, Faulkner, 2004) this is for industrial buildings, but as for bakeries the required temperature for
worker efficiency is 27 °C. Installation of exhaust fan will happen on a Sunday, where there is no production and
an additional of 1 day. An exhaust fan would lessen the heat inside the oven area by 15% which will give a new
temperature of 32.4°C from the present average temperature of 40.5°C. Through the improved temperature, the
bakers will alter their time for cooling down to arranging and organizing the trays that consumes space inside the
production area.

Table 4.1 Rate of Ventilation

Figure 4.1 Proposed Exhaust Fan

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Advantages

 Improve the thermal condition inside the working area

 Workers inside the oven room will convert their time for cooling down to arranging the
scattered trays to reduce the consumed space.

Disadvantage

 Additional expense

Cost Analysis

Replacing the exhaust fan inside the oven area would require purchasing a new exhaust fan
and also hiring workers to remove the malfunctioning exhaust fan and to install the new ones. For the
process of installing cement and sand would be needed by the workers. The whole process of installing
the exhaust fan would happen for 2 days, and would affect only a day of production since the operation
would be scheduled either on a Saturday and Sunday or Sunday and Monday.

Table 4.2 Cost analysis for replacing exhaust fan in the oven room

Quantity Price

Exhaust Fan 1 7,263.00

Cement 1 220.00

Sand 1 800.00

Labor 4 2,000.00

Electric Consumption 1 month 1,700.35

Sales for small siopao 1 day 4,800.00

Total Cost 21,583.35

 29

Benefit Analysis

Based on a study conducted about the relationship of working temperature to the productivity
of the workers, the researchers found out that a total of 8% increase will occur in the sales of the
company.

Table 4.2 Benefit analysis for replacing exhaust fan in the oven room

Monthly Sales 115,200.00

With 8% increase 124,416.00

Result of 8% increase 9,216.00

Total Cost 21,583.35

No. of months before total cost made is paid:

𝟐𝟏, 𝟓𝟖𝟑. 𝟑𝟓
= 𝟐. 𝟑𝟒 ≈ 𝟑 𝒎𝒐𝒏𝒕𝒉𝒔
𝟗, 𝟐𝟏𝟔. 𝟎𝟎

Alternative No. 2

Replacement of Tables

In order to increase the space available inside the production area, the researchers proposed on
replacing the working tables (see figure 4.3) with new ones but of the same number (see figure 4.4). The
proposed tables are economical in terms of space, since unused trays could be stored under these tables. The
aspect of space utilization of a facility design includes everything from making sure that traffic lanes are wide
enough; to making certain that inventory storage warehouses or rooms utilize as much vertical space as
possible, studies show that an average of 10% in the work performance increase. (Facility Management: Life in
the Fast Lane, Cornacchia, 1994)Since the availability of space does not reach its maximum capacity, the work
performance increased is 6% only. The replacement of tables will happen on Sunday where there is no
production. The proposed tables will have a dimension of, 0.95 meter for total height, 0.60 meter height of the
base, 2 meters in length and 1 meter in width.
 30

Figure 4.3: Present working table Figure 4.4: Proposed working table

Advantage

 Increase available space inside the production area, wherein the unused trays or the
secondary ingredients could be stored underneath these tables.

Disadvantage

 Additional expense

Cost Analysis

In replacing the present tables, purchasing proposed tables with the dimensions of 2m x 1m x
0.95m and hiring 2 workers to replace it.

Table 4.3 Cost analysis for replacing the tables

Quantity Price

Stainless Steel
7 56,000.00
Working tables

Labor 2 1,000.00

Total Cost 57,000.00

 31

Benefit Analysis

Based on a study conducted about the relationship of space availability to the productivity of
the workers, the researchers found out that a total of 6% increase will occur in the sales of the
company.

Table 4.3 Benefit analysis for replacing the tables

Monthly Sales 115,200.00

With 6% increase 122,112.00

Result of 8% increase 6,912.00

Total Cost 57,000.00

No. of months before total cost made is paid:

𝟓𝟕, 𝟎𝟎𝟎. 𝟎𝟎
= 𝟖. 𝟐𝟓 ≈ 𝟗 𝒎𝒐𝒏𝒕𝒉𝒔
𝟔, 𝟗𝟏𝟐. 𝟎𝟎

Alternative No. 3

Widening the space inside the Production Area

The efficiency of production depends on how well the various machines; production facilities and
employees amenities are located in a plant. Only the properly laid out plant can ensure the smooth and rapid
movement of material, from the raw material to the end product. (Improving Employee and Manpower
Productivity by Plant Layout Improvement Abhishek, Rajbir, Harwinder, 2014) The researchers suggest moving
the flour from the production area (see figure 4.5) to the storage room (see figure 4.6), creating a division from
the ingredients used in specialty breads. Also disposing the broken down machine from the area, this consumed
space as well. (see figure 4.7)The aspect of space utilization of a facility design includes everything from making
sure that traffic lanes are wide enough; to making certain that inventory storage warehouses or rooms utilize as
much vertical space as possible, studies show that an average of 10% in the work performance increase.
(Facility Management: Life in the Fast Lane, Cornacchia, 1994)The researchers also proposes having at least 3
stainless steel working table (see figure 4.4) to maximize space availability, wherein secondary ingredients are
place. A proposed layout is prepared by the researchers. (see figure 4.8)
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Figure 4.5 Flour in Production Area Figure 4.6 Storage Room

Figure 4.7 Malfunctioning Machine

The figures shown above are contributors to the unorganized production area that causes the
prolonged production of small sioapao at Enlins Bakeshop.
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Scale: 1m=100cm

Figure 4.8 Proposed Plant Layout

 34

Advantages
 Smoother flow of production
 More convenient for the workers because the space is improved.
 The backtracks while working will be lessen

Disadvantage
 Additional expense
Cost Analysis
In widening the space inside the production area, purchasing 3 proposed tables, creating a
division inside the storage area with marine plywood and hiring 4 workers to apply it.

Table 4.4 Cost analysis for widening the space inside the production area

Quantity Price

Marine Plywood 4 720.00

Lumber 2x2x8 5 575.00

Nails 1 205.00

Labor 4 2,000.00

Stainless Steel
3 24,000.00
Working Tables

Total Cost 27,500.00

Benefit Analysis
Based on a study conducted about the relationship of space availability to the productivity of
the workers, the researchers found out that a total of 6% increase will occur in the sales of the
company.

Table 4.4 Benefit analysis for widening the space inside the production area

Monthly Sales 115,200.00

With 10% increase 126,720.00

Result of 10% increase 11,520.00

Total Cost 27,500.00

No. of months before total cost made is paid:

𝟐𝟕, 𝟓𝟎𝟎. 𝟎𝟎
= 𝟐. 𝟑𝟗 ≈ 𝟑 𝒎𝒐𝒏𝒕𝒉𝒔
𝟏𝟏, 𝟓𝟐𝟎. 𝟎𝟎
 35

Present Method Proposed Method Date : JANUARY 2017 Page 1 of 3

Operation Description: SMALL SIOPAO PRODUCTION
Present Proposed Difference
Summary No. Time No. time No. time
Operations 15 43.02 mins 15 43.02 mins 0
Transport 8 3.03mins 8 3.03mins 0 Proposed
Inspections 1 -- 1 -- -- Plant Layout
Delays 2 0.67 mins 0 -- 0.67 mins Attached
Storages 3 226.9 mins 3 226.9 mins 0
Distance
44.35 m 44.35 m
travelled
DELAYS DISTANCE TIME NO. OF
Details of Process METHOD OPERATIONS TRANSPORT INSPECTIONS STORAGES
(m) (mins) WORKERS

STORAGE
1 1
ROOM

2 TRANSPORT TROLLEY 35.1 0.9 1

3 UNLOADING 0.08 1

LOADED TO
4 0.22 1
MIXER

5 MIXING 5

TRANSFERRED
6 TO SPIRAL 0.31 0.06 1
MIXER

7 MIXING 15

TRANSFERRED 0.92 0.11 1

8
TO ROLLER

9 ROLLER 4.77 1

Figure 4.2 Proposed Process Chart for the Production of Small Siopao
 36

Present Method Proposed Method Date : JANUARY 2017 Page 2 of 3

Operation Description: SMALL SIOPAO PRODUCTION
Present Proposed Difference
Summary No. Time No. time No. time
Operations 15 43.02 mins 15 43.02 mins Proposed
Transport 8 3.03mins 8 3.03mins Plant Layout
Inspections 1 -- 1 -- Attached
delays 2 0.67 mins 0 --
Storages 3 226.9 mins 3 226.9 mins
Distance
44.35 m 44.35 m
travelled
DELAYS DISTANCE TIME NO. OF
Details of Process METHOD OPERATIONS TRANSPORT INSPECTIONS STORAGES
WORKERS
(m) (mins)

TRANSFERRED 0.03 1
10
TO TABLE

11 KNEADING 0.01 1

12 CUTTING 0.01 1

13 WEIGHING 0.03 1

ADDITION OF 0.02 1
14
FILLINGS

15 MOLDING 0.10 4

PREPARING 0.05 1
16
TRAYS

17 TRAYING
0.44 1

TRANSFERRED
18 TO PROOFING 2.56 0.88 1
AREA

19 DOUGH RISING 180

Figure 4.2 Proposed Process Chart for the Production of Small Siopao (continuation)
 37

Present Method Proposed Method Date : JANUARY 2017 Page 3 of 3

Operation Description: SMALL SIOPAO PRODUCTION
Present Proposed Difference
Summary No. Time No. time No. time
Operations 15 43.02mins 15 43.02 mins Proposed Plant
Transport 8 3.03mins 8 3.03mins Layout
Inspections 1 -- 1 -- Attached
delays 2 0.67 mins 0 --
Storages 226.9
3 3 226.9 mins
mins
Distance
44.35 m 44.35 m
travelled
DELAYS DISTANCE TIME NO. OF
Details of Process METHOD OPERATIONS TRANSPORT INSPECTIONS STORAGES
WORKERS
(m) (mins)

TRANSFER TO 0.90 0.8 1

20
OVEN

21 COOKING 15

22 TRANSFER TO 1.15 1
TRAYS

23 TRANSFER TO 3.61 0.9 1

COOL

24 COOLING 46.9

25 TRANSFER 0.95 0.25 1

QUALITY 2
26 CHECK

PACKAGING 0.24 2
27

Figure 4.2 Proposed Process Chart for the Production of Small Siopao (continuation)
 38

Recommendation

Table 4.2: Cost and Benefit Analysis per alternative

Result of increase to Benefit will be

Cost Analysis
sales experienced after
Alternative No. 1 21,583.35 9,216.00 3 months

Alternative No. 2 57,000.00 6,912.00 9 months

Alternative No. 3 27,500.00 11,520.00 3 months

.The researchers recommend alternative no. 3 which is, widening the production area. By relocating the
flour that occupies a lot of space that could be allotted for trays, replacing tables with stainless steel ones which
would provide additional location for unused trays because of the second layer underneath it and removing the
unused machine that would promote wider spaces. While rearranging the tables would make the flow of the
process simpler and convenient since there would be wide spaces that would prevent cross-tracking. And the u-
shape flow will prevent the back-tracking among the workers. Among other alternatives, this gives smaller cost
and larger benefit compared to other alternatives stated.

Justification

This study is conducted to discover problems with relation to the flow of production of small siopao at
Enlins Bakeshop, through observation and data gathering, the researchers found out that the production of
siopao undergo long time production which is caused by, workers’ performance and the availability of space in
the production area. Through analysis, based on alternatives stated, widening the space inside the production
area gives the largest benefit, and would contribute to shorten the prolonged production time of small siopao by
reducing the trays scattered that blocks the pathway causing cross-tracks and delays.