Internship Report

Internship report-najieyuyaan2010-

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1. INTRODUCTION

1.1. Overview

The main of objective of Industrial Training is to expose to actual working

environment whereby students will encounter new problems and challenges. I have

been done my industrial training at Brady Technology Sdn Bhd (Brady Penang)

which is located in Bayan Lepas, Pulau Pinang. I have been assigned to the

engineering department under the watchful eyes of Mr. Lee Say Moon and Mr. Gee

Joh Peng as my supervisors. At Brady Penang, I have been exposed to the real

working environment related to mechanical engineering as well as manufacturing

engineering. Throughout this period, I have acquired invaluable technical skills and

knowledge with my involvement in some of the projects that Brady Penang currently

working on.

1.2. Company History

Brady Technology Sdn Bhd is a manufacturer marketer of identification

solutions and specialty materials that help customers increase safety, security,

productivity and performance. It is a subsidiary of Brady Corporation which is a

NYSE listed American multinational company headquartered in Milwaukee,

Wisconsin, recognized as a global leader in engineered film and solution

development for many industries including high performance labels, printing

systems and highly engineered components for most sectors of the consumer

electronics industry. Brady was founded in 1914 in Eau Claire, Wisconsin, as W.H.

Brady Co., and renamed Brady Corporation in 1998. The company began selling

products internationally in 1947. Movement into foreign countries continued in 2000

and 2001 as Brady purchased companies in Australia and Germany. Brady first

opened a sales office in Penang in 1998, and a new manufacturing facility was

established in Penang, Malaysia, in 2002. This facility is known as Brady

Technology Sdn Bhd. It began manufacturing and operating in 2003. The company

currently employs about 145 people in Penang. Brady Technology Sdn Bhd was

established to expand Brady's manufacturing presence in the Asia/Pacific region and

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provide a greater level of support to Brady's growing customer base in the region.

Brady Technology Sdn Bhd has expand includes opening of a new 50,000 square-

foot facility in the Bayan Lepas Free Industrial Zone in Penang, Malaysia. The new

Penang facility houses manufacturing of high-performance labels and die-cut

materials, as well as engineering and assembly of portable printers and cartridges for

the Asian, European and United State markets.

In addition, Brady Corporation with tagline “When performance matters most” is

recognized as the world leader in delivering innovative solutions for safety and

facility, wire and cable identification supporting the broader industrial sector. Brady

is a truly global company with more than 9000 employees and operations in 26

countries. With vision to be the market leader in all the business in order to achieve

sustainable growth and profitability, it strives to perform as well for its investors as it

does for its customers.

1.3. Structural of Main Activity

The main activity involve in Brady Penang were producing;

Facility identification, safety and complimentary products which help companies

comply with safety regulations, safety signs, pipe and valves markers, and lock-

out/tag-out devices.

Printers and software for safety and facility identification and educations and

presentation markets.

High performance identification, including labels and signs that remain legible

and highly adhesive even in harsh environments such as extreme temperatures,

abrasion or chemical exposure products.

Wire identifications including labeling materials and tools for wire and cable

marking in the electrical and telecommunication markets.

Precision die cut parts, including custom die cut and slit materials for use in

cellular phones, pagers, computer disk drives, and automotive electronics

components.

Brady Penang also involves in 5S implementation, lean manufacturing and

continuous improvement projects. Lean manufacturing projects that Brady Penang

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that currently working on was pull kanban system, kaizen, total productive

maintenance, visual managements and value stream mapping

1.4. Objectives of Practical Training

1. To expose students to actual working culture and industrial practice.

2. To allow students to extend their theoretical knowledge into practice.

3. To motivate students to practice the right working attitudes and

professionalism to increase their employability potential.

4. To provide student with basic skills of technical staff.

5. To enhance student with application skills of engineers and management.

6. To expose students to safe practices and regulations in the industry.

7. To instil the qualities of integrity, responsibility and self-confidence.

8. To instil spirit of teamwork and good relationship between student and staffs.

9. To facilitate students to potential employers.

10. To assess student ability and competency in their preparation to join the

workforce upon completion of their studies in UITM.

1.5. Scope of Training

During my industrial training, I have been exposed to manufacturing and production

process. The main scopes of my industrial training are:

1. Assist engineer in improving the productivity of back end process.

2. Involve in total productive maintenance project.

3. Involve in test paper development project.

4. Involve in continuous improvement project.

5. Assist engineer in time study and collect machine set up data.

6. Assist engineer in provide documentation for 5S.

7. Involve in pull kanban system project.

8. Learn to operate laser machine and produce sample part

9. Improve skills in design and AutoCAD.

10. Examine parts sample by using Micro-Vu 2D Measuring machine.

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2. INDUSTRIAL ENVIROMENT

Starting from the time when I first went in on my reporting day until I complete

15 weeks of my industrial training, I felt Brady Penang is the organization where

employees can feel maximum satisfaction in reference to the environment. Brady

Penang provides better workplace and essential facilities to the employees in order to

offer the most ideal environment to all employees. Brady Penang has enhanced their

work area as well as employees productivity with the implementation of 5S concept.

The training enables me to experience the real industry workplace environment and

working process under the company integrated business complex. From the direct

involvement I am now able to familiarize and have the clear idea about the real

working world that I will enter after my graduation.

2.1. Adaptation and Adjustment to Industry

On my very first day at Brady Penang, I can felt my nervousness and worries.

I reported for my internship to Human Resource Supervisor, Miss Koay Guat

Lay which becomes the first employee I built up my impression here. Soon after

several procedures, I met my supervisor, Mr. Lee Saymoon. I was placed in

engineering office. At that time, I can tell that my level of tense and uneasy

increase when I found that I will be surrounded by engineers and senior staffs

during my training. However, thanks to their kindness and friendly attitude, I

would not feel the difference. On first day, my supervisor took me to the

production line and explained about the production and activity in this company.

He also explained about certain tasks and project that I will carried on my

training. At that time, I am really worries and anxious. It’s took me a week to

cope with my environment and training scope. During my placement I had the

practical work experience under professional supervision. My supervisor treated

me as his real assistant. I was capable to contribute my ideas and insights in his

works. At the same time, he provided me with productive and stimulating

learning environment. I try to apply what I have learned in the lecture class to

actual work setting.

Although I was assigned at Engineering Department, my jobs sometimes

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required me to move to production department, warehouse and other parts of

organizations. Hence, I got plenty of chance to meet a lot of employees here and

developed good relationship with them. The training has improved my ability in

interacting with others people such as peers and superior. It is fun to deal with

this people, especially when they were willing to help and explain to me about

thing that I didn’t understand. My tasks and projects during internship involved

interaction and communication with superior, others co-workers and operators. I

need to exchange words with them in order to obtained data and information for

my tasks. At Brady Penang, most of the employees are Chinese and Malay. I

used Malay language to interact with them because their level of understanding

in English is quite low. As a result, I am able to obtain necessary information for

my projects. In spite of that, I also communicate in English with other engineers

and professional staffs. The enforcement of English language in the working

environment has improved both my spoken and written in English. After a few

weeks, I am able to create good relationship with others workers. They treated

me really well as I am a part of them and not as a trainee student. We are able to

communicate effectively and chat sometimes. From my view, the workers here

are really friendly and nice to each others as well as create a good environment to

enjoy my training here. During the training period I always try to be nice to

everyone around me. However sometime how we behave, interact or

communicate may not be liked or misunderstood by some people. This

misunderstanding can create conflict and affect our training quality. Sometime

the conflict are not cause by us, but were trapped between the already exist

conflict among the company workers. To face with this situation I always try to

be neutral without defending or be a part of any side.

The environment at Brady Penang is obviously different from the university

surroundings. To adjust with multilevel of workers at Brady Penang, I spent

some of my times to chat with them about their personal live and activity. From

that, I able to know about them deeply and treated them differ from each others

base on their personality. I also learned more about company and employees

rules and regulations. My status as internship student doesn’t give me advantages

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to handle company rules carelessly and sloppily. I had to follow all rules during

my training period. At here, I had to punch my card as the other workers. So, I

have to be punctual and well concern about my time. I also had to follow dress

code stated by company. Luckily, at here we can wear casual clothes rather than

formal suit although we stay in office. Getting to know what its like to work in

the real industry have taught me how to conduct myself properly in an industrial

environment. I am able to improve my time management, more punctual in work

and meeting report deadline. I also leaned how to wear appropriate attire to work

and manage my appearance well. Although I don’t have opportunities to lead any

working group throughout the training, however I am able to gain some useful

leadership insight by observing how some of the company superiors lead their

subordinate. From my observation, most of the company superiors applied

autocracy, coherent and straight style of leadership.

Brady Penang has implemented 5S concept at its facility and working

environment. The goal of 5S is to create and maintain workplace organization,

improve productivity, enable visual management and provide the foundation for

implementing other Lean tools. Each employee at this company must follow the

rules of 5S during their working hours. As a trainee, I also implement 5S concept

in my jobs. With the concepts of 5S, I able to manage my working area tidy and

well organize. Thus, it makes me more comfortable to complete my tasks and

improve my productivity. In addition, this concept taught me to be more

organizing and take good care with my jobs and surroundings.

2.2. Practice of Occupational Safety and Health Environment

Brady Penang is very concern about safety and health at the organization and

during working hours. Brady had developed a program for facilities, safety and

environment. The program consists of a Global Policy Manual, Global

Engineering Standards, and a site program scoring tool known as the Critical

Program Elements Checklist (CPE). Brady has established these standards

defining the minimum practices to control risk, employee injury, reduce waste

and reduce cost globally. Brady Penang has a contact and a health and safety

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committee. This committee is responsible about environment and safety plan,

procedures and emergency action plan that are appropriate at the company. Each

employee will be receiving training regarding to the programs plans and

procedures appropriate to their job functions. They will also be required to

comply with all procedure and plans relevance to the facility and job functions.

Safety and health environmental goals generally are about fire safety, evacuation

plan, injuries and accidents, hazard management and electrical equipment.

Brady Penang also has rules on clothing and personal protective equipment

especially at production and warehouse. Personal protective equipments such as

safety glasses, safety shoes and safety jackets must be worn at all designated area

and all appropriate site safety policies must be followed. For machine operators,

it is compulsory for them to wear a safety boots while for others employees, they

have to wear safety sandals when be at production department.

Picture 2.2.1: Safety Sandal

For machine operator, the also must undergoes certain training before able to run

machines at converting line. The reason is to prevent injuries and improve

productivity of the operators. There are different rules and conditions to operate

machines. All machine operators ought to obey the rules and never trying to go

beyond the rules.

Besides, Brady Penang also develops the safety and health committee among

the employees. The objectives of this committee are to train all employees about

the practices of safety and health environment at company and prevent any

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injuries or accidents to occur. This committee also involve in fire fighting

system. It has responsible to give the employees enough information about fire

fighting and some training. Brady Penang also implements ABL intelligent

system. This system is use for monitoring fire system at the organization. This

system helps the company to manage the fire system more productive and

efficient.

Brady Penang also has a standard system to manage hazardous and harmful

chemical at the facility to avoid any injuries. All chemicals must be kept in fire

proof cabinet and storage. Cap of the chemical container must be properly closed

and covered to avoid leakage and generating chemical fumes.

Picture 2.2.2: Container cap must be closed

Picture 2.2.3: Chemical container

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Chemical container must be labeled clearly and correctly. Chemical waste

bin must be labeled according to the type of waste. Cap of the container must be

properly closed to prevent generating chemical fumes and to minimize the

storage of schedule waste in the chemical room to prevent generating

chemical fumes.

Picture 2.2.4: Chemical Bin

Picture 2.2.5: Label the chemical bin

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3. INDUSTRIAL EXPERIENCE

My position as an internship employee in the Engineering Department involved a

variety of test-related tasks in continuous improvement process, lean manufacturing,

and technical staff skill optimization with exposure to production process as well as

the business side of an engineering role. More specifically, continuous improvement

process involves coming up with solutions to improve productivity, minimize rejects

and reduce inspection time. Throughout the whole weeks of my industrial training, I

have experience real industrial working condition which developed and improved

my functional and soft skills in several aspects.

On my first day, I began with a tour at production department. I was given

explanations by the technician about production department and main activity at

Brady Penang. He also explained to me about each line at production department.

Instead of that, I also have been taken to warehouse to learn about some activities at

that area. My first week at Brady Penang was spent by learning a lot of new things

and about company facilities, products, process and others. I spent my time to be

familiar with materials used in production, the machines and processes as well as the

organization. The jobs and assignment that I carried out during my industrial training

will be described below;

3.1. Material Study

During my first week of industrial training, I spent most of time to study and

learn about materials that used during production at Brady Penang. This

company involve in production of die cutting products and labels. Type of

material usually used in the production is liner, adhesive, foam, film, mesh, felt,

poron and so on. The materials used usually bought from vendor in log roll

shape. Those material will undergoes slitting process at warehouse depending on

the customer order before sending to production line. These materials will be

used during production process for die cut parts, label products and silk screen

parts. The material also uses during to produce sample for part ordered by the

customers. Types of materials used at Brady Penang can be summarizing as

below;

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NO MATERIAL DESCRIPTION

1 Liner

At least one side has silicon

The silicon surface cannot be written by pen

Usually the sticker is easy to tear out on silicon

side

Can be any colors

Use to paste/carry the adhesive material

after/during process.

Paper or PET types

2 Adhesive

Adhesive on both sides

PET type: cannot be deformed

Unsupported type: similar to double side tape

Tissue type: the tape can be tear

Foam type: surface of foam is adhesive

Act as double side tape and apply to other

materials to make them adhesive

Silicon adhesive: can paste on silicon liner

tightly

Acrylic adhesive: cannot paste on liner

Pressure sensitive adhesive: easy to paste with

small pressure

3Label stock

(face stock)

Sticker with or without printing

Has one side with adhesive

Surface will be the main concern

Material type: vinyl, PET, paper, polyamide

Use as label printing materials

4 Poron Usually is black in color

Fine surface

More compact compare to foam

Used in mobile phone as outer seal

Can be used as separator within two layer of

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materials

Use in critical parts of electronic devices

5 Slug puller

Similar with office used loytape

One surface is adhesive

Polyester material

Types tackiness: low, medium and high

Use to pull slug from the parts

To separate finish good and scraps during the

process

6 Protective film

Transparent membrane

Usually is PE based that can be deformed

Apply for screen protection

Has deformable characteristic compare to slug

puller

7 Mesh

Is a fine net/cloth

Variety of types

Used for speaker protection and in mobile

phone

Sometimes already laminate with adhesive

8 Foam

Like a sponge and sometime look similar with

poron

The surface is rough and it is softer

Different in thickness and hardness

Various type of materials and colors

Use as a damper in electronic devices

Usually for non critical parts

9 Film

Transparent tape

No adhesive

Material: PET or Kapton

Used as a washer, shim or insulator

Can be written by marker pen on both sides

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10 Felt

Fabric type

Usually used in walkie-talkie

Also being used in the speaker.

11Thermal Interface

Material

The material used between heat sink and heat

body

Complaint, sufficiently inductive and prevent

inert

Enable to heat travel from the device through a

thermally conductive path to the heat sink

Reduce the contact resistance between the

surfaces of the heat source and the heat sink

3.2. Time Study of Slitting Process

The first task that I have to handle during my training is time study of slitting

process. This task required me to go to warehouse. I conduct this assignment for

duration of two weeks. The objective of time study is to gather data and record

time taken during slitting process of log materials. This job is assignment by Mr.

Lee Yeong Liang, the senior process engineer at my department. Slitting process

is a process to cut log material to small and desire size. My jobs is to record the

time taken for loading material into slitting machine, time for setup the machine,

and time taken by machine to slit the rolls. Beside that, I also had to measure the

outer diameter and slit width of the materials. The machine that used during

slitting process is ALS machine. This machine is operated by Mr. Erman, the

machine operator at warehouse. During this task, I had to communicate with Mr.

Erman in order to obtained information about the material type and descriptions.

He also explained to me about the slitting process and how to handle the ALS

machine. Usually the materials will be slit after receiving the work order from

planner.

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Picture 3.1.1: ALS Machine

The log rolls material will not be slit every time. So, while handle this jobs, I also

had to cooperate with Miss Aishah. She gave me a called every 10 minutes

before they started to slit the log material. So, I don’t have to wait at warehouse

for entire day as I still have other works to do. This job teaches me to be

cooperative with other employees in order to complete a job successfully and

learn to manage my times carefully.

Picture 3.1.2: Warehouse slitting area

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3.3. RDC-M7 Machine Data Update

During my first month of industrial training, I was assigned to update setup

data for RDC-M7 machine at die-cutting line. The machine was operated by Mr.

Safuan. I have to communicate with him in order to get my data about the

machines. He is very nice person and volunteered to teach me more about the

machine. My job is quite easy for this task. All I have to do to bring up to date

the setup data for products that M7 machine runs everyday. M7 machine is most

important machine at die-cutting line. This machine was used to produce a lot of

die cut parts ordered from customers. The machine produces different parts

everyday. So, each day, the responsible machine operator has to set up the

machine following the schedule obtained from planner. My job is to fill up the

setup time, setup length and speed the machine required to run each parts. Since

the data was already recorded by the operators, I don’t have to do time study to

get the setup time from this machine. I only took the data from machine operator

everyday to update my information. This task gives me opportunities to learn

more about RDC-M7 machine. The machine operator has taught me how to setup

the machine before production run. Although I am not able to setup the machine

by myself, I am glad they sincerely taught me about the machine as I able to

improve my knowledge about the production process.

Picture 3.3.1: M7 machine after setup operation

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3.4. Inspection Process

During my internship period, I also experienced to do inspection for one of

die cut product produce by Brady Penang. However, I only did inspection

process for two days. The other trainees and I had to do some inspection after

being requested by Mr. Gee Joh Peng, the production supervisor. The main

reason for me to do this job is due to urgent shipment to Thailand and short of

inspection operators for this part. After did some inspection, I finally realize that

is quite difficult to check the defects from the parts. As inexperienced person, I

took long time to finish inspect a roll compared to the experienced operator.

Although I felt that doing some inspection process is not related to mechanical

engineering, I glad I got chance to come across with this job. I am able to

enhance my knowledge about defects that occur during production run of this

part. I also learn more about defects criteria of certain parts and their

implications to the products and production flow.

Picture 3.4.1: Parts I had to inspect

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3.5. WD Improvement Projects

I was assigned to involve in an improvement project of Western Digital 1mm

Gasket foam products (WD 1mm). I handled this job under my supervisor.

Through this project, I got chance to learn more about lean manufacturing tools

that applied in production floor. This task required me to improve the

productivity at WD 1mm assembly area. During this project, I obtained some

help for the operators and technicians. At first, I had to learn about defects

criteria that always found from the parts. I borrowed sample rejects file from the

production to help in my study. I also asked the operator to get more information

and data about the defects. After that, I use the lean manufacturing tools to

analyze the data. After analyze the defects, I did time study at assembly area. My

objective is to create a standard work for WD 1mm assembly process. It took me

about one month to complete this task. I spend most of my time at assembly area

to do some observation and study about the process flow. At last, I am able to

come with a solution even though it only slightly improves the productivity.

Picture 3.4.1: WD Assembly Area

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Picture 3.4.2: Sample of Reject

3.5. Total Productive Maintenance Project

I also was assigned a project by Mr. Gee Joh Peng, the from production

department. This time I involve in total productive maintenance project. Total

productive maintainace is an approach to maximize the effectiveness of the

plant’s equipments in the area of uptime, speed and quality. My task in this

project is to produce the checksheet for each machine at production area. I was

helped by Mr. Jamil, the specialist technician and Mr. Supian, the silkscreen

supervisor. I required about 2 weeks to complete the checksheet and 2 weeks to

get approval from management. In this project, I had to develop an effective

worksheet for daily maintenance of each machine. Firstly, I had to take picture

from each machine and the machine parts that must undergo maintenance

process everyday. Then, I created the worksheet for each machine. I got some

reference from Brady Thailand maintainace checksheet. However, the sheet is in

Thailand language and I had to translate the document first. Thus, I am able to

complete this task successfully and praised by my supervisor.

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Picture 3.5.1: Sample TPM documentation

3.6. 5S Standard Documentation

Besides some projects at production area, I also involved in documentation

process. This time, I have to provide a standard for 5S implementation at the

company. The goal of 5S is to create and maintain workplace organization,

improve productivity, enable visual management, and provide the foundation for

implementing other lean tools. The benefits of 5S standard are:

1. Reduce number of injuries and lost times accidents.

2. Reduce the number of using incorrect parts or tools and remove variability in

processes.

3. Eliminate wasted motion and time traveling and looking for tools and

materials.

4. Provide visual controls that rapidly identify abnormalities in the process for

which action can be taken

5. Build essential disciplines within workforce to embrace lean culture

The main components of 5S are to define what is necessary and unnecessary,

organize the necessary items so that they can be used and returned easily,

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cleaning floors, equipments in all areas of the facility, maintaining and

improving the standards and achieving the discipline or habit of properly

maintaining the correct 5S procedures. In this assignment, I followed the sample

document of 5S standard from Brady Thailand. The document that I got was

using Thailand language and I had to translate the document first. After that, I

borrowed camera from engineer department and took picture for 5S standard.

Before I taking the picture, there are some procedure that I should apply. First of

all, I decided the area that I will apply the 5S procedure. After that, I

distinguished between necessary and unnecessary item at the respective area. I

decided where all items should be so that organization is easy to understand.

Then I choose proper storage methods that minimize the inventory and promote

visual management. I visually indicated locations, so items in use can be returned

and missing items can easily identify. Afterward, I took picture of each area and

equipments. Next; I provided the document of 5S standard for this company. I

only took a week complete my job since I just followed the sample document

that I got earlier and it is not difficult to organize the area.

Picture 3.6.1: Pantry room that implements 5S procedure

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Picture 3.6.2: Standard filling system

Picture 3.6.3: An organize work area

Picture 3.6.4: Visual display for 5S

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3.7. Label Products Assembly Flow Improvements

In addition, my main activity at production area was the project for label

products assembly flow improvements. I took about two months to carry this

project. This project required me to have knowledge about assembly area and

label product that manufacture by this company. I also had to learn about the

process, flow and defects that encounter during inspection process. I spent most

of my time doing some observation and study at the assembly area. I applied

most of lean manufacturing tools that I learn at university while handle this

project.

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3.7.1: Example of label products

3.8. Test Paper Developments

I had to develop the test paper about assembly area. This test paper was

developed in order to examine and analysis the operator skills and knowledge on

assembly area. The main problem while handle this project is my lack of

knowledge on assembly area. So, it becomes difficult for me to develop the

question for the test paper. I did some reference from previous documents and

files about the process and flow on assembly area. After 2 weeks, I able to

complete my tasks.

3.9. Design and AutoCAD

I not really involve in design during my industrial training period. However, I

got a chance to learn about AutoCAD. I was provided about a week to obtain and

improve my skill in AutoCAD as well as design. During this learning, I was

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given the hardcopy of customer part drawing. My work is to redesign each part.

At first, I took the opportunity to learn about the basic in AutoCAD. After

mastering some basic skills, I tried to redesign the drawing examples that I got

from my supervisor. He also taught me how to use this software.

3.10. Laser Machine

During my industrial training, I was given an opportunity to learn about laser

machine. At Brady Penang, laser machine is used to produce sample parts of

each order. Laser machine also was used to produced small volume of parts that

ordered by customer. I was taught by Mr. Zulhelmi, the technician leader how to

operate the machine and produce a sample parts. The most important parameters

that must be concerned when operate this machine are the machine speed and

power. The power and speed will be setup depending on the material used and

type of cuts required. Laser machine can produce kiss cut and through cut. In my

opinion, this machine is easy to handle but is hard to produce a sample of parts

using laser machine. It required a lot of experiences and knowledge about the

materials and parts before set the parameters.

Laser cutters work by focusing a beam of light, or laser, on a pinpointed site

on an object in order to slice through it rather than using a solid object, like a

blade, to slice through the material. A computer system with vector graphical

software, AutoCAD is also necessary. Instructions are communicated to the laser

cutter via the software which deciphers design geometry to numerical CNC

machine code. A laser can also take input from drawings developed with the aid

of computer-aided design (CAD) software. The configurations of the machine

are characterized based on the way the laser beam will come in contact with the

material that will be cut. There are three main setups that act on two axes, the X

and the Y. The first configuration is referred to as moving material. In this setup,

the object that will be sliced is put beneath the cutter head. The second

configuration is the hybrid laser. The table and the cutter head move in opposite

axes, giving the best stability of the beam's pathway. The third configuration is

referred to as the flying optic configuration, where the cutting head is the part of

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the machine that is in motion. The object being cut is static and this type of

configuration produces very clean work. Its speed is also the quickest among the

three configurations. The flying optic system also does not require clamping

down the material being cut, aiding in the speed of the workflow. Loading and

unloading can take up valuable production time but the speed of cutting with a

laser should make up for this time. Not having to clamp down the materials to be

cut in some instances also saves time. Also take into account whether workers

will have to keep turning the laser cutter on and off or can keep it on

continuously. Workers may have to turn off the power to take materials out of

the machine and temporarily stop cutting. With the costs invested in laser cutting

machines, sufficient upkeep can ensure that they operate optimally and safely. If

the machine is not running optimally, bad cuts can be made. Process control such

as checking cutting nozzles, lenses and other optics should be conducted

regularly. Conducting frequent inspections on alignment can prevent many future

problems. Sources of air can affect focal lenses of the laser cutter. Lens clarity is

extremely important. Operators can look at a focal lens and tell if it is dirty as

well as by checking it with a polarizer. Another option is to replace a lens or

clean it with fine tissue and alcohol. Laser optical components are in the category

of consumables. Maintenance of chiller units is also important. They should be

run before using the laser cutter. A laser cutter will not be as fast if it has not

been maintained. Replaceable parts should also be kept available if they are

needed. Exhaust systems also need to be maintained. Laser cutter training should

include hands-on and classroom training. It should include basic usage of the

laser cutter such as how to start and shut down the machine, operation and

programming of the machine, upkeep and maintenance as well as safety. Other

training involves how to create drawings and load them into the laser machine,

scaling, and rotation. File usage and code as well as use of databases and laser

tables and metrics need to be learned. CAD and computers need to be

comprehended to use a laser cutter. One should understand how to measure

thicknesses of materials in relation to whether the machine can handle cutting

them. A user should also be able to read blueprints. Users need to be educated in

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quality control and geometric tolerance to know the how precise the laser cutter

can get. This machine is really challenged my minds and skills. After three days

learning and producing part sample, I had to take a laser test. My task for this test

is to make a sample part using laser machine that will be accepted by quality

assurance department. The parts that I must produce consist of five layers, two

different type of cuts and three different of materials. After two trials, I am able

to make an acceptable part for this sample.

Picture 3.10.1: The design of part sample

Picture 3.10.2: The five layer of materials

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3.11. Micro-Vu 2D Measuring Machine

Micro-Vu 2D measuring machine is use to determine and check the

measurements of parts that produce from die cutting machines. Through my

industrial training period, I was given the opportunity to operate this machine.

This machine was located at QA equipment room. I use this machine to indicate

the radius and diameter for parts produce by M7 machines. My job is to measure

about 300 parts per roll. This task seems really simple but it took me a whole day

to measure a roll. The most important thing I have to consider when using this

machine is I must be precise and accurate.

3.12. Pull Kanban System

The last project that I involved during my training period was pull kanban

system projects. The team project consists of my supervisor as a leader, person

from production, planner, warehouse and customer services. My job is to assist

them through the whole project. This project is to develop and implement pull

kanban system for western digital 3.45mm products. During this project, I got

chance to join the meeting and got some experience how the industrial meeting

was conducted. I assisted my supervisor to create a flow and visual simulation

for pull kanban system. Then, I developed the kanban board for this system. This

job is really difficult since the project involve production and engineering

department, as well as warehouse, planner, and customer services. I had to

collect some information from each department to complete my tasks. I also had

to do some study about kanban and value stream mapping system. I glad that my

supervisor helped and taught me to complete my assignment for this projects.

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4. INDUSTRIAL PROJECTS

4.1. WD 1mm Improvements Process

One of the main projects that I involve during my industrial training period is

WD 1mm Improvements Process. This project is about to making improvements

for WD 1mm gasket foam production process flow. The main objectives are:

1. to improve productivity of process flow

2. to reduce manufacturing time and cost

3. to improve work flow efficiency

4. improve profit margin for the products

The manufacturing process starts from slitting process at warehouse. The log raw

materials were slitted into desired size of stated in work order. The materials

required in this manufacturing these products are foam, adhesive, liner and slug

puller. After slitting process, the raw materials will be sent to die cutting line.

The parts will undergo die cut process at RDC M7 machine. Next, the parts will

be deslugged before inspection process. After inspection process, WD 1mm

gasket foam part will be sent to Quality Assurance department for QA inspection

before packaging. However, I only involve in process improvements at

inspection line. Before making improvements or coming with some solutions, I

must identify the problems occur at inspection line first. I did some observation

at inspection line to gather some view and data about the process. Then, I used

5why analysis to identify the problems and root causes. 5 Whys Analysis is a

problem solving technique that allows you to get at the root cause of a problem

fairly quickly. It was made popular as part of the Toyota Production System

(1970's). Application of the strategy involves taking any problem and asking

"Why - what caused this problem?”. By repeatedly asking the question "Why"

(five is a good rule), it is possible to peel away the layers of symptoms to identify

the root cause of a problem. Very often the first reason for a problem will lead to

another question and then to another. The benefits of the 5 Whys analysis are;

* Help identify the root cause of a problem.

* Determine the relationship between different root causes of a problem.

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* One of the simplest tools; easy to complete without statistical analysis

To complete the analysis, first of all, I write down the specific problem. Writing

the issue helps me formalize the problem and describe it completely. Then I

asked why the problem happens and write the answer down below the problem. I

repeated asking why until I come to the root causes of the problems. After did

certain analysis, I finalize the major problems that occur during inspection

process. The problems are:

1. The operators has lack of experience and skills

2. The operators don’t follow the standard work

3. The process flow consists of waste motion

4. The parts have a lot of defects.

To overcome all this problems, I had to do some study and research at production

line. I study about criteria and categories of rejects that found from the parts. The

criteria of rejects that occur are misalignment, tearing liner, wrong thickness, tear

part, uncut, hole and scratch. I gather some data about the rejects rate and

analyze them. Then, I did pareto analysis about the defects. Pareto analysis is a

very simple technique that helps you to choose the most effective changes to

make. It uses the Pareto principle – the idea that by doing 20% of work you can

generate 80% of the advantage of doing the entire job. Pareto analysis is a formal

technique for finding the changes that will give the biggest benefits. It is useful

where many possible courses of action are competing for attention. Seven steps

to identifying the important causes using Pareto Analysis:

1. Form a table listing the causes and their frequency as a percentage.

2. Arrange the rows in the decreasing order of importance of the causes, i.e. the

most important cause first.

3. Add a cumulative percentage column to the table.

4. Plot with causes on x-axis and cumulative percentage on y-axis.

5. Join the above points to form a curve.

6. Plot (on the same graph) a bar graph with causes on x-axis and percent

frequency on y-axis.

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7. Draw a line at 80% on y-axis parallel to x-axis. Then drop the line at the

point of intersection with the curve on x-axis. This point on the x-axis

separates the important causes on the left and less important causes on the

right.

PARETO ANALYSIS FOR DEFECT RATE IN WD 1MM GASKET FOAM

NO DEFECT # OF DEFECT

CUMULATIVE FREQUENCY

CUMULATIVE %

1MISALIGNMEN

T 1344 1344 41.772 THICKNESS 724 2068 64.26

3TEARING

LINER 531 2599 80.76

4TEARING

FOAM 373 2972 92.365 UNCUT 145 3117 96.866 HOLE 82 3199 99.417 SCRATCH 19 3218 100.00

Pareto Analysis

0

200

400

600

800

1000

1200

1400

1600

MISALIGNMENT THICKNESS TEARING LINERTEARING FOAM UNCUT HOLE SCRATCH

Type of Defects

# o

f D

efec

ts

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

100.00

Cu

mu

lati

ve %

# OF DEFECT

CUMULATIVE %

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This is a Pareto diagram using sample data showing the relative frequency of

number of defects for WD products. It enables me to see what 20% of cases are

causing 80% of the problems and where efforts should be focused to achieve the

greatest improvement. The value of the Pareto Principle for me is that it reminds

me to focus on the 20% of things that matter. Of the things I do during my

project, only 20% are really important. Those 20% produce 80% of my results. I

identify and focus on those things first, but I don't totally ignore the remaining

80% of causes.

After analyze the defects, I found most of the defects occur during

machining process. So, I follow up the problem to my supervisor as he in

charge on machining operation improvements.

NO DEFECT CAUSE

1 Missalignmet1. Poor machining process

2 Thickness1.Poor quality of raw material2. Defects from supplier

3 Tearing Liner1. Poor machining process

4 Tearing Foam1. Poor machining process

5 Uncut1. Poor machining process

6 Hole1. Poor machining process

7 Scratch1. Poor machining process

I continued my project by doing time study at inspection area. Time study is

a study of each of the steps in an operational or production procedure and the

time consumed by them, for the purpose of devising methods of increasing

efficiency or productivity of workers. The reason for me to do time study is to

develop a standard work for inspection process. In standard work, each step in

the process should be defined and must be performed repeatedly in the same

manner. Variations in the process will create quality problems requiring costly

rework or scrap. Standard Work will define the most efficient methods to

produce product using available equipment, people, and material. The Standard

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Work depicts the key process points, operator procedures, production sequence,

safety issues, and quality checks. Finally, Standard Work must identify the

amount and location of WIP inventory in the cell. Developing Standard Work is

one of the more difficult Lean disciplines. Once we start to implement flow and

pull systems the workers can get caught up in the dynamic changes and get

behind in documenting those changes. To do time study observation, I spent

about 3 days at inspection line to collect enough information and data. I recorded

the inspection process flow for each operator. I also took some picture from the

inspection process.

Picture 4.1.1: Deslug process

Picture 4.1.2: Inspection process

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Picture 4.1.3: Inspection step

Picture 4.1.4: Parts arrange in bin

From the video recorded, I collect the time taken for each motion and fill in

the time study observation form. After complete the time study observation form,

I analyze the data and calculate the average time to complete a cycle. After that, I

produce the standard work for current inspection process.

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Deslug Process Inspection

CT : 0.14 sec/pcs CT : 1.74 sec/pcs

Rate : 1000 pcs/hr Rate : 1000 pcs/hr

D/T : 57 min D/T : 31 min

From data, the current inspection process required about 1500 hours to produce

1.5million parts per month. So, the operator needed for this process is about 9

operators. Hence, I modified the current process and produce a new standard

work for inspection process. From new standard work, the time required for

inspection process is reducing to 750 hours per month. The time for inspection

process is been reduced. So, the process only needs about 4.5 operators. We can

reduce number of operators by half as well as save cost about USD 1536 per

months

In this project, I applied a lot of lean manufacturing tool that I learned in

university. So, I can improve my understanding about lean manufacturing and

process improvements. This project also let me to experience the real tasks and

problems that always occurred in industries and learn hoe to solve and overcome

the problems as well as improve the productivity. I really satisfied with the

outcome of the project since I handle it by myself.

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4.2. Total Productive Maintenance (TPM)

I also involved in total productive maintenance projects. Total Productive

Maintenance (TPM) is a maintenance program concept. Philosophically, TPM

resembles Total Quality Management (TQM) in several aspects, such as total

commitment to the program by upper level management is required, employees

must be empowered to initiate corrective action, and a long range outlook must

be accepted as TPM may take a year or more to implement and is an on-going

process. Changes in employee mind-set toward their job responsibilities must

take place as well. TPM brings maintenance into focus as a necessary and vitally

important part of the business. It is no longer regarded as a non-profit activity.

Down time for maintenance is scheduled as a part of the manufacturing day and,

in some cases, as an integral part of the manufacturing process. It is no longer

simply squeezed in whenever there is a break in material flow. The goal is to

hold emergency and unscheduled maintenance to a minimum. To begin applying

TPM concepts to plant maintenance activities, the entire work force must first be

convinced that upper level management is committed to the program. The first

step in this effort is to either hire or appoint a TPM coordinator. It is the

responsibility of the coordinator to sell the TPM concepts to the work force

through an educational program. To do a thorough job of educating and

convincing the work force that TPM is just not another "program of the month,"

will take time, perhaps a year or more.

Once the coordinator is convinced that the work force is sold on the TPM

program and that they understand it and its implications, the first study and

action teams are formed. These teams are usually made up of people who

directly have an impact on the problem being addressed. Operators, maintenance

personnel, shift supervisors, schedulers, and upper management might all be

included on a team. Each person becomes a "stakeholder" in the process and is

encouraged to do his or her best to contribute to the success of the team effort.

Usually, the TPM coordinator heads the teams until others become familiar with

the process and natural team leaders emerge. The action teams are charged with

the responsibility of pinpointing problem areas, detailing a course of corrective

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action, and initiating the corrective process. Recognizing problems and initiating

solutions may not come easily for some team members. They will not have had

experiences in other plants where they had opportunities to see how things could

be done differently. In well run TPM programs, team members often visit

cooperating plants to observe and compare TPM methods, techniques, and to

observe work in progress. This comparative process is part of an overall

measurement technique called "benchmarking" and is one of the greatest assets

of the TPM program.

The teams are encouraged to start on small problems and keep meticulous

records of their progress. Successful completion of the team's initial work is

always recognized by management. Publicity of the program and its results are

one of the secrets of making the program a success. Once the teams are familiar

with the TPM process and have experienced success with a small problem,

problems of ever increasing importance and complexity are addressed.

In this project, I was assist by two technicians which are Mr. Jamil and Mr.

Supian, both from production department. My task for this project is to produce a

daily maintenance worksheet for machines at converting line and silkscreen

room. The main objective is to implement TPM program for converting line in

order to achieve:

1. Zero defects, zero breakdown, and zero accidents in production floor

2. Involve all level of people especially machine operators in the proactive

maintenance jobs.

3. Form different teams to establish a standard operation instruction to reduce

defects and practice self-maintenance.

Benefits directly can be obtained from this project are:

1. Increase productivity & Overall equipment effectiveness (OEE)

2. Reduction in customer complaints.

3. Reduction in manufacturing costs.

4. Reduced accidents.

This project also increase and higher the level confidence among the employees,

provide a clean, neat and attractive workplace, develop cultivate team spirit

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among the cross functional team, create new concept deployment in the

production floor, sharing knowledge and experience and let machine operators

have a ownership of keep a good maintenance of his own machine.

To involve in this project, I must learn about the machine first. At converting

line there are about 10 machines and at silkscreen room there are about 7

machines. Machine that involve in this project can be describe as below:

Converting Line Machine Silkscreen Room Machine

RDC M7

Mark Andy

KC25

SINO

PRECO

ChangIK1

ChangIK2

RDC6

NEFF

SMAG

SS1

SS2

SS3

Oven

UV

Lamination

TITAN

After learning some basic information about the machines, I learned about

the maintenance procedure for each machine. I identified the causes of

contamination and hard access areas. The action taken is to eliminate the causes

and find solution on the hard access areas in order to reduce the cleaning as well

as inspection time. Then I took picture of the machines and their maintenance

parts. These pictures are used to develop the machine maintenance checksheet

for each machine. I developed standard for cleaning, lubrication and inspection.

After completing the checksheet, I had some discussion with my supervisor.

There some problems in my checksheet and not enough information. I re-edit the

checksheet and after a meeting, my checksheet got an approval and is used at

production floor.

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Picture 4.2.1: Maintenance procedure

This project gave me more information about machine maintenance.

Although I don’t involve in maintenance process, I still obtained some

experience on how to prevent machine breakdown and manage the maintenance

process and procedure. The machine maintenance worksheet on the work station

help the operators to understand how it works, what can caused it fail and the

impact on the products if it fail.

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4.3. Label Products Assembly Process Flow Improvement

Another major that involve during my internship is Label Products Assembly

Process Flow Improvements. This project is only slightly difference from my

first project about WD improvements. My objective in this project is to improve

the process flow at assembly area of label products as well reduce the inspection

time of the products. The main problems that I faced during handle this project

are this line consist too much different type of label products and low volume

products. Thus, it is hard for me to develop a standard work for each product.

After spending my time at this area, I found some major problems that faced by

operators:

1. Time consuming process when operator need to

- change core before inspection

- transfer parts from big roll to small roll

- check for orientation

- manual rewinding process

2. No standardized work for the process flow

3. No schedule for each operator.

I also did some study about the reject of label products. For this product, the part

is rejected or accepted depending on their class. Label products can be classed

into six different classes which are:

1. Class 1: part that displayed on surface which are constantly visible in the

fully assembled products and within end customer view and required the

highest visual cosmetic quality

2. Class 2: part that applied in surface that is normally not visible during the

normal use by end user.

3. Class 3: Parts that are applied on the surface that is not visible during the

normal use but only visible when the end user changing the covers, batteries

or SIM card

4. Class 4: part that are applied on the inner surface where it is not visible to

end user at the final products

5. Class 5: label use for packaging

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6. Class 6: Blank label

Besides doing the observation at assembly area, I also study about defects rate

and some documents about assembly area that I got from people in production. I

finalize the standard work flow for assembly area as below:

Take the bin from

Check:-physical part vs sample BPP-part# on core label vs part # on BPP

Put the roll on core holder

Start inspect from the left to right

-check orientation physical vs BPP-paste color sticker on the core after completed orientation checking

-check part # on BPP vs core label vs packing label are same-paste core label

-packing the roll with poly bag-paste the packing label

Put FG in the bin

Put the bin on designated trolley and location before send to QA

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Picture 4.3.1: Core changing process

Picture 4.3.2: Machine at label product assembly area

During conducting this project, I applied a lot of lean manufacturing tool that

I learned before. So, my understanding about lean manufacturing and process

improvements has been developed and improved. This project also let me to

experience the real tasks and problems that always occurred in industries and

learn how to solve and overcome the problems as well as improve the

productivity. After a month, I come with some solution:

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1. Standardize all the work flow and process

2. Core changing before inspection is been eliminated

3. Use rewinding machine for all parts

4. Schedule the operator jobs and tasks

However, my fourth solution is rejected by my supervisor because of certain

problems. It is difficult to schedule the operators since the line inspect various

type of parts and the order will be update daily. It will become useless if we tried

to schedule the parts for each operator. When my proposal is rejected, I felt a bit

frustrated and try to find another solutions. Nevertheless, I can’t provide a good

solution because the time limitation and not enough data from the production.

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4.4. Pull Kanban Systems

My last project during my training is Pull Kanban System project. Different with

my previous projects, this project was a team project. This project involved staff

from engineering, production, warehouse, planner and customer services department.

The team consists of six members. Each member was assigned their on tasks. I was

assigned to develop the kanban board and system for the product. The objective is to

develop kanban system for WD 3.45mm foam products.

Pull kanban is a method of controlling the flow of production through the factory

based on a customer’s demand. Pull Systems control the flow of resources in a

production process by replacing only what has been consumed. They are customer

order-driven production schedules based on actual demand and consumption rather

than forecasting. Implementing Pull Systems can help to eliminate waste in handling,

storing, and getting the product to the customer. Pull Systems are an excellent tool to

use in the areas where cellular or flow manufacturing can not be achieved. The goals

of pull kanban system are:

1. to obtained streamlined or one piece flow

2. acquired perfect quality

3. produce one unit at a time

4. near zero lead time

5. close match between production planner and order schedule

6. only planned and necessary inventory will be carried.

To develop the kanban system, I learned and study about Value Stream Mapping

(VSM) of the products. VSM is a snapshot of all action both value added and non

value added required to bring a products or services through the main material and

information flow. It is a graphical representation that uses a common mapping

language and provided basis and direction for identifying improvement

opportunities.

This project also gave me the opportunities to involve in a meeting with the

superior. The first meeting was held to determine the scope of the kanban system, set

the minimum level of safety stock at each area and confirm the shipment volume per

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week. After the meeting, I was assigned by supervisor to produce a simulation about

the kanban system for the next meeting. I tried my best to complete my assignment. I

collect some data and information from each area before developing the kanban

system. The simulation will be used for presentation as another team members is not

really understand the concept of full kanban system. I created a simulation using a

board and card. Then, I presented it with my supervisor in the second meeting. After

the agreement with all team members, I was assigned to develop the kanban board at

production area.

The board is a visual control. The cards or stickers with work orders (Stories,

MMFs, Tasks, and Features) on a typical agile board are not signal cards. A Kanban

Board shows the current status of all the tasks to be done within this iteration. This

Kanban Board helps the team understand how they are doing well as well as what to

do next and makes the team self-directing. The board consists of six different

columns which are slitting process, converting, QA inspection, packaging,

warehouse and hub. Each column will indicate the critical stock, trigger stock and

safe stock. The critical is represented by red color, yellow for trigger stock and green

for safe stock. When the kanban card is at green level, the employees can stop the

process.

I am happy to complete this board. Although I only gave little contribution I this

projects, I satisfied with my job. From this project, I am able to understand more

about Kanban system and learned how to implement it in industries.

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5. SUMMARY

In conclusion, there ware many thing that I have experience and learned during the

15 weeks of my Industrial Training at Brady Technology Sdn. Bhd. The whole training

period was very interesting, instructive and challenging. Through this training I was able

to gain new insights and more comprehensive understanding about the real industry

working condition and practice. The internship placement also has provided me the

opportunities to develop and improve my soft and functional skills. All of this valuable

experience and knowledge that I have gained were not only acquired through the direct

involvement in task given but also through other aspect of the training such as work

observation, interaction with colleagues, superior, and others third party related to the

company. From what I have undergone, I am hundred percent agree that the industrial

training program have achieve its entire primary objective. It’s also the best ways to

prepare student in facing the real working life. As a result of the program now I am more

confident to enter the employment world and build my future career. Besides learning

something which relate to the subject I learn, I also been given an opportunity to learn

about the product, work as a team workers, communicate with the engineers and

supervisors in engineering department.

I recommend the company to create more structured training program. I understand

that the person responsible to supervise the practical student is already busy with their

work burden. However I believe that they can spend small portion of their time to plan

more comprehensive, structured and organized training for the practical student. The

supervisor in charge should list and arrange the training task which will be performed by

the trainee. A training schedule also should be made in order to optimize the training

period. In arranging and assigning the training task, the supervisor also should try to fill

the training period with task that significant in developing the trainee knowledge, skills

and experience for its future career. In overall I am quite satisfied with the faculty

effort in making the program perform smooth and successfully. However there were

some part that has to be improving, such as the information and preference channel

related to the industrial training program, which now not quite satisfying. All parties

have to gather their responsibility in order to make industrial training program become

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the best way for student to develop their skills and knowledge.

6. REFERENCES

6.1. Industrial training handbook, Faculty of Mechanical Engineering, Universiti

Teknologi MARA

6.2. Mikell P. Groover, Automation, Production Systems and Computer Integrated

Manufacturing, 2nd edition, 2008.

6.3. Company Manual, Brady Technology Sdn. Bhd.

6.4. ISO Standard Document Visual Aids Brady Technology Sdn. Bhd.

6.5. Brady Thailand 5S standard documents

6.6. Brady Thailand Machine Maintenance Checksheet

6.7. Brady Corporation Executive Lean Training Documents

6.8. Laser machine manual book

6.9. www.insidebrady.com.my

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7. APPENDIXES

7.1. COMPANY OVERVIEW

7.2. 5S STANDARD DOCUMENT

7.3. WD PROCESS IMPROVEMENTS REPORT

7.4. ASSEMBLY FLOW PROJECT

7.5 TOTAL PRODCUTIVE MAINTENANCE WORKSHEET

7.6. LASER TEST PART SAMPLE

7.7. TEST PAPER

7.8. SLIT LOG ROLL TIME STUDY

7.9. M7 DATA SETUP

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Internship Report

Documents

Transcript of Internship Report