• Weekly Schedule

Table 1. Weekly Schedule

Week
Date
Task
Responsibilities
Accomplishments
1
01/07/2022
-
8/07/2022
Orientation and general information of the factory, Observation of the operation in injection
and warehouse departments, Quality control in the contract manufacturer
Understanding the manufacturing processes, Controlling cycle times of the injection
machines, Supporting the quality control studies
I did quality control in the contract manufacturer,
I observed cycle times and got fixed the wrong ones
2
11/07/2022
-
15/07/2022
Observation of the operation in molding shop and serigraphy departments, Digitalization of
mold and rack information, Usage of ERP software and BOM lists
Getting information about molding shop and serigraphy,
Digitalization and improvement of mold-rack list,
Using BOM lists and calculating raw material amounts required for production
I accelerated the process of finding molds by digitalizing the mold and rack documents,
I used ERP for the first time and calculated required raw material amounts for production
using BOM lists.
3
18/07/2022
-
22/07/2022
Observation of the operation in the press shop and the central warehouse,
Preparation of shift plans and operator machine replacement plans, Supporting manufacturing
in the injection
Getting information about press shop and warehouse management,
Preparation of shift plans, Calculation of machine difficulty coefficients, Planning of injection
department
I made day and night shift plans, I calculated the difficulty coefficients and supported the
operator-machine replacement planning, I supported the production planning in the injection
4
25/07/2022
-
29/07/2022
Observation and improvement of the paint shop, Cost analysis of make-buy decisions,
Observation of production planning activities and MPS, Forecasting studies
Monitoring and improving of the paint shop,
Cost analysis on ERP software with BOM lists,
Performing make-buy decision,
Examining master production scheduling of the company,
Forecasting of monthly fan demand in 2022

I detected and reported some issues about paint shop,

I made cost analysis for make-buy decisions of whether self-production or contract
manufacturing is more profitable,
I forecasted monthly sales of fans in 2022 by calculating seasonal indexes of each month
5
01/08/2022
-
03/08/2022
Obtaining information about value-stream mapping and its techniques, OEE analysis,
Preparation of productivity reports
Getting information about value-stream mapping and its analysis tools,
Implementing OEE analysis on an injection machine,
Making daily and monthly productivity reports
I made OEE analysis of an injection machine,
I supported of making daily and monthly productivity reports

Supervisor Notes:
Supervisor Signature:

• Explain the importance of the tasks you have done

In my internship, I was in the production planning department in Sinbo small household

appliances company. I supported industrial engineering studies in the factory such as making
productivity reports, cost analyses, quality control, shift plans and production planning
activities. The work I have done here has contributed a lot to me, if I need to list them:
• I gained information about various topics which made me gain
confidence about my carrier
• I gained knowledge of operations and processes in a big factory.
• I learned human relations in professional life.
To sum up, the production activities I supported, accelerated the production processes and
increased productivity. It was very helpful to work in a big company like Sinbo because it has
all the departments that may be in a factory. I learned about every department and every
factory area. Also, the people there was very helpful, I feel lucky to have my first factory
experience here.

CHAPTER 2. INTERNSHIP ACTIVITIES

DAY 1
On the first day of my internship, I took my internship documents to Ms. Asuman in the HR
department, she checked and said that there was no missing document. Then she gave me the
documents that needed to be signed, and I was informed about many company contracts, such
as the clarification text and the express consent text, within the scope of the protection of
personal data, and I signed each page of many documents one by one.
I submitted my health reports and then I was examined by the company doctor. The company
doctor asked me some questions about my health, asked whether I had surgery or not, I told
about my previous traffic accident. Along with the questions he asked, I answered that I was
nearsighted and had a back hernia. I had been asked to have a tetanus shot before I arrived on
the first day of work. I also handed over vaccine documents to the doctor. The company
doctor also confirmed that I could work by examining the results of the tests, chest X-ray, and
hearing test results I brought.
Afterwards, we moved to the Occupational Health and Safety office as interns and received
the compulsory occupational health and safety training given to all employees by the
company. In these trainings, I got information about which warnings to pay attention to on the
machines and I also got the protective equipment to be worn in the production area. Then I
went to the production planning office.
We met the engineers working there. The engineering group in the company consisted of
industrial engineers, mechanical engineers and electrical engineers. One of the industrial
engineers is also the chief of production and he is also the person who will be my supervisor
and mentor.
We toured the factory with industrial engineers. They told me the parts of the factory and
showed me the machines. I talked to blue collar workers on the production side and got
information. I also met with the heads of the press-shop and the injection department and got
information from them. The factory was huge and at first everything seemed so complicated.
As they explained the processes, I started to understand better. Today, in this way, the first
day's work such as meeting, registration, health examination has been completed.

DAY 2
On the 2nd day of my internship, I met other engineers that I had not met and got information
about the company and the factory from them. We went down to the production area. I
gathered more information about how the production is done and I visited the sections of the
factories one by one.
There were departments such as automation, injection, press-shop, paint-shop, serigraphy,
molding shop in the factory. The processes and functions of these places were explained by
the engineers. I learned that the most important machine in this factory is the injection
molding machine.
I met the head of the injection department who is in charge of injection machines and
operators. I got detailed information from him about the working logic of the injection
machine and what it does. Above the injection machine, there was an input pane to which the
hoses were connected. From here, I learned that raw materials are drawn and heated,
converted into plastic and injected. The injection made from here was pushed directly into
large iron molds and the desired plastic product was obtained. I also saw where the molds
placed in the injection machine are kept and what kind of molds there are. Since these molds
are very large and made entirely of iron, they are very heavy. I learned that their weight could
reach high tons. For this reason, these molds were transported to the injection machines by
cranes.
There were 225 injection machines in the injection department. Some of them had carrier
robots on them, while in others, the products were collected manually. I watched the operators
standing by the injection machines and talked to them about the processes. Some machines
did not have an operator and were operating automatically. Mr. Fatih, the production chief,
told me to observe the operation of the machines.
This is how my 2nd day was spent in the injection department. I tried to get to know the raw
materials that went into injection, I asked the questions that came to my mind one by one, and
I got a lot of information.

DAY 3
Today, the production chief said that we will continue to get to know the injection department,
and we went to the production area early in the morning. In the morning, we started to
examine the preparations made in the production area of the factory. Blue-collar factory
workers arrived and completed their work of changing clothes and putting on protective
equipment. The factory operates day and night, so there is a shift system in the factory. So, the
machines were on and warmed up. It had to be activated just because it was stopped. The
foremen of the injection activated the injection machines and made them ready for operation.
Afterwards, I got information about the production preparation stages from the industrial
engineer. The shift supervisors, Mr. Saim or Mr. Aytaç, delivers the shift, notifies the work
done during the night, and reports the information about how much production is made and
the state of the machines. He leaves the paper on which the plan of which machines will work
is written in the box. Afterwards, Mr. Saim, who is the supervisor of this place, informs the
three existing foremen, explains the plan of which employees will be responsible for which
machines, and then they get to work.
The operators settled into their places and started to work. They cleaned the burrs of the
products one by one and placed them on pallets. When one of the machines stops, they call
the foreman, and the foreman comes and examines the error. For example, while I was
watching, injection machine number 115 gave an error. I found the code for the error from the
manual book and replied. The mistake was that the raw material got stuck in the mold. If the
part was not sufficiently cooled, this problem could occur. If the raw material is left on the
male side of the mold, it is taken by hitting it with pliers or a hammer, but if it is on the female
side, it is necessary to stick it to the raw material with a heated iron rod and pull.
After seeing this error, I asked for information about other machine errors because these
errors could slow down production and greatly reduce productivity. I learned the mistakes one
by one and took my notes to think about what could be done next. In another error, the setting
of the pusher could be out of order. The pusher hits, but the product does not fall. The reasons
for this situation may be due to the low striking speed of the propellant or the number of hits
of the propellant may be low. Another mistake is that while the raw material is being injected,
the raw material at the end of the resistance sometimes does not come, the raw material is
frozen at the end, so the raw material does not come, the foreman comes and cleans it.
We got together with the engineers in the afternoon and they showed me how they prepared
their daily work plans. In the evening, they were making plans for that day's night and the
next morning. In this plan, there are information such as how many workers will take care of
how many machines, which masters will be responsible for where, the types and quantities of
raw materials to be used (because they need to be brought from the warehouse to the
production area), raw material stock codes, and the stopping times of the machines. We
prepared the plan and placed it in the plan box.
DAY 4
Today, on the 4th day of my internship, we set out with Engineer Mr. Ali to work in stock and
warehouse management. The warehouse was quite large, and the shelves were very high.
There were various kinds of raw materials and large iron molds in the warehouse. Mr. Ali
introduced me to the warehouse. He talked about the systems used in the warehouse.
I learned the types of raw materials stocked for use in production in the warehouse. I learned
the types and properties of raw materials such as Propolipen (PP), PP Random (PPRC),
Polycarbonate (PC), Polyacetal (POM), Polyvinylchloride (PVC), SAN, ABS, PPT, Nylon.
These raw materials were also classified within themselves. For example, nylon raw material
had types such as non-fiber, 15% fiber, 30% fiber, 50% fiber. As the fiber ratio increases, the
quality and price also increase. I also learned for what purposes these raw materials are used.
SAN raw material was used in the production of insoluble plastic glass. Glass of the press
coffee machine is produced with this raw material. Transparent kettle glass is also produced,
SAN is a raw material used in the production of many plastic glasses. Another example is, a
kettle body can be produced with ABS raw material.
Paint types were also in the warehouse. I also examined the paint types, for the first time in
my life I saw powder and granule paints. Paints were also divided according to the types of
raw materials with which they were used with. There were paint types such as ABS paint, PP
paint.
After examining the raw materials in the warehouse, I met with the Mr. Enes, the chief of
contract manufacturers. He said that the contract manufacturer had some raw material needs.
Thermos, french press machine in a plastic company 3 products were being produced, namely
press and ventilator. Industrial engineer Mr. Fatih told me that it is less costly to produce these
products from outside and he will tell me how to calculate the cost for a while.
Contract manufacturer firm reported that there is a lack of raw materials for the production of
5500 pieces of french press machine. Mr. Fatih opened the ERP program from the computer.
The company used Microsoft Dynamics AX as its ERP software. He opened the Bill of
Materials (BOM) page of the French press from the ERP software and printed the raw
materials required for the contract company for 5500 products. In the meantime, he gave me
general information about the AX program. There is authorization in this program, all white-
collar employees can access this program, but everyone can view the part that is appropriate
for their task. The company manages purchasing, supply chain, stock and warehouse, master
plan schedule, product recipes, cost analysis, make-buy decisions and many operations and
processes through this program.
After my job here, I went to the computer reserved for trainees and started practicing on the
parts introduced to me on the AX program. I examined the BOM pages of the products I was
curious about. In these BOMs, I came across product trees and lists in accordance with what
was produced in the lessons. While the production of some parts also branched out, some
products were stand-alone. I was very pleased to see the real-life application of the knowledge
I learned in the IE courses.

DAY 5
I was told that I will again work in the injection department today. We took a short tour with
the production chief, Mr. Fatih, asked the foremen if there was a machine that did not work
properly, and we made a general check.
Mr. Fatih gave me information about the screens on the machines. He stated that the cycle
time is very important which is written on the screen of machines. They provided me a table
with cycle times for 225 injection molding machines and a stopwatch. I visited the machines
and took note of them in order to compare the cycle times written on the paper with the help
of the stopwatch and the actual cycle times of the machine. I detected the faulty ones and
showed them to the foremen. I got the cycle times fixed.
In the afternoon, we went to Han Kalıp Industry firm which is one of the contract
manufacturers of Sinbo. with Contract Manager Mr. Enes. In this company, some of the
products of Sinbo are manufactured such as ventilator, French press machine and thermos
jugs. I observed the operation of the contract firm. I asked my questions to the master in
charge of the injection there. There were 3 people from the quality control team of Sinbo
working here. Also, the head of the quality team was an industrial engineer.
I told them that I would like to help them at the quality control point, and I was given 1 box of
fan legs. Some of them were rough, there was a problem caused by the poor quality of the
plastic raw material. I selected the defective ones and put them in a defective parts box. After
that job, I asked the quality control team to show me their quality control charts. They showed
me X and R charts and control charts for attributes. I examined the charts in detail, they used
exactly the techniques we learned in the quality control methods course. Afterwards, we came
back to the office, and the day was over.

DAY 6
Today, Engineer Mr. Ali introduced me to parts of the factory that I had not seen. First of all,
we went to the serigraphy department, Mr. Ali explained to me what serigraphy is. In this
section, Sinbo's logos and brands are printed on Sinbo products. Serigraphy is a very rooted
method that can be applied to many surfaces such as metal, ceramic, glass, plastic etc. and its
dates back to the 2000s. First, a chemical called sensitized emulsion is applied to the surface
of the material, and then this surface is exposed to the pattern light of the pattern to be printed.
Afterwards, the screen-printing ink is poured, and the necessary print is created by scraping
off the exposed pattern with the help of a scraper. Mr. Ali also stated that although this
printing method is old, it is the most problem-free and risk-free method.
After that tour, we went to the molding-shop. Molding shop was divided into 2 parts. In the
first part, there was the storage room where the molds were kept. In the second part of the
molding shop was also connecting with the press shop. Because there were CNC machines. In
this section, the operators were correcting the mistakes of the molds with CNC machines or
cutting and revising the molds. Engineer Mr. Ali showed me the racks with the molds used in
the injection machines. The list of racks with these molds is updated every time, but lately
they have been struggling to find the molds. Therefore, the list had to be reworked. I
examined the shelves one by one and took note of the molds inside. These molds were
arranged irregularly on the racks. For example, the M34 rack contained molds with number 8,
673, 1589, 29.
I made a list of 2000 molds on a piece of paper and then exported them to an excel
file. Afterwards, I filled the names, codes and features of the products in which these molds
were used, into the same excel. These works took a lot of time due to the irregularity of the
molds and racks. I started to think about what improvements could be made in this regard. For
example, a barcode system could be brought to the shelves. The barcode of each mold was
read and put on the shelf, and it could be learned in 1 second which mold was on which shelf
on the system. I shared these thoughts with industrial engineers, and they agreed with me.

DAY 7
Today, the production chief Mr. Fatih said that my most important task of today is to make the
injection plan for 3000 toasters order that need to be delivered next week. According to the
master production schedule, the production of plastic parts was supposed to start tomorrow, so
I was going to prepare a plan about which molds should be attached to which injection
machine and how much raw materials are needed to get to the production area from
warehouses.
I opened the bill of materials (BOM) for the toaster with product number 2513 through the
ERP software. In the item codes in the BOM, if it started with 1, it means that it is a plastic
part that has to be produced in the injection department. By filtering, I brought those that start
with item code 1 to find out what will be produced in the injection department.
I made a list of plastic parts necessary to produce 3000 toasters;
• 3000 pieces Upper Body (with Sinbo Logo, Removable Plate)
• 3000 pcs Lower Body (Removable Plate)
• 3000 pcs Front Latch
• 3000 pcs Lamp Eyes (Red)
• 3000 pcs Lamp Eyes (Green)
• 3000 pcs Cover Inner Plate
• 6000 pcs Body Joiner Pins
• 3000 pcs Cable Entry Covers
The raw materials required for these parts were also included in the BOM list, I calculated the
required raw material types and quantities according to their usage ratios;
• 1207.5 kg PBT Black (Granule)
• 14.7 kg ABS Natural
• 0,30 kg ABS Based Black Masterbatch
• 11.4 kg Polycarbonate (PC) Transparent
• 0.12 kg PC Based Red Masterbatch
• 0.12 kg 2151 Green Paint
• 56.85 kg PA6 Black
• 0.57 kg PP/PE Based Black Masterbatch
I checked whether this much raw materials are in our stock or not by ERP software. I saw that
our stocks were met for this amount of production. I forwarded these raw materials to the
head of warehouse to be brought to the production area.
I also printed the molds to be used in the production of these parts through the mold-rack tab
on the Microsoft Dynamics AX program. I observed whether these molds were already
connected to a machine or not, the molds were idle and not connected to any machine.
After gathering this information, we prepared a plan on which machines these molds should
be installed with Mr. Fatih.

DAY 8
On the 8th day of my internship, Mr. Fatih informed me that I will work in the injection
department and the press shop today and I will take part in the preparation of the next day's
shift plan. We gathered with our engineers at the production planning office, and we started to
prepare the 1-day worker and machine shift plan with. We have made a distribution by taking
into account the difficulty coefficient of the machines, so that each foreman and each operator
has an equal machine in terms of difficulty. There is an excel list where each machine has a
difficulty coefficient. They told me that this coefficient is calculated by using variable
parameters using answers to some questions such as how many malfunctions the machine
gives, whether it works automatically, semi-automatically or manually. Mr. Fatih said that one
day he will show how to calculate these machine coefficients.
As a result of the shift plan that we prepared, each operator could deal with a different number
of machines. For example, while an operator had to deal with five machines, it could be
sufficient for another operator to deal with only three machines because of the machine
difficulty coefficient. In the afternoon, my supervisor gave me a list of molds to be revised. I
went to the press shop under the direction of my supervisor to deliver the list to the blue-collar
employees and to observe how the molds were shaped.
In the press shop I met with Mr. Salih, the head of the press shop. He gave me information
about the operation here. The press machines are used to shape, cut and plaster the metal
products or molds. Press machines had 2 parts, one at the top and one at the bottom, one of
them was called a male part and the other was called a female part. The piece to be machined
was placed on the lower part, and when the upper part pressed the lower part, the metal took
the desired shape.
I met with a press operator and continue to observe his work, and at the same time I got
information about the duties of the press operators by asking him. Press operators are people
who punch metal parts and operate power press machines. They maintain the production
processes and ensure that the processes are processed according to the instructions. Here, I
also had the opportunity to check whether the occupational health and safety rules were
applied or not. I observed whether the employees were wearing helmets, and I recommended
one operator to wear a helmet. I took note of my observations in the press shop and completed
today.

DAY 9
On the 9th day of my internship, I was told that I would work with Engineer Mr. Mehmet.
There was an order for 7500 electric coffee pots to be delivered 1 month later. According to
the master plan, it was supposed to be produced this week. Mr. Mehmet showed how to open
a work order through the Microsoft Dynamics AX program. He opened the work order for
7500 electric coffee pots. After that, we calculated the bill of materials (BOM) and how much
of each raw material we needed. Afterwards, I opened the mold-rack list prepared with my
help and I filtered according to the product code of the electric coffee pot product and made a
list of the molds to be used during the production of plastic parts in the injection part of this
product and the list on which racks these molds were. While producing this product, 4 molds,
2 male and 2 female, were to be used. I printed the list with the mold numbers from the
printer.
I detected idle machines by switching to the injection section. I took note of these machines
because we were going to start the electric coffee pot production by running these machines
while we were preparing the next day's shift plan that we will prepare in the evening. After
taking note of these idle machines, I got help from Mr. Ali about which molds can be attached
to which machines. As a result, electric coffee pot molds would be connected to the machines
with code number E195-E-196-E197-E198 and the production of parts would start tomorrow.
In the afternoon, I was told to go to the stock and warehouse management unit and inform and
reserve the necessary raw materials for this electric coffee pot order. I went to the warehouse
and met Mr. Cemil, the warehouse supervisor. I learned that the raw materials that Sinbo
bought and arrived here were weighed one by one and entered into the ERP software which is
Microsoft Dynamics AX. There is a screen on the AX program where the already existing raw
material orders are written. If the raw material coming to the warehouse is different from the
one ordered, this seller is notified and received in return. There is information of which raw
material that comes to or leaves the warehouse for production, so how much raw material is
left in the warehouse and how much raw material we need for production is instantly
displayed on the screens.
I gave the list of necessary raw materials to Mr. Cemil and allocated the raw materials
for the electric coffee pot production that will start tomorrow. These were marked as reserved.
During the rest of the day, I continued to observe the operation in the stock and warehouse
management unit.

DAY 10
On the 10th day of my internship, the production chief Mr. Fatih, told me that we will work
on how the personnel-machine placement is prepared and the machine difficulty calculations
are made. A calculation method calculates how many personnel each machine needs. In this
way, how many machines a worker will look at is measured with numerical data.
A certain number of samples are taken for each plastic part and the data about them is noted.
Data used in the calculation: Line piece capacity (prints), injection cycle time (seconds),
number of samples taken (number of prints), total processing time (seconds). Constant values
used in the calculation are walking and other operations: 15% and efficiency: 90%. Personnel
capacity calculation:
• If the filling time of the band is less than 5 minutes, 1 personnel can use a maximum
of 2 machines,
• Between 5-7.5 minutes, maximum 2.5 machines (there is no such thing as a half
machine, of course, but here is the coefficient of the machine),
• If it is between 7.5-10 minutes, maximum 3 machines,
• If the filling time of the band is over 10 minutes, the personnel capacity calculation is
activated.
After receiving this information, Mr. Fatih showed me all the data used in the calculation on
the excel list, there were the data and calculations I wrote above for each of the plastic parts.
He explained me the calculations for some products.
The machine difficulty coefficients are very important because these coefficients are used to
place personnel on the machines while preparing the shift plans. So, the document that where
the difficulty coefficients are written should always be up to date because of this.
Mr. Fatih told me to go to the injection department and watch a worker look at the running
machine to digest the information he conveyed to me. I spent the rest of the day in the
injection section. Some workers were dealing with two machines, some of them three, some
of them four machines at the same time. I have seen in real production environment that how
important these machine difficulty coefficient calculations, which are used in the calculations
of the total required workers and labor force.

DAY 11
On the 11th day of my internship, Mr. Fatih told me to do the calculation of the machine
difficulty coefficient for a newly designed plastic part, on the subject we worked on yesterday.
For a newly designed kettle product, I took note of the data necessary to calculate the
coefficient of the machines to be used in the kettle lid part production. Taking my notebook
with me, I went to the injection machine where the kettle lid production will begin. With the
start of production, I started my stopwatch and started to take note of the cycle times. The
foreman of the injection said that this machine can work until it completely fills the
production line, depending on the current availability. After the manufacturing of 60 pieces,
the band was full. So, in this case, my sample count was 60. When I took the average of all
cycle times, I calculated it as 41 seconds. When I stopped my stopwatch, I noted the time it
took to produce 60 products as 425 seconds. When I added +15% allowance on this number, I
calculated it as 489 seconds. By dividing 489 by 60, I calculated the time taken to produce 1
piece as 8 seconds. The next thing to do was to calculate the filling speed of the line, the
filling speed of the line is one of the most important points for personnel capacity calculation.
I calculated 41*60 = 2460 seconds by multiplying the part capacity of the tape with the cycle
time of the product. That means 41 minutes. Since it takes more than 10 minutes, in this case,
personnel capacity calculation comes into play.
Formula applied in case of 10+ minutes:
• Labor time for the product in bulk * Yield / Cycle time / number of samples taken.
489(1/0.9) / 41 / 60 = 0.22
So, the difficulty coefficient of the machine that will work for the production of kettle lid is
0.22. It means that 1 personnel can deal with four of the machines where this part is produced
at the same time (1/0.22 = approximately 4).
For the rest of the day, I studied the data and calculations for the other parts. I confirmed the
accuracy of my calculations by showing to my mentor. After confirming that it is correct, I
transferred the data of the new product to excel and updated the document.

DAY 12
On the 12th day of my internship, I was told that I would continue my work on personnel
machine coefficient calculations. The difficulty coefficients of the injection machine to be
used during the production of the pot of a newly designed filter coffee machine had to be
calculated. This new product has 2 pieces of plastic coffee hopper and coffee hopper lid I
wrote down the data that I would use in the calculation, that I needed to collect, and took my
notebook and went to the injection foreman. Looking at the shift schedule, he showed me the
section where the coffee hopper and the machines for the coffee hopper lid were to be
produced. I went there, both machines were side by side and since no staffing calculations
were made yet, 1 operator was put for two of them. I met the operator and asked him to let me
know before starting the machines. Before the production started, I took note of how many
pieces fit on the line. The line piece capacity was 24 for the coffee hopper and 18 for the
coffee hopper lid. It was very important as I will base this data on the number of samples. I
started my stopwatch and started observing both machines. I took note of the cycle times one
by one. I calculated the average of the cycle time of the coffee hopper as 52 seconds for 24
samples. I calculated the cycle time of the coffee hopper lid as 33 seconds for 18 samples.
When I checked my stopwatch, I noted the total processing time as 110 seconds for the coffee
hopper and 143 seconds for the coffee hopper lid. By adding 15%+ allowance to the total
processing times: I calculated 127 seconds for the coffee hopper and 164 seconds for the
coffee hopper lid. For the processing time per print, I divided the total processing times by the
number of samples. I calculated 127/24 = about 5, 164/18 = about 9 seconds. To calculate the
filling speed of the line, I multiplied the line capacity by the cycle time to calculate, and I find
1248 seconds for the coffee hopper and 594 seconds for the coffee hopper lid.
Since the filling speed of the line for the coffee hopper lid is between 7.5 minutes and 10
minutes, the machine automatically took the difficulty coefficient of 0.350. For the coffee
hopper, the personnel capacity calculation was activated because it took more than 10
minutes. Formula applied: Labor time for the product in bulk * Yield / Cycle time / number of
samples taken. I have calculated the machine coefficient as 127*(1/0.9) / 52 / 24 = 0.11. The
calculations are in the appendix Table 1.
For the rest of the day, I attended the weekly meeting. At the weekly meeting, it was discussed
where we are compared to the master production schedule and whether we produced the
products that need to be produced this week. I listened to this week's presentation about
performance and efficiency calculations, and this is how it ended today.
DAY 13
At the start of a new week, I was told that I will work in the paint shop today. At the
beginning of my work at the paint shop, industrial engineer Mr. Fatih asked me to observe all
the processes thoroughly and take notes on the issues that could be improved. I went to the
paint shop department and first met Mr. İbrahim, the head of the paint shop. He gave me a
pair of gloves and glasses after he told me about the measures taken here regarding
occupational health and safety. I asked him to show me around and give me some
information. In the paint shop, there were sections such as a preliminary preparation cabinet,
sanding cabinet, drying cabinet (oven), painting oven, and polishing cabinet.
After getting information from the Mr. İbrahim about the processes here, I started to observe it
myself. The surfaces to be painted in the paint shop in Sinbo are either metal or plastic. I
learned that the most important and first step in the painting process is preliminary
preparation. First, the cleaning/degreasing process is applied, the parts to be painted are
dipped into the solvent-filled tank and all oil and grease are cleaned. After the dipping
process, the mechanical cleaning phase is started, where sanding and brushing processes are
applied to the parts that go to the sanding cabinet. After the preliminary preparation stages are
over, there are 2 different methods applied in the painting stage, namely conventional
spraying and electrostatic powder painting. In the conventional spraying method, compressed
air is combined with the paint at the nozzle of the injector and transmitted to the paint surface
in small drops. Mr. İbrahim said that the disadvantage of this method is that the paint loss due
to spraying can reach up to 40%. This is very important because this value should be taken
into account when making cost analysis and calculating the raw material to be used. In the
electrostatic powder coating method, the powder paint is sprayed on the metal surface in the
spray booth, and according to the principle of attraction of opposite poles, there is no loss of
paint particles because the paint immediately adhere to the metal surface. After being covered
with powder paint, the paint is adhered to the part that goes to the oven by means of heat. The
last step in the dyeing process is the drying process. Drying is also a very important process.
If it is dried less, the adhesion of the substance to the surface may be adversely affected, and
over-drying may cause deterioration in the paint/varnish layer. In this factory, the method of
drying by heat was applied.
After learning the processes, I continued my observation for the rest of the day and started to
think about the problems here. I noted the points that could be improved that I observed as
follows: Air quality, implementing occupational health and safety rules and lighting

DAY 14
On the 14th day of my internship, I was told that I will continue my work on the
improvements that can be made in the paint shop. For this reason, I went to the paint shop to
examine in more detail the problems I had noted yesterday.
There, I first talked to the head of paint shop and then with the other operators and gathered
information about the problems they had here. I showed the the head of paint shop the
problems I had noted down and he approved me exactly. First of all, the air quality in this part
of the factory was really showing itself negatively. Operators agreed with me on this. When I
asked the paint shop chief about the lighting problem, he agreed and added that he rechecked
the sanded products in a bright place, often spending extra time re-sanding these parts. Small
imperfections could not be observed due to insufficient lighting in the sanding cabinet. I
mentioned about the problems regarding occupational health and safety to him. The workers
wear glasses and gloves, but generally do not wear face masks and hard hats. The paint shop
chief agreed me in this regard and said that the staff do not listen much about this issue, they
are bored with wearing masks and helmets.
I went to the office and informed Mr. Fatih about my observations and investigations. He took
note of these and said he would forward them to the necessary places.
In the afternoon, we went to Sinbo 's warehouse at the Matbaacılar Site in Beylikdüzü with
Mr. Ali. This warehouse was the biggest and also the central warehouse of Sinbo. We
examined the operation there. I met the warehouse chief; he showed me the layouts of the raw
materials and molds. Mr. Ali told the warehouse chief that the factory needed 10 tons of PBT
Black granule raw material quickly for a special order. We planned the raw materials to go to
the factory tomorrow. Some injection molds that should be brought to the factory tomorrow
were also in this warehouse. We gave their list to the warehouse chief for the arrangement and
then left. We came to the office and for the rest of the day I toured the parts of the factory and
watched the production stages.

DAY 15
On the 15th day of my internship, production chief Mr. Fatih said that he would show how
they made cost analysis on the ERP program used by the company. He also emphasized that
cost analysis is very important because it allows us to make decisions about make or buy
situations, whether a product will be contracted or manufactured in the factory. Each product
on the ERP software (Microsoft Dynamics AX) calculates how much it costs to produce 1 unit
through the inputs entered. After the bill of materials (BOM) diagram of the product is entered
into the system, the cost of these materials per unit / amount is entered into the system. Apart
from BOM, inputs such as labor cost, electricity/power cost are also added. For example, the
most essential plastic parts for the production of the toaster number 2513 are the lower and
upper body, I examined the cost of their production in the injection machine. Assuming we
produce 1000 toasters, when I listed the bill of materials (BOM), I saw that 189 kg of PBT
Black raw material is required for the upper body and 213 kg of PBT Black for the lower
body. The cost entered for the PBT Black raw material was 20 TL per kilogram. In other
words, the total cost for the 2 main plastic parts of 1000 toasters was 8040 TL. In this case 8
TL per 1 unit plastic is used. I opened the staff-machine replacement table and looked at the
number of operators required for these parts. The machine coefficient was 0.440 for the upper
body and 0.560 for the lower body. In this case, since the two were completed to 1, it means
that 1 operator could take care of these 2 machines at the same time. Cycle times were 48
seconds for the upper body and 51 seconds for the lower body. A 300-ton injection molding
machine with a power of 40 kW was used to produce these parts. According to the data
calculated on the hourly energy consumption of these models, it consumes 32 TL of electricity
in 1 hour. If we consider that the printing time of 1 piece is 7 seconds, it means that 500
pieces can be printed in 1 hour and 1000 pieces in 2 hours. 2 machines spend a total of 128 TL
in 2 hours, the hourly wage of 1 worker is also entered into the system, which is 29 TL per
hour according to current data. The cost of 1 worker for 2 hours is 58 TL. When we collect all
of them, the system gives 194 TL for the production cost of 1 toaster. In this case, the
company takes this into account when analyzing the make-buy decision. If it comes across an
offer that it can contract for less than 194 Turkish liras, the company may accept it. There are
also certain cost parameters in contract manufacturing. These were: the price of the product
itself, shipping cost and sales taxation
According to these parameters, after calculating the cost of 1 subcontractor part, a make-buy
decision is made. In line with the information I learned, I closed the day by examining other
make-buy analyses.
DAY 16
Today, my mentor said that I would work in production planning, and we set off to the
production planning office together. I also met industrial engineers that I had not met yet,
working in the production planning office. They told me about their work and processes
related to production planning.
Then we went to the computer, and they showed me how they prepared the MPS (Master
production schedule). Master production schedule, as we learned in our production planning
and control courses at university, includes forecasts, known or expected orders, inventory
levels and capacity. It enables to create a detailed and comprehensive production plan by
providing the calculation of very important parameters such as capacity constraints. Since the
MPS preparation process is a dynamic process controlled through ERP software, it provides
the opportunity to quickly update capacity or demand changes. Mr. Fatih emphasized that
while preparing the master plan, the most important goal was to maximize on-time delivery
while minimizing overstock.
After adding the forecasted monthly demand quantities and the open orders placed, the
monthly quantities to be produced are obtained. According to these numbers, monthly and
weekly production plans are created. After these production plans are created, monthly and
weekly assembly plans are created for the assembly of the manufactured parts and the
production of the final product. One of the most important points to create the production plan
is to use the bill of materials (BOM) lists. BOM lists contained item codes for each part. I also
learned their meanings. If the item code starts with 1, it means that this piece will be produced
in the plastic injection department, if it starts with 2, it means paint shop, if it starts with 3, it
means screen printing, if it starts with 4, it means contract, 5 press shop, 7 foreign purchases,
8 metal injection, 9 domestic purchases. Inventory of pieces level is also displayed in another
tab, which also includes information about which warehouse code, in which warehouse and
on which rack it is located.
After what I learned about MPS system in the company, for the rest of the day I examined the
master production schedules made so far.

DAY 17
On the 17th day of my internship, I continued to work on the master plan schedule as
yesterday. Yesterday I worked on the production part of MPS, today my supervisor said that
we will plan the assembly of the pieces produced, according to the BOM lists.
We can say that there is a more detailed screen in the assembly plan, because the BOM list of
each product is listed below, and the amount of even the smallest part (for example, the
screw) is available, how much is needed, and in which warehouse and in which rack it is
located. The assembly plan, which is drawn up according to the MPS, is very important for
the operation of the assembly line to not be disrupted and to be efficient. According to the
manufacturing plan created for August, we prepared the assembly plan for August.
In the afternoon, industrial engineer Tarık, who works mainly on forecasting tasks in the
production planning office, showed me his forecasting studies. He said that he mainly uses
moving average, sometimes linear regression. He said that I can also do an exemplary
forecasting study by calculating the seasonal index on fan demands.
I collected monthly sales data for 2018, 2019 and 2020 from the written files and transferred
them to an excel table which you can see in the table 2. Then, for each month, I calculated the
average sales for 3 years. I calculated the monthly average by taking the average of the 3-year
averages that I calculated for each month. With the data I obtained, I calculated the seasonal
indexes, you can see in the table 2. I have calculated the required demand for each month by
multiplying the seasonal indexes with the expected yearly demand for next year 2023, which
is estimated using the sales data of these 3 years, you can see the chart of forecasting in the
figure 2. I confirmed what I had calculated and the chart I had drawn by showing Mr. Tarık.
For the rest of the day, I examined the forecasting charts and calculations that Mr. Tarık had
previously modelled.
DAY 18
Today, my mentor asked me to research what is a value stream map and quality filter mapping
to see what is being done in the company within the framework of Kaizen principles, and he
said that we will do a study on this topic in the afternoon.
Value stream refers to all the value-added and non-value-added activities needed to create a
product along the main streams for each product. It deals with the production flow from
customer demand to raw material and is associated with lean production. Value stream
mapping is a technique that helps you see and understand the flow of material and information
that occurs along the value stream through which the product passes. Value stream mapping
follows the production path of the product from the customer to the supplier, and each process
in the material and information flow is carefully drawn with symbols. Next, a “future state”
map is drawn, showing how the flow should continue, by asking a series of critical key
questions.
The value stream perspective actually means focusing on the big picture, not just individual
processes. Value stream mapping is essential to improve the whole stream, not just the parts. I
learned the value stream map and I tried to understand the sample maps about it in detail.
In the afternoon, my mentor showed and explained the value stream map of the company.
After the value stream map is drawn, he showed me how they use the one of the methods to
analyze value-stream which is quality filter mapping. Quality filter mapping is a method that
supports continuous improvement plans to analyze production processes and functions in
terms of quality. In this model, 3 different parameters are considered to measure quality.
1) Product defects: Defective product delivered to the customer
2) scrap defects: Defective product detected before it is delivered to the customer
3) Service defects: Defects that affect the company's quality of service to the customer
After that, he explained another analysis tool for value-stream map which is Forrester effect
mapping and told me what the bullwhip effect is. The bullwhip effect describes the
inefficiency of forecasting in the supply chain and refers to the large fluctuations that will be
created in the inventory when customer needs reach their maximum levels. For the rest of the
day, we talked about what can be done to avoid the bullwhip effect. Since it is very necessary
to know the demand clearly and accurately in order to avoid the bullwhip effect, information
sharing, strategic collaborations and coordination are important to meet this requirement.

DAY 19
Today, my mentor Mr. Fatih asked me to research about what OEE analysis is and told that
after my research, he will teach how to calculate OEE. OEE analysis is a very important
application used to monitor, evaluate and improve the effectiveness of a manufacturing
process. OEE is an analysis that measures all losses in production lines and machines. OEE is
a performance measure that allows to focus on the most critical points of productivity loss and
its measurement examines 3 main topics:
1) Availability: It is the ratio of the total downtime for production to the planned uptime.
2) Performance: It is the ratio of actual production to maximum production by comparing
the actual operating speed of the plant's component with the standard operating speed.
3) Quality: The ratio of the number of products that meet customer specifications and are
correct in the first time to total production.
When calculating OEE, the average of these 3 components is taken. So, the formula of OEE is
as follows: Availability% x Performance% x Quality% = OEE%
After learning what OEE analysis is and how it is calculated, Mr. Fatih asked me to do an
OEE analysis for Haitai brand injection machines. I went to the section where Haitai branded
injection machines are located and noted the actual working time of the injection machine,
which produces kettle lids. With the help of a chronometer, I noted the data that how many
kettle caps it produces, and how many of them are defective. During my observation, the
Haitai brand machine stalled due to an error, it took 20 minutes before the technician came
and fixed the malfunction. As the products were produced, I made quality control and
separated the faulty ones. I counted 32 of the 295 kettle lids are produced incorrectly.
Availability = Actual work time / Planned work time = 220/240 = 91.66%
Performance = Actual output / Planned output = 295/320 = 92.19%
Quality = Defective / Total production = 263/295 = 89.15%
As a result of the calculations I made, I calculated the Haitai branded machine that produces
the kettle lid as OEE = 91.66 * 92.19 * 89.15 / 10,000 = 75.33%. I showed Mr. Fatih my
calculations, he said that this is an acceptable level, but of course it can be improved. We
talked about quality losses and the need to investigate the raw material used for these 32
defective products, and to take the necessary measures to prevent the machine error
encountered again.
DAY 20
On the last day of my internship, Mr. Fatih said that since July was over, he would show how
to prepare productivity reports and that I would take part in preparing the monthly
productivity report.
I learned that every day, the productivity evaluation report of the previous business day is
issued. At the end of each month, the last month's evaluation report is issued. The daily
productivity reports consisted of 2 parts, as night shift and day shift, but the data type in both
shifts were the same. I compiled the information in the report as follows:
• Machines running during the day and how long they work
• Which foremen are responsible for which machines
• How many operators dealt with which machines, how many operators were used in
total
• Types and quantities of raw materials used until the end of the day
• Daily loss amount (information of how many products are sent for recycling)
• How many products were reworked, how many were discarded.
• Percentage of daily working efficiency of operators (Calculation of whether the
allowance percentage is exceeded (15%))
While collecting this data, I benefited from the daily shift plans that I mentioned earlier, and
the notes taken by the shift supervisors.
In the afternoon, we started to issue the monthly productivity report. In the monthly
productivity report, the same ones in the diary were calculated with only the time interval
being monthly. Monthly data are collected from the daily productivity reports and monthly
data emerges, so that costs, performances, time losses and the amount of crushing are
determined. The next day after the monthly evaluation report prepared on the first day of each
month, at the monthly meeting of the factory directorate, these data were evaluated and the
points that could be improved were discussed.
As the end of the day was approaching, I toured the factory and said goodbye to the people I
met there and thanked all of them for their contributions and help to me.

CHAPTER 3. FIELD QUESTIONS

• Select a process and explain inputs of the process, operations of the

process and output of the process. State the main issues related to the process.
If we consider the plastic part production process in the injection machine, the inputs
in this process; raw materials, paint, labor, power (electricity), water, air, mold and
machine settings, planning.
During the process, the granular raw material is poured from the hopper into the
heated rotating screw inside the pipe of the machine. The raw material melts and
moves forward with the force created by the rotation of the screw. With the help of
hydraulic pistons, the molten raw material is pushed into the cavities of the mold.
After the mold is cooled with the help of cooling channels, the plastic part inside
becomes solid. Then the mold opens and the pushers push the cooled product out of
the mold.
The output of this process is the plastic part itself.
The main problems of the injection process may occur due to raw material, mold or
machine settings.
The 3 most important parameters in the injection process are temperature, pressure and
time. Problem occurs if these parameters are not set correctly. For example, if the
mold temperature is kept too high, the part cannot be solidified and pushed, even if the
mold temperature is kept low, the raw material starts to solidify while filling the mold
and does not come out properly.
Output of this process: plastic parts of the product.

• Provide brief information about the sector of the company. List the
main problems of the sector. Describe possible changes in the sector with
Industry 4.0.

Sinbo is a company in the small household appliance manufacturing industry. When it

comes to the small household appliances production sector; we can mention categories
such as irons, toasters, electrical kitchen appliances, heating and cooling devices,
personal care, food preparation. The departments in the factories producing in this
sector, on the other hand, can be listed as assembly line, molding shop, press shop,
paint shop, serigraphy and injection.
One of the biggest problems in the small household appliances production sector is the
quality of raw materials. If the quality of the raw material is low, there may be stains
on the products produced, plastic parts may smell or may be unstable. It is difficult to
keep the mixing ratios of plastic raw materials in a short time and to ensure the perfect
operation of the injection machine. Another problem is encountered in the press shop.
The main problem is that the sheets shaped in the press shop are scratched or taken
into wrong shapes. With the help of Industry 4.0 technologies, the injection machine
can be automated and the mechanical errors that occur in these sheet metal forming
processes in the press shop can be prevented. Also, threshold levels can be determined
by monitoring the vibration, temperature and current data during the sheet metal
forming process by using appropriate sensors in today's technologies. Accordingly,
fault detection can be performed for each parameter accordingly. In this way,
mechanical failures can be prevented by monitoring the automated system errors
without human
observation with the Industry 4.0 change.
CHAPTER 4. SYSTEM ANALYSIS
Answer the following Questions by considering at least one of the Company’s’ subsystem;
• Identify two problems related with the Company Operations. State
the importance of the problems.

One of the problems I came across regarding company processes while doing my internship
was that there were too many returned products. Due to the high returns, company
profitability and productivity decrease.

Another problem I have observed is that there was no computer system connected directly to
the machines. Conditions such as errors and working times of the machines only can be seen
by checking each machine one by one. Also, there is no document in which machine errors
and solutions are written, in case of any error, the machines may not work for long periods of
time. This causes slowdown in operations.

• For the solution of the problems, what kinds of data should be

collected and what kind of analysis should be done?

As a solution to the first problem, the reasons for refunds can be monitored in charts, and
solutions can be developed by starting with the most refunded issue. Quality control processes
should be more effective in the production of plastic parts, since the reason for most returns is
the defects in the plastics. The quality of plastic should be increased by using original and
high-quality raw materials, and then the defective products should be checked as samples very
carefully. Then, quality control charts should be drawn, and unsuitable samples should not be
sent to the customer.

If the machines can be observed through a single system, the other problem will be solved. If
the failure of these machines and the start-end times can be controlled with the help of a
software, there will be no need to assign a human being for each of these machines. It will be
enough for 1 person to control the system on the computer. The data of errors and their
solutions should be collected and entered into this system. So, the errors will be resolved
quickly, as when the machine will receive an error, the path to be followed will appear on the
system after.
CHAPTER 5. CONCLUSIONS
• Explain how this internship contributed to your self-
improvement
First of all, I gained a lot of information about how factories operate and what are their
processes. This gave me confidence and I think that it will be very beneficial for my career
that I understood all the processes in a big comprehensive factory on my way to become an
industrial engineer. I learned about various aspects of production engineering. I used ERP
software first time in my life and gained experience with it. I observed human relations in the
professional life and working conditions. I think I will use these experiences I have gained in
this internship for the rest of my life.

• Answer the questions below.

• Would you recommend this company to others for internship?
Why?

Yes, I would recommend this company where I did my internship because Sinbo
has so many departments in their factory such as assembly area, injection, press
shop, paint shop, serigraphy, molding shop, production planning, R&D design,
warehouse management etc. The study areas of industrial engineering science are
quite wide. That's why I find it very valuable to gain experience in such a large and
multi-departmental company.

• Based on problem-solving approaches, what kind of differences

have you observed between industrial engineers and other engineers?

The biggest difference I observed between industrial engineers and other engineers
was that while all other engineers had their own focus, industrial engineers
evaluated the whole system when solving problems. Industrial engineers were also
better at solving and identifying problems because they take a broader perspective,
due to the education they receive is diverse and directable.

• List the strengths and weaknesses of the Company, depending on

your observations.

In my opinion, one of the strengths of the company is its production capacity. The
factory has every department inside and has a production process that progresses
efficiently with a large capacity. The company also has weaknesses, quality control
studies are slow and not effective which causes too many order returns.
To list strengths:
• Owning a comprehensive and large factory with large capacity
• Strong internal communication between employees
• Having a wide range of products
To list weaknesses:
• Slow quality control processes,
• Not fully implemented industry 4.0 applications
REFERENCES

ALACA, H., & CEYLAN, C. (2010). Value Chain Analysis using Value Stream Mapping:
White Good Industry Application. Researchgate.

Muchiri, P., & Pintelon, L. (2008, July). Performance measurement using overall equipment
effectiveness (OEE): literature review and practical application discussion. International
Journal of Production Research, 46(13), 3517–3535.
[Link]

Muhamad Yasin, & Lukmandono. (2021, July 3). Implementation of Quality Filter Mapping
(QFM) in Hot Press Using Lean Manufacturing To Eliminate Waste. Procedia of Engineering
and Life Science, 1(2). [Link]

APPENDIX

Figure 1: Organization Chart

Table 1: Required Operator Coefficient Table

Table 2: Monthly Sales Data and Averages

Month
Demand
Average 2019-2021
Average Monthly
 2019
2020
2021

January
1347
1278
1545
1390
6645

February
2204
2586
2360
2383
6645

March
3780
4580
4847
4402
6645

April
6512
7960
7065
7179
6645

May
11200
14592
15403
13732
6645

June
10450
16740
16805
14665
6645

July
 11050
15260
15968
14093
6645

August
9670
12340
11230
11080
6645

September
4225
5230
6340
5265
6645

October
1248
2343
2030
1874
6645

November
1030
2711
2130
1957
6645

December
950
2824
1399
1724
6645

Table 3: Seasonal Indexes of Months and Forecast of 2022

Average 2019-2021
Average Monthly
Seasonal Index
Forecast of 2022
 1390
5864
0,2371
1679

2383
5864
0,4065
2879

4119
5864
0,7025
4976

6823
5864
1,1637
8243

11783
5864
2,0095
14234

11655
5864
1,9876
14079

14093
5864
2,4034
17024

9339
5864
1,5928
11282

3670
5864
0,6260
4434
 1501
5864
0,2560
1813

1882
5864
0,3210
2273

1724
5864
0,2941
2083

Figure 2: Forecasting of Fan Demand Chart