Table of ContentsIntroductionInternship Company DescriptionOptimizing Operator Workload in a Filter FactoryProblem StatementTools Used During My InternshipWorks CitedIntroductionI Completed My internship at Philip Morris International for 20 days. During my internship, I worked in the production department. As an intern, my task was to work on a project focused on optimizing the workload of operators in the Filter Factory. PMI has started implementing an integrated operating system, OPEN+, in all its subsidiaries, and the factory where I interned, PhilSA, is one of the leading companies in this implementation. There are many tools in OPEN+ and all of these tools took time. My project aimed to answer the following question: is it possible to apply all these tools for operators, during my summer internship I tried to find an answer to this question. I can divide my internship into three phases; the first phase is the learning phase, in this phase I tried to learn a working system of PhilSA and OPEN+. The second phase involves collecting information; this information is numerical data and verbal information from operators. The third and final phase consists of optimizing the system and running a simulation. I will describe all these phases in the following parts of my internship report. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get an original essay The tools I used during my internship were MS Excel, MS Project and Arena Simulation. In addition, there were internal tools for PMI such as SPA (Secondary Performance Application), LES (Logistics Execution System) and MES (Manufacturing Execution System). During my internship, MS Excel was the main tool that I used, particularly in the data collection part. MS Project and Arena Simulation were important tools for the optimization part. In addition to mathematical calculations, I used MS Project to optimize the operators' workload. After the calculations, I used Arena Simulation to simulate the optimized system before doing a simulation in the field. PMI's internal tools were new tools for me and from the first days of my internship, I tried to learn all these internal tools because they were necessary for my project. In particular, SPA played a crucial role as I studied past machine trends on performance-related KPIs. During my internship, I used all the optimization techniques - linear, non-linear and integer - that I learned at university. Additionally, I had the chance to learn a well-developed integrated operating system, OPEN+. In the following parts of my internship report, I will explain all these tools and techniques in detail. Additionally, I will explain my project in detail and its results.Company Description of the InternshipPhilip Morris International was founded by Philip Morris in London, England in 1847. In 1881, Leopard Morris established Philip Morris & Company and Grunebaum Ltd. with Joseph Grunebaum. In 1885, the company changed its name to Philip Morris & Co. Ltd. In 1902, the company moved to New York. In 1987, Philip Morris International (PMI) was incorporated in New York, United States, then moved its operational center to Lausanne, Switzerland in 2001. In 2003, Philip Morris Companies Inc. officially changed its name to Altria Group, and in 2008 Philip Morris International was spun off from Altria. Philip Morris International is a leading international tobacco company, with 77,000 employees worldwide. The company has46 production facilities worldwide and its products are sold in more than 180 markets. The company owns six of the world's top 15 international brands and PMI's flagship brand is Marlboro. Marlboro has been the world's leading international cigarette brand since 1972; the brand is one of the most well-known brands among all consumer products. Other Philip Morris International brands sold internationally include Parliament, Virginia S., L&M, Lark, Merit, Muratti, Philip Morris, Bond Street, Chesterfield, Next, Red & White. The company also owns a few local cigarette brands; Dji Sam Soe, Sampoerna A and Sampoerna U in Indonesia; Fortune and Jackpot in the Philippines; Belmont and Canadian Classics in Canada and Delicados in Mexico. Philip Morris International also offers smoke-free products and wants to replace all its products with smoke-free products in the future. PMI's smoke-free product line includes four products in various stages of development. The first of these products is IQOS, a heated tobacco system, available on the market. The key point from IQOS is that the tobacco in cigarettes burns at 600°C and this temperature causes smoke containing high levels of harmful chemicals. But IQOS heats tobacco to 350°C without combustion, ash, smoke or fire, and because there is no burned tobacco, levels of harmful chemicals are reduced compared to cigarette smoke. Other smoke-free products are TEEPS, MESH and STEEM; These products are still in the development phase and are not available on the markets. The Turkish subsidiary of Philip Morris International in Türkiye is divided into two companies; PMSA and PhilSA. PhilSA was established in 1991 as a 75/25 manufacturing joint venture between Philip Morris International and Sabancı Holding. The Izmir factory was established in 1991 and today has more than 1,200 employees. It produces 250 different cigarette products for the domestic and export markets. PhilSA is the world's largest cigarette factory by manufacturing capacity. PMSA was established in 1994 with a 75/25 stake between Philip Morris International and Sabancı Holding. The company is responsible for the national distribution and sales operations of Philip Morris cigarette brands. The company has one of the largest sales networks in Türkiye, with around 1,900 people. PMSA's distribution network serves more than 140,000 points of sale in 81 cities across Turkey. During my internship, I worked at Filter Factory which is a sub-branch of the production department. PhilSA has 5 different factories on its site; Primer, filter, medium speed, seal and high speed. The operations carried out in these factories are as follows; in Primary, tobacco leaves processed for the manufacture of cigarettes; in Filter, production of filters in cigarettes; in the production and packaging process of medium speed, high speed and sealed cigarettes. Medium-speed and high-speed factories perform the same process with different speed machines. Seal Factory produces cigarettes and packages them in sealed packages. My department, Filter Factory, was established in 1992 with the factory but it is included in cigarette manufacturing factories. In 2017, Filter Factory left the cigarette manufacturing factories and established a factory at the same site.Optimizing Operator Workload in Filter FactoryProblem StatementIn 2008, Philip Morris International decided to change its control system. integrated operation for a new system called OPEN+. This system was created by one of the world's largest consumer products companies, P&G, and PMI adapted P&G's system to itsown system. The company has chosen some of its affiliates as pilot affiliates for the implementation of OPEN+. PhilSA was one of the pilot affiliates and began implementing OPEN+. The implementation is broken down into five phases. In phase 0, one machine model in each factory must meet the phase's success criteria. At the start of my project, the model machine in Filter Factory made some progress on phase 0, which is why I worked on other machines. The machines I worked on belong to Cell3 in Filter Factory, the machines are: FI03, FI04, FI05, FI06, FI15 and FI16. In total, I worked on six machines but there were only two types of machines; four of the machines were identical and two of the machines were identical. In my project, I faced two major problems. The first major problem I faced was that the PMI operators have daily tasks when they operate their machines and these daily tasks take some time. With the implementation of OPEN+, several tools must be added to their daily work. All of these daily jobs take multiple times daily alongside the machines to operate. This implementation process must be carefully planned and all daily tasks must align with their priority. The second major problem I faced was with the behavior and capabilities of the operators. Each operator has a different ability to understand the new tools provided with OPEN+ and this issue should be taken into account when developing an implementation plan. To understand the major problems I faced during my project, I will explain these two problems in detail. . As I said before, the first major problem I faced was that PMI operators have daily tasks when they operate their machines and these daily tasks take some time. At Filter Factor at PhilSA, there are four teams whose work is divided into three shifts, and each shift lasts eight hours. During these eight hours, there is a 50-minute lunch break and two 15-minute coffee breaks; in other words, each shift has 400 minutes of working time. Over 400 minutes, they work on minor machine fasteners for 108 minutes and work on long-stop machine fasteners for 45 minutes. While the machine is working, they have to change the candle wrappers 50 times per shift and this operation takes 0.5 minutes; in addition, they have to change the raw material called cable, once per shift, and this operation takes 10 minutes. Finally, they have to make pit stops to clean the machine every shift and this operation takes 30 minutes. All of this daily work takes 218 minutes and there is a surplus of 182 minutes in a team but these 182 minutes are spread out in respected teams until machine stoppages. With the implementation of OPEN+, several tools that I will explain in the future must be added to the daily work of operators. The second major issue I faced was operator behaviors and capabilities. Human psychology initially rejects new routines and a system change that occurs in PMI contains many new routines and the operators are the ones who have the most effect on them. As I said before, OPEN+ contains several tools that need to be done by operators, but they are not willing to get used to these new tools due to limited time. Additionally, each operator has a different ability to understand and execute all of these new tools; there must be an implementation plan.