REDUCTION OF INTERNAL FAILURE COSTS OF SOAP PRODUCTION COMPANY AND REFINED OIL

Competition forces companies to put quality at the center of their activities while being efficient. To appreciate the concept of '' quality '', it is better from its opposite, non-quality is the discrepancy between the quality target and quality achieved. It is in this study to develop a management mechanism that integrates the risks of non-quality related to production within a manufacturing industry. Overall, industrial production systems are run by goals to be measurable in order to better judge their efficiency. These systems require their expertise to monitor and improve the costs associated with the prospect of getting quality products. The process of reducing internal failure costs could be summarized in three steps beginning with the establishment of context identification of sources of non-quality through the appreciation of non-quality then treating non-quality. The method of Ishikawa, the Pareto and typological approach causes of tree become systemic resolution tools. In order to better highlight the rate of non-quality, circular chart use is appropriate. The study conducted in a Cameroonian manufacturing company AZUR SA. highlights ten sources of non-quality whose cost is estimated at 14 429 115 FCFA. Two priority sources that are characteristic of nonquality are the preforms at the oil mill and the cardboard packaging at the soap factory. These alone represent 60% of the internal failures characteristic of nonquality. These two sources are preforms (43%) at the oil mill and cardboard packaging at the soap factory (15.3%). This study shows that after the implementation of the proposed actions it is possible to reduce the cost of internal failures by about 60%