INDUSTRIAL TRAINING REPORT

YEW CHOON SENG

Bachelor (Hons.) of Chemical Engineering

Faculty of Engineering and Science

Universiti Tunku Abdul Rahman

October 2014

DECLARATION

I sincerely declare that:

1. I am the sole writer of this report
2. The details of training and experience contain in this report describe my
involvement as a trainee in the field of biomedical /civil /chemical
/mechanical engineering.
3. All the information contains in this report is certain and correct to the
knowledge of the author

Signature :

_________________________

Name

YEW CHOON SENG

ID No.

09UEB03217

Date

5th January 2015

ii

ACKNOWLEDGEMENTS

I am using this opportunity to express my gratitude to UTAR for providing opportunity

to pursue the engineering training as partial fulfilment of the requirement for the
degree of Bachelor of Engineering.

Throughout this training, I am very fortune to be blessed with the guidance and
encouragement from my department manager and assistant manager, Miss Gooi and
Miss Amy Lew along with department executives Mr. Marcus Ong and Miss Yong
Yein Yein. I am very thankful for their aspiring guidance, invaluably constructive
criticism and friendly advice during my internship period.

I would also like to thank to my UTAR Industrial Training Supervisor, Dr. Yap
Yeoh Hong for his advice and sharing about the relation between the food industry and
chemical engineering.

Thank you,
YEW CHOON SENG

iii

ABSTRACT

The author joined the company as a support and assists in the operational excellence
project for one of the sub department for QA/QC department, the candy raw material
dispensary department. In this report, the author has highlighted the challenges that he
encountered and the actions taken or solutions to problems during his training period.
The author has also getting familiar with the flow of the product, the chemistry testing,
and the used of some documents in the department.

iv

TABLE OF CONTENTS

DECLARATION

ii

ACKNOWLEDGEMENTS

iii

ABSTRACT

iv

TABLE OF CONTENTS

CHAPTER

INTRODUCTION

1.1

Food Processing Industry and Cocoaland Industry Sdn Bhd. 1

1.2

The Structures of Cocoaland Industry Sdn. Bhd.

1.3

QA/QC Department

1.4

Structures of QA/QC Department

1.5

Importance of QA/QC Department

ONLINE QC

2.1

Process Flow of LOT 100 New Soft Candy

2.2

Online QC for LOT 100 New Soft Candy

11

OPERATIONAL EXCELLENCE

14

3.1

What is Operational Excellence?

14

3.2

Tasks of Dispensary Department

14

3.3

Observation and Factors

15

3.4

Solutions

17

3.4.1 Work Instruction

17

3.4.2 Standard Time

18

3.4.3 Sticker Writing Program

18

CHEMISTRY TEST

19

4.1

Flavour

19

4.2

Colour

19

4.3

Appearance

19

4.4

Odour

19

4.5

Average Weight

19

4.6

pH Test at Room Temperature

20

4.7

Total Acidity

20

4.8

Moisture

20

4.9

Reducing Sugar Test

21

2Error! Bookmark not defined.

REFERENCES
APPENDIX

23

vi

CHAPTER 1

INTRODUCTION

1.1

Food Processing Industry and Cocoaland Industry Sdn Bhd.

The food processing industry is the industry that undergoes the physical or chemical
transformation of raw ingredients into food or of food into other forms. It combines
raw food ingredients to produce the consumer food products that are prepared and
served.

In Malaysia, the food industry is diverse with a wide variety of processed foods,
the industry contributed around 10% of the countrys manufacturing output in these
few years and the global sales in food products are projected to grow at an annual rate
of 4.8% by 2020.

Besides that, the halal industry in Malaysia offers enormous opportunities for
Malaysian manufacturers. With more than 2 billion global Islamic population, the
market for halal food can be estimated at more than US$500 billion per year. The idea
of hala is associated with food products that are of high quality as in cleanliness,
sanitation and compliance with religious requirements.

Cocoaland Industry Sdn Bhd., located in Rawang, Kepong is the principal

manufacturing arm of the Cocoaland Holding Gorup, manufacturing mainly
chocolates, hard candy, soft candy or gummy, cookies, wafer, snack and beverage.
The industry began with two brothers started out as small time vendors were later
joined by other brothers and moved upstream in their business activities in order to
1

benefit from higher margins. Firstly, Mite Food Enterprise Sdn. Bhd. was formed in
1980 as a manufacturing and distributing company. Success finally came in the mid1980s when they successfully identified a market opportunity for the manufacture of
polytubed drinks, which enable the company to venture into the overseas market for
the first time, exporting to Middle East, and purchase their own factory. In Year 1991,
they successfully set up 2nd factory in Kepong and commercialized Koko Jelly, and
in year 1995, they have set up the 3rd factory in Rawang. Cocoaland Industry has then
set up another factory and launched beverage products on year 2010.

1.2

The Structures of Cocoaland Industry Sdn. Bhd.

MANAGING DIRECTOR
EXECUTIVE DIRECTORS
OPERATION GENERAL MANAGERS
DEPARTMENT MANAGERS
DEPARTMENT EXECUTIVES
DEPARTMENT SUPERVISORS
DEPARTMENT ASSISTANTS
DEPARTMENT WORKER
Figure 1.2.1 The Organization Structure of Cocoaland Industry Sdn Bhd.

Figure 1.2.1 shows the organization structure of Cocoaland Industry Sdn. Bhd. From
the structure above, the managing director act as the top director for the Cocoaland
Holdings Berhad, which also the top director other company which is under the same
holding group such as L.B Food Sdn.Bhd (Trading), B Plus Q Sdn.Bhd (Food
Processing), M.I.T.E Food Enterprise Sdn.Bhd (Trading), Greenhome Marketing Sdn.
Bhd. (Trading), Lot 100 Food Co. Ltd. (Trading), CCL Food & Beverage Sdn. Bhd.
(Dormant).
2

The effective directors are the directors for each company under the same
holding or the directors for each factory branches. The general managers manage the
operation of the whole company, same with the department managers but department
managers only represent his/her department. Every departments contain some subdepartment which is more specific characteristic or job scope from each other, the
department executives will be assigned as the head of department for each subdepartment. The supervisors assists the executives to monitor the department is
running in a steady condition. The department assistants are the leader for the workers
in the sub department.

COCOALAND INDUSTRY SDN. BHD.

Administration:

Manufacturing:

Others:

Account

Production

Purchasing

Human Resource

Supply Chain

Maintenance

Admin

QA/QC

IT

Quality Compliance

Security

Store

Marketing Planner

RnD
Figure 1.2.2 Departments structure of Cocoaland Industry Sdn. Bhd.

Figure 1.2.2 shows the departments of Cocoaland Industry Sdn. Bhd. The
administration departments supports and ensure the company is running in a steady
condition, which is cash flow, manpower and etc. The manufacturing departments
ensure the products is produce, store and send to the customer and markets. Whereas
departments in the others category support both the administration and manufacturing
departments running in a steady condition.

1.3

QA/QC Department

Quality assurance (QA) is to ensuring the quality in the processes by which products
are developed while quality control (QC) is to ensuring the quality in products and
identifying defects in the actual products produced.

Most of the companies especially the manufacturing industries will set a

department for quality assurance, but it is rarely find that a company set a department
for quality control. The quality control department usually will be a sub-department
for the production department or quality assurance department.

QA aims to prevent the defects with a focus on the process used to make the
product, it is a proactive quality process. They establish a good quality management
system and the assessment of its adequacy along with a periodic conformance audits
of the operations of the system to improve development and test processes so that
defects do not arise when the product is being developed. They do prevention of
quality problems through planned and systematic activities such as documentation,
planning, operational excellence and etc. Examples of QA tasks are such as
verification of the system, issues corrective action report, system or process auditing,
issue and update specification list and issue and update process checklist.

QC is a reactive process, they aims to identify and correct if is needed the

defects in the finished product. They finding and eliminating sources of quality
problems through tools and equipment so that customers requirements are continually
met. Examples of QC tasks is validation, sorting, lab testing, approves conformance
ingredients or finish goods and inspection.

1.4

Structures of QA/QC department

QA MANAGER

QA ASSISTANT MANAGER
QA EXECUTIVES

QC SUPERVISORS

QC ASSISTANTS

QC CHECKERS
Figure 1.4.1 Organization chart of QA/QC department

Figure 1.4.1 shows the organization chart of QA/QC department of the company, the
tasks or role description of each position are stated in section 1.2.

QA/QC DEPARTMENT

INCOMING

INPROCESS

TESTING

Raw Material

Online QC

Chemistry

Packing Material

Finished goods

Microbes

Dispensary

Retention

COMPLIANCE

Figure 1.4.2 Sub-departments of QA/QC department

Figure 1.4.2 shows the sub-departments of QA/QC department in Cocoaland

Industry Sdn. Bhd. There are 4 sub-departments in total, each sub-department will be
assigned a QA executives to be the head of department, however some of the sub
departments will have multiple team which is according to the production line, such
as lot 100 have an inprocess team, lot 5 have another inprocess team, lot 88 have total
5

of 4 inprocess teams. Each team will have the QA executives to be the team leader,
and these teams task will report directly to the assistant manager or manager.

The incoming department in charges of inspecting the condition and

specification of the raw material such as shelf-life, sugar level and etc and packing
material such as art-work, colouring, barcode and etc. The dispensary department will
dispensed the unpack/separates raw material in the correct amount to the production.
The incoming department usually inspect before the production run.

The inprocess department inspect and in charge of the condition of the goods
when the production is running. The online QC will inspect and check the condition
of the production line, machine, raw ingredients that are ready to cook, environment
condition (temperature and humidity) of the production line. The finished good will
collect the sample of finish good (including after shipper packing) and inspect.

Testing department will in charge all the testing of the products. Chemistry test
will perform average weight specification, total acidity, moisture analyser and
reducing sugar, whereas microbes will test the microbiology specification of the
products, such as yeast. Retention will in charges of keeping the finished goods to
some rooms with different temperature such as room temperature, fridge or warehouse,
and then will test its stability properties after some period, usually will test when the
goods is in the mid life of its shelf life, and after its expired. For example if the shelf
life of LOT 100 Mango Gummy is 3 years, then the test will perform on 1.5 years
after the goods is produced and after the goods is expired.

Due to all the tasks are related to QA/QC department, the compliance is
actually temporary be the sub-department of the QA/QC department, the company will
soon established this sub-department to be a new department. The compliance
department in charges mostly documentation, handling customer complain, and
dealing with auditor. Some other companies will usually have the compliance
department as the sub-department of QA departments.

1.5

The Importance of QA/QC department.

SUPPLY CHAIN

RnD

Discuss Production Planning

Issued and proposed Formulation

PRODUCTION

HUMAN RESOURCE
Issued Production Planning with Supply Chain

PURCHASING

Provide Manpower

STORE

Purchase the raw material and send it to the store

STORE
Gives the Raw Material for production.
Repair and service
(technically) to make the
flow go smooth

PRODUCTION

MAINTENANCE

Store the finish good

STORE
Supply Chain handle the finish good and send to the customers.

SUPPLY CHAIN

CUSTOMER

Figure 1.5.1 The process flow of the goods

Figure 1.5.1 shows how the products is produce and send to the customers or markets.
The figure also shows the overview relations between departments. Supply chain first
will arrange the shipment and also the demand of the customer and create the shipment
planning to the production. Production department will verify and plan again whether
they are capable to produce according to the planning of supply chain department.
Then the production will discuss and issued production planning along with the work
order formulation from RnD department to purchasing and store department.
Purchasing department will purchase the raw material that are going to supply and
produce and send to the store. Store will always ensure the amounts of raw material in
the store is always right, then will send the correct raw material to the production
department. Production department will produce goods from all these raw material and
store the finished goods to the store. The finished goods are then supply to the customer
or markets according to supply chain planning. Human Resources and Maintenance
departments is to ensure the process flow runs in a steady condition, which is
manpower and also the condition of the machine
7

However, even though the flow runs smoothly, there are still many question about the
flow. These question are such as:
a. Is the production giving the correct production planning and work-order
formulation to the purchasing and store?
b. Is the formulation that issued by the RnD is an approved or safe-toconsume formulation?
c. Is the purchasing buying the correct type of raw material?
d. Is the Raw Material supplier supply the correct raw material and in a good
condition?
e. Did the Store gives the correct raw material or ingredients for the
production to produce?
f. Is the production line runs smoothly?
g. Is all the properties, physically, chemical or biological of the goods
produced by the production is the always remain the same?
h. After the production ends, did the production line cleaning such as hot flush
or caustic soda clean the line in a safe and clean condition?
i. Is the condition of the stores affects the properties of the item store?
j. Is the human resource hire the correct professionals to the correct demand
of the department?
k. Is the maintenance repair or service the line in a correct steps or frequency?
l. If customer complains about the product, who are going to deal with the
customer and investigate for who to blamed?

All these questions above will affects the quality of the finish goods and it
might get more customer complaints and worst is get summon from the government
body such as ministry of health. Thus, QA/QC department is needed to answer all the
questions above. QA/QC departments will ensure, investigate, monitor, control and
issues Corrective And Preventive Action Report (If is needed).

CHAPTER 2

ONLINE QC

2.1

Process Flow of Lot 100 New Soft Candy

RAW MATERIAL ISSUING
DISSOLVING/WEIGHING/TEMPERING
COOKING and VACUUM
BUFFER PROCESS
FILTRATION
MIXING PROCESS
MOULDING AND DEPOSITING PROCESS
1ST DRYING PROCESS
DESTARCHING AND COATING PROCESS
2ND DRYING PROCESS
PACKING

Figure 2.1.1 Process flow chart for New Soft Candy

Figure 2.1.1 shows the process flow chart of the New Soft Candy. When the raw
material has been issues and ready to be process, the production worker will put all the
ingredients/raw materials into the input tank. The raw material or feeds will then
transfer to the dissolving tank by solid pneumatic conveyor, then weighing and mixing
all the different type of raw materials. Then tempering the mixture into a slurry form.
The slurry is then to the cooking process in a CCP temperature and then to the vacuum
tank to undergoes air inflation.

When the slurry has done vacuum, it will in the buffer process and then
filtration process with CCP pressure applied. The filtered slurry will now mixed with
colour, flavour and juice. Then deposits the slurry to the moulded corn starch for shape
moulding. Then along with the moulded corn starch tray and the slurry in it, they will
transfer to the drying room for drying process. This drying process takes usually 2 to
4 days depends on the properties of the slurry and also the raw materials used, as long
as the slurry is fully dried in the gummy shape, it can be taken out for the destarching
process.

The de-starching process will seperates the corn starch with the moulded dried
gummy, it is then undergoes the coating process, the coating process can be oil coating,
sugar coating, acid coating or mixture of some of these components. When the coating
is done, it will be transfer to another drying room for the 2nd drying process to make
sure the coated layer is stick with the gummy.

The gummy is now ready for the packing process. Some of the gummy will
have an inner packing, a packing which is pack the soft candy each one by one. Then
only to the outer packing, which is a packing direct to the customer, or the packing
that the soft candy is ready to sell in the market, some of the products will skip the
inner packing and directly to the outer packing, it depends on the type of products.
After outer packing, the goods will be manually into display box packing and then
shipper box packing, some of the goods will skip the display box packing.

10

Inner Packing
Outer Packing
Outer Packing without Inner

Display Box

Carton Box
Figure 2.1.2 Type of Packing of Soft Candy

2.2

Online QC for LOT 100 New Soft Candy

As mentioned in section 1.4, the online QC inspect and check the condition of the
production line, machine, raw ingredients that are ready to produce and environmental
condition of the production line. All the results that inspect will recorded to the online
QC form, and the executives or supervisor will analyse the recorded form frequently
to make sure things runs well, or as a better book keeping in case easy to be refer and
find the cause when customer complains about the quality of the finish goods.
Inspection must be perform at least 3 times per shift, usually morning, after lunch and
after tea break for the QC checker who is morning shift.

11

The Online QC checker will firstly inspects and record the raw material is
correctly issued by the store and dispensary department according to the recipe
checklist. The recipe checklist can be refer to Work-Order or the previously batch
manufacturing record. Then visual check the raw material is added into the correct
feed tank before during the dissolving/weighing/tempering process. When is cooking,
check and record the cooking temperature, which is the first CCP for producing the
soft candy, the CCP temperature range between 103 to 108 .

Figure 2.2.1 Refractometer for measuring the brix level

Then collect the sample with a table spoon from the vacuum and cooking tank
and test the brix with brix meter also known as refractometer, is a simple optical
instrument that measure the amount of light refracted in a liquid, it measure on a Brix
scale and usually used for measuring the brix level of fruits and vegetables, wine, sugar,
carbonated beverage, juice and honey. The brix level is very important because it is a
great indicator or specification of flavour and quality of the products. Brix is the sugar
content of an aqueous solution. 1 Brix is equal to 1 gram of sucrose in 100 grams of
solution, it is also the strength of the solution as percentage by mass. If the solution
contains dissolved solids other than pure sucrose, then the brix only approximates the
dissolved solid content. Brix test also perform for the buffer process, moulding and
depositing process and also 1st drying process.

Inspect the pressure of filtration and condition of filter before and end of
production. Ensure the filter is intact, not torn and no foreign objects are observed,
inform the production or QC supervisor when the condition does not met.

Visual check and record the colour, flavour and juice raw material for the
mixing process, collect the sample of the slurry and check whether the colour of the
slurry meets the specifications and check all the raw materials are mixed
homogenously.
12

Inspect and verify the mould used is correct as per stated in the BMR, then
check the moisture content of corn starch. The moisture of the corn starch can only be
maximum 7% of the moisture content.

Check and record the temperature and relative humidity of dry room, these
parameter can be obtained from the thermohygrometer. Report to the QC supervisor
or Production Supervisor if the drying room temperature or relative humidity is out of
the specification.

Visual check the product after de-starching and coating process. Make sure the
sorting run wells after de-starching and coating process and before packing process.
Sort out the gummy which is:
a. Deformed Shape
b. Too obvious protrusion
c. Mixed-colour pastilles
d. Deformed shape, mixed colour and oversized
e. Tailing
f. Tail less
g. Corn Starch Lump
h. Air bubbles trapped
i. Either combination of the above conditions

Inspect the sealing quality and wrapper alignment of the inner packed gummy.
Inspect the compressed air blower to remove empty wrapper is still functioning or not.
For other packing, inspect the metal detector is functioning by putting sample Ferrous,
Non-ferrous and Stainless Steel stick into the conveyor. Inspect and record the weight
of the outer packed goods are in the specification, the batch number and expiry date is
properly labelled.

13

CHAPTER 3

OPERATIONAL EXCELLENCE

3.1

What is Operational Excellence?

Operational excellence is a project that problem-solving, teamwork, and leadership

results in the ongoing improvement in an organization. It stresses the application of a
variety of principles, systems, and tools toward the sustainable improvement of key
performance metrics. Besides, this projects also involves focusing on the customers
needs, keeping the employees positive and empowered, increasing in efficiencies, and
continually improving the current activities in the workplace.

3.2

Tasks of Dispensary Department

The dispensary department dispensed the odd-out amount according to the workorder formulation of the feed input needed to the production department before the
whole production process starts. It is a sub-department of QA/QC department as its
controls the amount of dispensed raw material and also the balance amount of the raw
material for the production.

A very general example is assume to produce 20 batches of Gummy A, it needs

125 kg of Ingredients A, 278 kg of Ingredients B and 301 kg of Ingredients C for the
production to run. And every unopened raw material from the supplier is 25 kg net for
every ingredients. Thus, the dispensary department needs to dispense:

14

= 11.12, then 11 25 = 275 kg

Thus, the dispensary department needs to dispense 278 kg 275 kg = 3 kg of

ingredients B for the production then manually tied the remaining 22 kg of the
undispensed but unpack raw material and store to the correct storage location.

Same method apply to ingredient C, the dispensary department will dispense 1

kg of the Ingredients C to the production department and store the ramining 24 kg of
the undispensed raw material back to the correct storage location.

The lot 88 Candy Dispensary Department is just set up since year 2013 along
with the lot 88 candy production plants. Thus, there are some problems, critical and
also minor for this department since the year has set up. These problems are:
a. Low Efficiencies, the dispensary departments always need working
overtime in order to complete their tasks, however there has some worst
case that is the department cant complete their task even though overtime
is given.
b. Cant see improvements or more worst although many actions has taken
for the department such as hire more worker for the department, purchase
more utensils and tools for the department.
c. The QA/QC departments executives and managers has receives many
complaints from the production department that they cant start producing
or cooking according to the production planning due to the dispensary
department did not or not yet give the dispensed raw material on time,
which delayed the production and may cause lost for the company.

Thus operational excellence projects is needed to overcome these problems.

3.3

Observation and Factors

After two weeks of observation, factors identify that causes inefficiency of the
dispensary department are:
a. Time management matters

15

i. The department doesnt have a proper sequence for the

ingredients to be dispensed.
ii. The whole department rather performing single task than multitask.
iii. The dispensary department will have no action around 30
minutes before lunch time and around 15 minutes before Tea
Break.
iv. Daily Cleaning and housekeeping takes around 1 hours to
complete.
b. Manpower matters
i. Worker abuse OT policy and allowance
ii. The department still lack of a proper person in charge.
iii. Not all the workers know how to dispense all the ingredients.
iv. Friday Prayer, will lack of the muslim manpower.
c. Working environment
i. No CCTV in some part of the department.
ii. No EXT telephone line, this will gives the worker to have
excuse for bring handphone to the dispensary room.
d. Tools for working
i. Lack of Big Electronic Scale
ii. Standard

weight

location

for

doing

daily

calibration

performance check located at the beverage line, which takes

around 40 minutes to travel.
iii. Not enough Trolley.
e. Ingredients matter
i. Some of the ingredients is in lump form which takes longer time
to break it into powder form before start dispensing.
ii. Raw material that needs to be dispensed into a big amounts
takes more times.
iii. Some of the ingredients, especially wet ingredients such as
flavour and juice cant be dispensed too early, the maximum
period for pending dispensed flavour and juice is 8 hours or else
it will oxidation.

16

iv. Every dispensed ingredients need to be labelled by a

handwritten sticker, this sticker is written by the dispensary
department, which will delay and waste the time of one of the
manpower to dispensing.
f. Others Departments
i. Pending for Raw Material from Store.
ii. Pending for the signed Work Order
iii. Sudden changes of the production planning by production
department or supply chain department.

3.4

Solutions

The solutions for the identified factors above are established, they are:
a. Creates a proper system for the department by generating Work Instruction
for the department. This will act as a rules for the department.
b. Observe and record the standard time taken for each ingredients and each
cleaning action done for the department.
c. Request to purchase the lacking tools that affects the efficiency of the
department.
d. Discuss and deal with the supply chain, production and store departments
for being part of the factors that affect the efficiency of the department.
e. Establish a simple program for sticker printing instead of writing.
In these solutions, solution c and d will be done by the QA executives and managers.

3.4.1 Work Instruction

The Work Instruction (WI) shares some similarities with the Standard Operating
Procedure (SOP), both describes the tasks or jobs of the specific department. However,
SOP provides what will be done and who will be responsible for making sure it gets
done, where WI provides specific details on how it is done, it tends to be more specific
than SOP.

Lets take cleaning and sanitizing as an example, imagine that we are in a

rooms with tables, chairs, windows, and weighing balances. In SOP, it will describe
17

we need to clean the tables, chairs, floor, windows and weighing balances with mop,
wet clothes, alcohol, hot water and detergent. But in WI, it will describe we need to
mop the floor every morning with detergent and hot water, wipe the windows once a
week with wet clothes, wipe the tables and chairs with wet clothes and sanitize it with
alcohol once a month and wipe the weighing balances with wet clothes and sanitize it
before we want to use.

Thus, WI will be generated to have a more specific rules for the department
to follow. The WI is also attached along with the cleaning schedule, amended cleaning
checklist, dispensing method flow chart, balance material handling flowchart and
sequence and shifts of dispensing.

With the cleaning schedule and amended cleaning checklist, the department
will take lesser time for housekeeping due to not everything need to be clean daily.
The flow charts will ensure all the workers in the departments know how to dispense
every raw material and handling balance material. The sequence and shifts of
dispensing will act as a timetable for the dispensing activities.

3.4.2

Standard Time

A standard time chart and table is generated so that the workers and also others
departments know the capability for the dispensary department to finished their task.
If the standard time calculation for the workload does not need OT, the department
must finish their task on time, or else they will do it without get paid.

3.4.3

Sticker Writing Program

By using Microsoft Excel VBA functions, a userform is created and the sticker is ready
to be printed which saves a lot of time compare to writing the sticker.

18

CHAPTER 4

CHEMISTRY TEST

4.1

Flavour

Test the flavour of the sample and describe it into the test sheet.

4.2

Colour

Describe the colour of the sample into the test sheet

4.3

Appearance

Describe the shape of the sample into the test sheet.

4.4

Odour

Smells the sample and describe it into the test sheet

4.5

Average Weight

Measure the weights of 5 samples, and get the mean weight. Compare the mean weight
with the specification.

19

4.6

pH test at room temperature

The samples will then melt into liquid or aqueous form, or mixed with RO water
(depends on the type of sample) and have a pH test with pH sensitive electrode. Record
the measured pH and compare it with the specification.

4.7

Total Acidity

The aquaeuos sample will then titrate with 0.1 N NaOH the amount of the titrated
NaOH to pH 8 will be recorded and calculation with the formula below:
.
% :

. .
T = Titrated NaOH, ml
N = Actual Normality of NaOH used
Spl.Wt = Weight of the sample before titration starts

Record the calculated Acidity and compare with the specification.

4.8

Moisture

There are two methods to determine the moisture content of the finished goods or
sample. Firstly is the fast method, by using the moisture analyser, and with the setting
time, the moisture analyser will analyser the moisture content of the sample. However,
this method can be only applied to hard candy.

The second method is applied for soft candy, that is dry and melt the sample in a oven
with temperature of 105 for 24 hours. Then compare the mass and calculate the lost
on drying content with the formula below:

% LOD = 100%

Where,
Wbs = Weight of beaker + Sample
20

Wa = Weight of Sample After Drying

Wb = Weight of Empty Beaker.

4.9 Reducing Sugar Test

This test only applies to hard candy. With the aid of blender, crush the hard candy into
the fine powder form. Then put about 4g of the candy powder into the beaker and mix
with RO water with stirrer.

Add 5 ml of Fehling solutions A and Fehling solutions B and heat the mixture
vigorously until it starts to boil (with bubbles seen). Cool the mixture with cold water
then add 10 ml of Sulfuric Acids, 10% Potassium Iodide and RO water. Insert the
mixture into auto-titrator to start the test.

Compare the test result with the specification.

21

REFERENCES

Benedict's Test for Reducing Sugar - Brilliant Biology Student. (n.d.). Retrieved
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