Paint Shop Life Cycle
4
20 NOVEMBER 2006 he lie cycle o any paint shop is best expressed in ourphases.Theyare: • Facilit y pla nnin g and spe ci - cations • Facilit y construction • Facilitys tart- up/r amp-u p • Ope rat ion thr oug h the ac il- it y’ s li es pan. Fortheuser(OEM),thereare genera lly two or thr ee internal sourcesoexpertiseandknowl- edge available in each phase. They areacilitymanagers,production and production support sta, and maintenancesta. Outside the organization, therearemanypotentialsources. Material suppl iers, equipment suppliers,maintenanceandcon- struction services suppliers are the ourmajorones,buttheremay bemore.Eachoneotheseisas muchaconsultantasasupplier, but one word o caution: there are goodandbadconsultantsjustas therearegoodandbadsuppliers oreachsituation. Facility Planning In our experience, the best plansorcreatingandoperating apaintshoparedevelopedbya small sta o multi-di scip line d people utilizing a team approach. Theteamapproachisbasedon twoprinciplesooperation.The rstisthatthecompanychooses thebestpeopleortheirareao responsibility,andthesecondis that these people know how to interactandsupportthebroader objectivesotheteaminorderto createwinningsolutions. Cont inuou s improvement in theplanningphasecanbeevalu- ated by time spe nt (short eni ng the lead time and execution time), budget cost reduct ions romprojecttoproject(creating common, repetitive material, process, and equipment solutions canincreasepaintshopliecycle costsavings),thesatisactiono suppli ers par ticipating on the projectandtheattractivenesso utureprojects. One o the greatest drivi ng orces o design is the paint material chosen or the paint shop —wat erbased, powd er, sol- ventsystems,catalyzedormulti- component to name aew. Today, itisnotunusualtohaveapaint shopoperatingwithallothese material technologi es pres ent; or example powder primers, waterbasedbasecoatandtinted ortwo-componentclearcoat. Alsoogreatimportanceisthe desig n o spra yin g and curi ng zones.Thedevelopmentofex- ibleautomation,alongwiththe curr ent emphasi s on reduci ng equipment size and content, especiallyinthesprayarea,has causedachangeinequipment, sprayandcurezonedesigns. Unortunately,duringthepast 20yearsithasnotbeenunusual tohavepaintshopsorce-tnew materialorapplicationtechnolo- giesintoapaintshopdesigned or a di erent generation o coatingsorequipment.Thishas createdalegacyolow-eciency, high -ma inte nanc e syst ems wit h less-than-opt imal quality—not to mention a great deal o rustration. Duri ng this same time span, a sign icant amount o cap ital has been spent on the cap ture anddestructionoaircontami- nat ion and was te streams ro m the paint ing proc ess. Iron ically , duringthe1980sandearly’90s, environmentalmandatesorced paintshopstospendasmuchas 90%otheircapitalbudgetson treatingwasteandonly10%on increasingapplicationorcuring ec iency . By conso lidati ng the total capital outlayor a new paint shopandhavingitadministered bya skill edteam, theuser willget apaintshopthathasbalancein labor,maintenanceandcompli- anc e budgets based on global competitivebenchmarks. All members o the design team must be current on global best practicesandbenchmarks.They mustghtorimplementationo technologiesandequipmentthat advance the ir company ’s com- pe titiveness and do not hinder or burden the m wi th ext ra ne- ousprocesssteps,equipmentor labor expense. Time shou ld be ormallybudgetedorthedesign and specication-writing group to routinelyconductbenchmarking P Sp lf c Mm ProPer Planning can helP Make your Paint oPerationS Productive FroM cradle t o grave t By Jan Pitzer and Tom Boyce Hosco
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Transcript of Paint Shop Life Cycle
8/6/2019 Paint Shop Life Cycle
http://slidepdf.com/reader/full/paint-shop-life-cycle 1/4
20 NOVEMBER 2006
heliecycleoanypaint shopisbestexpressedin ourphases.Theyare:• Facilityplanningand speci-
cations• Facilityconstruction• Facilitystart-up/ramp-up• Operation through the acil- ity’sliespan.Fortheuser(OEM),thereare
generally two or three internalsourcesoexpertiseandknowl-edgeavailableineachphase.Theyareacilitymanagers,productionandproductionsupportsta,and
maintenancesta.Outside the organization,therearemanypotentialsources.Material suppliers, equipmentsuppliers,maintenanceandcon-structionservicessuppliersaretheourmajorones,buttheremaybemore.Eachoneotheseisasmuchaconsultantasasupplier,butonewordocaution:therearegoodandbadconsultantsjustastherearegoodandbadsuppliersoreachsituation.
Facility PlanningIn our experience, the best
plansorcreatingandoperatingapaintshoparedevelopedbyasmall sta o multi-disciplinedpeopleutilizingateamapproach.Theteamapproachisbasedontwoprinciplesooperation.Therstisthatthecompanychooses
thebestpeopleortheirareaoresponsibility,andthesecondisthatthesepeopleknowhowto
interactandsupportthebroaderobjectivesotheteaminordertocreatewinningsolutions.Continuous improvement in
theplanningphasecanbeevalu-atedby time spent(shorteningthe lead time and executiontime), budget cost reductionsromprojecttoproject(creatingcommon, repetitive material,process,andequipmentsolutionscanincreasepaintshopliecyclecostsavings),thesatisactionosuppliers participating on theprojectandtheattractivenesso
utureprojects.One o the greatest drivingorces o design is the paintmaterial chosen or the paintshop—waterbased, powder, sol- ventsystems,catalyzedormulti-componenttonameaew.Today,itisnotunusualtohaveapaintshopoperatingwithallothesematerial technologies present;or example powder primers, waterbasedbasecoatandtintedortwo-componentclearcoat. Alsoogreatimportanceisthedesign o spraying and curingzones.Thedevelopmentofex-ibleautomation,alongwiththecurrent emphasis on reducingequipment size and content,especiallyinthesprayarea,hascausedachangeinequipment,sprayandcurezonedesigns.Unortunately,duringthepast
20yearsithasnotbeenunusualtohavepaintshopsorce-tnewmaterialorapplicationtechnolo-
giesintoapaintshopdesignedor a dierent generation ocoatingsorequipment.Thishascreatedalegacyolow-eciency,
high-maintenance systems withless-than-optimal quality—notto mention a great deal orustration.During this same time span,
a signicant amount o capitalhas been spenton the captureanddestructionoaircontami-nation and waste streams romthepaintingprocess.Ironically,duringthe1980sandearly’90s,
environmentalmandatesorcedpaintshopstospendasmuchas90%otheircapitalbudgetsontreatingwasteandonly10%onincreasingapplicationorcuringeciency. By consolidating thetotalcapitaloutlayoranewpaintshopandhavingitadministeredbyaskilledteam,theuserwillgetapaintshopthathasbalanceinlabor,maintenanceandcompli-ance budgets based on globalcompetitivebenchmarks. Allmembersothedesignteammustbecurrentonglobalbestpracticesandbenchmarks.Theymustghtorimplementationotechnologiesandequipmentthatadvance their company’s com-petitiveness and do not hinderor burden them with extrane-ousprocesssteps,equipmentorlabor expense.Time shouldbe
ormallybudgetedorthedesignandspecication-writinggrouptoroutinelyconductbenchmarking
P Sp lf c
MmProPer Planning can helP Make your Paint oPerationS Productive FroM
cradle to grave
t
By Jan Pitzer and Tom Boyce
Hosco
8/6/2019 Paint Shop Life Cycle
http://slidepdf.com/reader/full/paint-shop-life-cycle 2/4
www.pfonline.com 21
against competitorsthroughouttheworld.
Facility conStructionToullycapitalizeontheskills
andabilitiesothedesignteam,the suppliergroup should alsocontain members skilled andexperiencedinpaintshopcon-
struction. Whenvisitingabuildsiteorapaintshop,whethernewconstruc-tionormodernization,therstconsiderationissaety.Mostsiteshaveormaltrainingandulltimemonitorsorsaetycompliance.Thisprogramisdrivenbythejobsiteconstructionmanager.The challenge or the uture
is to provide as much training
and compliance monitoringor the construction detail othe acilities andproperequip-
ment installationas orjobsitesaety compliance. More eortbyconstructionmanagersatthe jobsitetoensureproperinstal-lationoallpaintshopacilitiesandequipmentwouldpayo;inact,webelieveinstallationtrain-ingandcompliancemonitoringshould outstrip saety trainingandcomplianceeortsbythreetoonebecausethereisincrediblepayooverthe20-25yearlieothepaintshop.Consider, or example, one
improperly placed pipe ttinginapaintcirculationsystemthatgenerates agglomerated paint.The paint breaks ree once aday,creatingadirtdeectonone jobperday.Consideringa$160
averagerepaircost250daysper yearor20years,thatonemistake willresultinmorethan$800,000
o unnecessary repair over the20-year lie o the shop paintcirculationsystem.Once again, benchmarking
bestconstruction practices andbest practices or the certica-tionosystemsoruse(suchaspressure testing eld-installedpiping systems) is critical tothecompetitivenessandcostoinstalledsystems.Someothesesubsystemshavewell-establishedand mandated saety checkoutproceduresduetotheinherentdangeroimproperuse(suchasgas-redburners).Unortunately, some have
migrated to semi-ormal certi-cation procedures that slowsconstruction and adds tens o
thousandstohundredsothou-sandsodollarstothesystemcost. Anexampleothisistheadop-
am pp ssms s mxmsf ff mm p f m pf mp
p sp’s m .
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22 NOVEMBER 2006
tion o ASME Pressure Testingoclosedpipingsystemsorthepaintcirculationsystem,andmostimportantly,theadoptionothetest fuidmediawith a specicgravityolessthan1andaviscosity
similartowateroralcohol.Inreality,thepaintthatwillfow
thoughthepipingsystemhasaspecicgravityo1.25to1.4andaviscosityo80to>200pluscenti-poise.Theseheavier,moreviscousmaterials will not seep or leakinthethousandsoconnectionpointslikethedeionizedwateroraminetestmaterials.Toooten, wearecaughtinthewaywehave
donethingsinthepastinsteadothewaywemustdothemintheuturetobecompetitive.
Facility Start-uP/raMP-uPBy ar the greatest issue that
occurs during this phase is theremoval o unexpected bottle-necks within the productionprocess.Usingexperiencedandtrusted suppliers rom earlier
successul construction projectsbringsintrinsicexperiencetoallparticipants.Inaddition,detailedlogbooksostart-upproblemswithprevioussystemscanproviderichsourcesoinormationorstamembersperormingondier-entshitsorindierentlocations.Clearlyspeciedlandmarkso
completion, with clear metrics(suchas20hroruntimewithnoaultsonrobotstations/systemsor100hropropercirculationrates and paint temperature oapaintdeliverysystem)mustbespeciedupronttoacilitatethehandoromthesuppliertotheuser.Whileno onecanpredictall possible scenarios o ailureorservice,usingthesameteamopeopleorsuccessiveprojectscan provide ample opportuni-tiestorenetheselandmarkso
completion.Again,itisimportanttocapturetheexperiencesandknowledge gained rom earlier
experiences and communicatethemromjobsitetojobsite.
Itisduringthisphaseoapaintshop’sliecyclethatthereisthegreatest amount o interactionbetweenthesupplier(s)andtheuser.Productandprocessengi-neersare called to the job sitetomonitortheacceptabilityandproductivityotheirdesignsandeliminateproduct-andprocess-basedproblemsandbottlenecks,soit’snotunusualortheuser’sparticipationtoincreasethreeoldromtheoriginalacilityplanningandconstructionsta. With this increase in par-ticipationcomesadditionalandsometimesconfictingobjectives within the user ranks: makingpre-productionpartsorvehicles,testingandcalibratingkeyprocessequipment and training opera-tions personnel are just threeexamples.Cleardenitionouser
prioritiesandprominentlypostedhours o access or each areao responsibility (constructors,
productengineers,andprocessengineers)duringthisphasewill
increaseeciency.Certainly, emergencies andunanticipated tasks and eventsoccurduringthisphase,butusu-allytheywilldeclineinrequencyastheteamprogressesromjobsite to job site using commonequipment,proceduresandpro-cesses.However,havingareadilyavailable site manager duringstart-up to arbitrate conlictsduring this phase will increasespeedandeciencybyeliminat-ing human and organizationalbottlenecks, which can be asmuchas50%othetotalstart-upbottlenecks.
Facility oPerationThisphaseisthepay-operiod
oawell-planned,correctlybuiltacility,anditisinplaceor85-95%othepaintshop’stotallie.
Italsorepresents85-95%othetotalliecyclecostooperatingthepaintshop.
o ps 20 s, p sp m’s j s fmw ps s m ms smp ws sm mm.
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www.pfonline.com 23
peryearuntilallshopemployeesunderstandtheimplicationsoacompromised or less-than-opti-malsolution.Thisiskaizen,andittakesanewleveloresourcecommitment and teamwork
romallparticipants—managers,laborers,inhouseserviceprovid-ers, and outside suppliers andcontractors.
t s ps f p p sp s
Upuntil15-20yearsago,auto-motivepaintshopusers(OEMs) were organized with a big divi-sion between direct labor andindirect (maintenance) laborcost. Luckily, the transition to
managingallpaintshopactivitiesunderoneteamhasprevailedandstrengthenedinthelast15years,andthepaintshopsotodayareundergreatercontrolthanthoseodecadespast.Twentyyearsago,theemphasis
wasongettingthebestlookingjobtothetrimshop,andtheocus wasonthemoodanddemeanoroyourpaintsprayersandaew
maintenance key personnel
LEARN MORE
www.pfonl ine .com
A BAffling
Development
As this article points out, paint is the
largest single budget item in mostshops. To nd out how one company
reduced paint consumption and mini-
mized generation of hazardous waste,
read A Bafing Development.
Find the link to this article online at
www.pfonline.com/articles/110602.html
For more information on paint shop
systems and hardware from Hosco,
phone 734-542-3343 or enter
PF Direct Code 772ZT at www. pfonline.com.
toolcommodities,whichhasbeendonerequently.AsimpleairorHVLP manual paint spraygunsprayingjust250cucm(8oz)perminute in a two-shit operationconsumes $2,250,000 o paint
peryear(8oz/min×60min/hr×16hours/day×250days/year×1gal/128ounces×$150/gal=$2,250,000).Certainly,spraygunsarethemostexpensivetoolsusedinvehicleassembly,andthepaintshophas35-50othesegunsinconstantuseatmanualandauto-maticstationsduringproductionhours. But spray guns are notcommoditiesbased on thecost
ooperationandthesubsequent
reliabilityandthepreventionorunningindegrademodes,painthandlingandmixing,amounto wastepaint collected, andevensolventusageshouldbeconstantlymonitored.Instrumentationmust
becalibrated, testedandmoni-toredroutinely.These recommendations are
basedontheincrediblepaybackthatcanbegeneratedbypayingcloseattentiontopaintconsump-tion.A1%incrementalimprove-mentgenerates$800,000savingsannually, and this can bedonerequentlywitharereshedlookattheoperatingchallengesinapaint
shop,potentiallymultipletimes
all diMenSionS oF direct Material conSuMPtion MuSt be Scrutinized every day to
keeP coSt creeP out oF the Paint ShoP budget.
watchingyourPLCsorovenzonetemperaturecontrollers.Control waslargelydirectlaborandmateri-alsmonitoringandmanaging.Today’s paint shop manager
needsaskillsetcompletelydier-
entromthepaintshopsuperin-tendento20yearsago.Whilethemanagerstillwatchesthemoodanddemeanorohissprayzoneengineersandtechniciansatthecontrolstations,consumptionomaterials,wastestreammanage-mentandconsistentmirrorlikenishesoneverypartarethedaily job,anddrivingcostsdownby5-8%aretheannualtasks.Serviceprovidersorthepaint
shop, including the user’s pur-chasingdepartment,mustremem-bertheuniquerequirementsothepaintshopwhennegotiatingorprocuringmaterialsandcon-sumables.Manytimestoday,weencounter purchasing depart-mentinitiativestotreatallcon-sumablesasaroutinecommoditytodriveoutcost.Thatisaverydangerous position to take or
thepaintshop. A prime example is treatingpaint spraygun products as air
needorpeakeciencyintheirmaintenanceanduse. Anestimatedannualbudgetoapaintshopsprayingpassengerorsmalltruckbodiesmightlooklikethis:
• Amort ized depreciation: $20,000,000 ($350,000,000 plus inancing cost spread over17-20yearlie)• D i re c t/ i nd i re c t l a bo r : $11,000,000 (100 direct/100 indirect at $5 5,00 0 per person)• Maintenance,includingspares, replacement and upgrades: $10,000,000 (spares/replace- ments/upgrades)• Direc t mater ia l (pa int) : $80,000,000Giventhesenumbers,itshould
beapparentwheretoocusyoureorts to improve eiciency.Directmaterialaccounts67%otheoperatingcostinthismodel. Alldimensionsodirectmaterialconsumptionmustbescrutinizedeverydaytokeepcostcreepoutothepaintshopbudget.Consump-
tionopaintpercolorperjob,applicatorperormanceandser- vicerecords,automationstation
