Download - Paint Shop Life Cycle

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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



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-

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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.



www.pfonline.com 23

peryearuntilallshopemployeesunderstandtheimplicationsoacompromised or less-than-opti-malsolution.Thisiskaizen,andittakesanewleveloresourcecommitment and teamwork

romallparticipants—managers,laborers,inhouseserviceprovid-ers, and outside suppliers andcontractors.

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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