Reprinted from:

OATING
September 1992

Designing and installing a powder coating system

by Nick Liberto

Reprinted with pennission from POWDER COAnNO courtesy of:

III powder coating Dl Consultants OJ

DIvision of "lnan, Inc.
1529 Laurel Avenue Bridgeport, CT 06604 (203) 3667244 Fax (203) 3675246

Designing and installing a powder coating system

Nick Liberto, P.E. Powder Coating Consultants
Finishers decide to install powder coating lines for a number ofreasons: to improve compliance with environ mental regulations, to withstand market pressure when competitors turn to powder, or to replace a worn-out liq uid line. No matter what the reason, making the move from liquid finishing to powder coating is a complex, multi-step process. This article presents a formula--used for installing more than 100 powder coating lines--that simplifies the process of making a successful switch to powder.

Finish requirements. It's important to be sure that powder will meet your requirements for appearance (in
terms of orange peel, gloss, or clarity, for example) and after-cure properties (such as film thickness, salt-spray resistance, or ability to be silk-screened).

Economics. The first step in deciding if powder is eco

nomically feasible involves determining ifit makes more sense to use your existing ovens, washer, and conveyor or to buy new equipment. The next step is calculating the cost of buying and installing the new application and .recovery system. The final step is figuring out the expected return on investment (ROI) for the conversion.

f you are leaning in the direction of changing from your current finishing technology to powder or of adding a powder coating line to your existing opera tion, you need to assess how well powder coating will work for you in terms ofperformance and economics.

Existing or new equipment? JustifYing a switch to

powder is easier when you're thinking of replacing a worn line entirely or of building a new plant. It's harder when you're considering upgrading an existing line with a powder application and recovery system. Your exist ing equipment may not work successfully in a powder coating process unless you repair or replace it. If you decide to buy new equipment, examine the cost and the floor space requirements. If you decide that you must run the existing system during the installation of the powder system, develop a workable plan to accomplish this. [Editor's note: For a fuller discussion of the eco nomics of switching to powder when equipment requires repairing or replacing, see "Powder coating-too expen sive?" elsewhere in this issue.]

Performance. Finishers considering powder need to

decide if powder suits the nature of the parts they coat and meets their finish requirements.

Nature ofparls. Parts with many Faraday cage areas or internal obstructions will be difficult to coat with pow
der. They usually can be powder coated, but finishing costs and system complexity often increase. Parts con structed of nonconductive materials (plastic) are diffi cult to powder coat. Materials (solder joints and lead) and assemblies (seals, bearings, and gaskets) that can't withstand high curing temperatures are not good candi dates either. Powders that cure at low temperatures can help, however. A part with a heavy mass may take an unrealistic time to attain cure metal temperature or to cool off. An infrared oven or boost section can speed part heating, and cool-down tunnels and water quench sys tems can reduce cooling time.

System purchase and installation. Powder applica

tion and recovery system vendors will give you bud getary (estimate) price quotes, which you can use to determine system costs. You must figure the costs asso ciated with installation also. These include the costs of constructing and modi:fYing buildings, bringing new util ities to the line, dismantling the old system, and installing and starting up the new one.

Return on investment. The final step in determining if powder is feasible for your operation is an analysis of the expected conversion costs and expected savings. Some examples of anticipated savings are reduced cost for applied material, labor, and energy. This comparison, usually called the ROI calculation, will give you an indi cation of how long it will take the system to pay for itself and begin to make a profit. Here is a formula for calcu latingROI:
Equipment cost + installation cost = ROI (years) Annual operating savings (costs)

After-cure properties. Outline the coating per formance needed to meet the company's require ments. Include specifications for all applicable perform ance and appearance requirements and any special after-finishing processes (silk screening or post forming, for example).

Utilities. List the existing plant utilities such as natural gas, water, compressed air, sewer, and waste water treatment. If existing utilities are inadequate for a ven dor's equipment requirements, you will need to bring in new utilities.

Organize the project team

If you have decided to purchase and install a powder coating system, you need to pull together a project team, select a team leader, and establish lines of corrununica tion. The project team consists of in-house personnel and an independent consultant. The team will determine the project's success to a large extent, so choose wisely. Select in-house team members from these departments: sales and marketing, manufacturing, engineering, and finance. Choose a consulting firm with experience in powder coating. The firm's experience means it can help your company avoid costly design and installation mis takes. The company must not represent or have any affiliations with equipment or material suppliers or have outside interests that conflict with its project responsibilities. The project leader is responsible for giving team mem bers copies of meeting notes, correspondence, and other pertinent data and for funneling information from one member to another. The leader must know where the project stands at all times and be able to answer any question about the project.

Plant floor space available. If you know the size of the area where the new system will be installed, include this information in the specification.

Existing system information. If components of the existing system (ovens, washer, conveyor) will be used in the powder coating process, include information about them. Examples of useful information are the dimension from the top of the rail to the top of the part, washer stages and durations, and oven times and temperatures.

Part profile. If you will use the existing part profile, add it to your specifications. If you know the new part profile, include it also.

Colors. Include the colors you will coat your products with and the number of colors you will use.
Communicate the specification to vendors. Send
the specification to vendors you want to consider. Include powder suppliers, chemical suppliers, system houses, and powder equipment suppliers.

Select the vendors

The project team must now choose which companies it is confident will provide the system that will most closely meet your company's requirements at a price you can afford. Team members must realize that the new pow der coating system is a process, not hardware. If they buy and install the system as if it were just hardware without giving thought to process-you'll end up with an expensive pile of parts. By following these steps, you will define the finishing process needed at your company and also simplify vendor selection.

Perform application tests. Provide parts, powder, water samples, and color chips to the vendors you are
considering using. Witness the application tests when possible. Use test results to confirm that vendors are capable of meeting your process specifications. Eliminate vendors who have not performed to your expectations.

Update performance specifications. During testing, Write a performance specification. The specification
corrununicates the company's requirements for a pow der coating process. Incorporate all information that is pertinent to setting process parameters. Some examples follow: you may discover that some of the process parameters you requested are not practical or cost effective. Use test information to refine process parameters and update performance specifications.

Production rates. Based on a 5-year marketing plan, break down all parts and their production quantities.

Obtain quotations. Use the revised specifications to

get equipment and material quotes.

Review quotations. Review quotations for compliance with your performance specifications. Analyze the quotes, comparing the price and features offered by each vendor. You may want to use a spreadsheet for vendor analysis (see Table 1).

Make vendor selection. After reviewing the vendor analysis carefully, select the suppliers you will work with. Base your selection on the following criteria: (1) compliance with the performance specification; (2) con fidence in the vendor's ability to provide what is quot-

Sample vendor analysis for 8 powder coating system Comparison item General
Washer Dry-off oven Cure oven Conveyor Environmental room Cooling tunnel L-shaped; floor-mounted Elevated Elevated 4' I beam; 458 chain Standard panels None L-shaped; floor-mounted Floor-mounted Floor-mounted 3" I beam; 348 chain Fiberglass panels 2 L-shaped; elevated Floor-mounted Elevated 3' I beam; 348 chain Painted steel panels 1 (common to both ovens)

Vendor #1

Vendor #2

Vendor #3

Washer Prewash stage Cleaner stage Rinse stage Conditioner stage Zinc phosphate stage Rinse stage Sealer stage Rinse stage Drains Washer vestibules Washer housing Washer tanks Zinc phosphate tank Washer vents Washer piping Dry-off oven Dry-off design
Dry-off exhaust
Dry-off recirculation
Dry-off burner
Dry-off heat seal
Cure oven Cure design
Cure exhaust
Cure recirculation
Cure burner
Cure heat seal
Cure duct location
Environmental room HVAC duct work
Wall construction
Access doors
Conveyor Type
Length
Take-up type
Number 01 drives
Sludge tower Summary Appliance experience Appliance reputation Price rank Layout

2 risers; 125 gpm; 320 gal 14 risers; 850 gpm; 2,150 gal 8 risers; 500 gpm; 1,250 gal 2 risers; 125 gpm; 1,320 gal 14 risers; 750 gpm; 1,900 gal 8 risers; 450 gpm; 1,150 gal 8 risers; 450 gpm; 1,150 gal 8 risers; 450 gpm; 1,150 gal 10' 6'6' 10 -12 gauge; ladders w/platform 1/4" mild steel; 2' insulation 1/16"-ss sloped bottom; pit 1,360 clin CPVC; aD nozzles

Not shown 14 risers; 780 gpm; 2,400 gal 8 risers; 450 gpm; 1,400 gal None 14 risers; 650 gpm; 2,000 gal 8 risers; 375 gpm; 1,100 gal 8 risers; 375 gpm; 1,100 gal 8 risers; 275 gpm; 800 gal 9' 13' (entry); 12' (exit) 3/16'; slanted roof; no platform 1/4" mild steel; 1." insulation 3/16"-ss sloped bottom; pit 1,200 cfm CPVC; aD nozzles

2 risers; 11 gpm 13 risers; 745 gpm; 2,410 gal 7 risers; 400 gpm; 1,020 gal 2 risers fed Irom rinse 13 risers; 620 gpm; 2,020 gal 7 risers; 355 gpm; 840 gal 7 risers; 285 gpm; 1,220 gal 7 risers; 285 gpm; 720 gal 10' 8' (entry); 10' (exit) 10 gauge; elevated; platform 1/4' mild steel; 2" insulation 3/16"-ss sloped bottom; no pit 2,600 cfm CPVC; aD nozzles

Elevated; 4" insul.; 300F

1,274 clm
25,500 clm
2,000,000 Btu
Bottom entry; natural

Floor-mtd.; 4" insul.; 350F

2,500 cfm
45,000 clm
3,000,000 Btu
1,600 clm

Floor-mtd.; 3' insul.; 250F

3,840 clm
12,600 cfm
2,000,000 Btu
4@ 2,000 clm each

Elevated; 4' insul.; 425F

6,033 clm
90,440 clm
5,200,000 Btu
Bottom entry; natural
Top leed; bottom return

Floor-mtd.; 4" insul.; 450F

6,800 clm
50,000clm
5,000,000 Btu
1,650 clm
Top leed; top return

Elevated; 4" insul.; 500F

3,300 clm
2@ 25,350 clm each
4,500,000 Btu
Bottom entry; natural
Bottom leed; top return

Yes
Steel panels; sealed floor
2 personnel; 1 overhead

Yes Fiberglass panels; vacuum 2 windows; 2 prsnl.; 1 overhd.

Yes
Prepainted metal
2 personnel; 1 overhead

4' I beam; 458 chain

1,480'
Mechanical
1
800-gal tank; mild steel

3" I beam; 348 chain

1,150'; supports extra
Air
1
Extra cost

3" I beam; 348 chain

1,330'; ss in phos. stage
Air
2
355-gal tank; ss

Lowest
Lowest
Best
Middle

Middle
Middle
2nd best
Worst

Highest
Highest
3rd best
Best

Price Equipment
Installation
Total

$587,329
188,621
$775,950

$713,282
81,500
$794,782

$621,078
271,770
$892,848

ed; (3) reference check of the vendor's past customers; and (4) promised delivery date and price of equipment or material.

Write the contract

The contract should do more than provide work for lawyers. Your project team and lawyers must write it to protect your company's interests. Cover these points in the contract:

project leader must communicate to the vendors and they to the leader. Problems will be cleared up quickly and questions answered only when all departments affected by the project are involved and when tasks are clearly spelled out. The following will aid you in achiev ing these goals:

Performance specification. Include the perfonnance specification to drive home the point that you are buying a process, not just hardware. Various components of the hardware mentioned in the vendor's quotation should be referenced to the process and specifications. Project schedule. Everyone involved in the project should agree on a realistic project schedule and commit to delivery dates that correspond to it. Use Gantt or PERT (Performance Evaluation Review Technique) charts to show the relationship between important pro ject activities and delivery dates. Use critical path and other project management techniques to track project details. Figure 1 shows a Gantt chart used to track a simple powder coating project. Responsibilities. Carefully assign all responsibilities (both internal and vendor). Pay particular attention to the "by others" statements in the vendor quotes (this refers to tasks a vendor indicates are to be perfonned by others-not by people from the vendor's company). Do you agree with the vendor's assessment that others should perfonn these tasks? If not, state your position clearly in the contract. Make sure these responsibilities are assigned: (1) equipment installation; (2) utility drop and hook-up preparation; (3) building modification; (4) environmental powder room construction; (5) system start-up; and (6) employee training.

Appoint a core project team. This team is made up of a project manager, representatives from the engineer ing and maintenance departments, and vendor contacts. The project manager may be a company employee (pos sibly from the engineering department) or someone who answers to your company exclusively. All people involved with the project will communicate with this person directly. The project manager is responsible for making sure the project is on time, on budget, and done according to the contract. Schedule review meetings. The project manager should schedule regular review meetings, which all core project team members should commit to attend. The meetings' purpose is to discuss problems in project design and installation as they arise and to keep the project on schedule. Update delivery schedule. The project delivery and installation schedule is a dynamic document. It must be updated regularly so it always reflects the true status of the project. 'Th do this, the project manager deter mines the critical path of activities that affect the project completion date and monitors them closely for delays. ' Project management tools like Gantt and PERT charts provide graphic representations of this information.

Install the system

Equipment installation differs from equipment delivery and involves separate steps, which should be incorpo rated in the overall project schedule:

Communicate!
Project success is rooted in good communication. Project team members must communicate with each other; the

Prepare site. Prepare the installation site before the equipment is delivered. Level the floors, complete build ing modification or construction, and relocate or dis mantle existing equipment.

FIGURE 1
Sample Gantt chart
1 day per symbol Task ID Heading/task

August 92 Resource

03

10

17

24

311

September 07

P1 001

I Proiect. PJ
Write contract Release P.O. Approve drawings Equipment delivered Building modifications Remove old system Install system Start -up & debug Approval testing Production

002 003
004 005 006 007

... . .. . . IS . .\ . . . . . . 1\
lSI IS:SI
$

S 51

IS S $ SI IS S SSI

..... . . . . .
IS S S SI

c:s::sJ

\\1

IS:Sl

IS $ $ 5.

008
009 010

. . ... . . .. .. . . .
lID.
It

IS:SI lSI

c: [Link]

Key:

I Critical
JNoncritical

ISS S S I Assigned lID Milestone

'---_--'I Unassigned

l\\\\\\\\\\\'l Finish delay

Free float

_ _ _ Float/delay

Planned Actual

Group equipment together. Ready a staging area

near the installation site to hold the equipment as it is delivered. Equipment from different suppliers usually arrives at different times and on partially loaded trucks. Grouping the equipment before installation will assure that nothing gets lost.

Inventory the equipment. Have your project manag

er present to inventory equipment as it is delivered, before installation begins. Replace missing hardware and broken components before they are needed for installation. Nothing stops an installation faster than missing or broken parts.

Before system installation, take advantage of any train ing that vendors sponsor at their facilities. (2) During system installation, have maintenance and operational personnel present. They will gain knowledge by seeing the system components being assembled and by learn ing how they work before production begins. (3) After the equipment is installed and debugged, equipment suppliers should provide on-site training to team mem bers and other pertinent employees. This should be part of their contracted services.

Start production
Initial production of coated parts is an exciting time, but excitement should be tempered with sound judg ment. Planning is the key for success. Here are some suggestions:

Prepare utility drops. Before installation begins,

work out the location ofutility drops with the equipment vendors and get the drops ready. Once installation is under way, system components will cover the drops, making it impossible to install them later.

Get help from suppliers. Sometimes all the problems

are not apparent during start-up and have to be flushed

out during production. It is helpful to have the equip
ment and material suppliers present for the first few
production days to help solve problems.

Enclose an area for powder application and stor age. Plan the application area so it has adequate room to store the amount of powder the system will use in a
24-hour period. Enclose the application area to prevent powder contamination from the rest of the plant; pro vide temperature and humidity control as needed. Also, plan an area for long-term powder storage.

Run different parts in quick succession. Run all

types of parts through the system as soon as possible. If

your production parts are seasonal, or if new product
changes are coming, run samples of these parts when
production begins so you can detect problems.

Start up the system

Ifyour design and installation plan was sound, start-up should be an exciting time and not a dreaded event. Some helpful hints for system start-up follow:

Plan for rejects. Have a plan for handling the rejects

the system will generate during start-up and initial pro duction cycles. Do not depend on using the first parts _ coated for production or you will be disappointed; there is always a learning curve before you can run the system properly. Make the reject plan flexible enough to allow parts to be reworked or scrapped.

Testing reduces start-up time. Highly automated

systems will take longer to debug than manual systems. No matter how simple or complex the system, however, having a good system design and doing some equip ment testing before start-up will shorten start-up time greatly.

Keep an open mind. Be willing to be innovative and

creative in trying out methods for successfully coating

the parts. Make your ideas known to the equipment
supplier during start-up. You know your product better
than the supplier does, and months after the suppliers
have completed the project, you will be coating the parts
better and more efficiently than they ever could.

Bring in maintenance and operational personneL

Have maintenance and operational personnel available for system start-up. They can observe how to trou bleshoot the system when the vendor is solving start-up problems.

Have test parts and powder available. 'Ib prevent

delays during start-up, have test parts and the powder you will use during production on hand. You will proba bly have to scrap the parts after coating, so do not plan to use them for production.

Conclusion
If the design ofthe powder coating system is well suited to your requirements, and if a plan to install the system is implemented properly, then installing and starting a powder coating line can be pleasurable. Good luck and welcome to the world of powder coating! PC

Take a systematic approach. You'll save time if you

take a systematic, logical approach to system start-up. [Editor's note: For a guide to system start-up, see "How to set up your system for a new part," Powder Coating, August 1991.]

Train employees
A project is not successful unless employees know how to use and maintain the new system safely and effi ciently. Training typically is available at three times: (1)

Nick Liberto, P.E., is president of Powder Coating Consultants, an independent consulting firm located at 1529 Laurel Avenue, Bridgeport, CT 06604; 203/366 7244. The company's services to the powder coating industry include system design, project management, and operational auditing. Liberto, who has 10 years of experience in the powder coating industry, holds a BSME from the University ofNew Haven and is a member of PCl, CCA, and AFP-SME.