1. The output value does not meet the planning outline: Some plans do not consider the hanging method of painting equipment, the hanging distance, the uphill and downhill, horizontal turning and drying, and the production time does not consider the scrap rate, painting equipment utilization rate, and peak production capacity of products. Resulting in the output value not meeting the planning outline.
2. The process time of painting equipment is not feasible: Some plans aim to reduce costs by cutting the process time to achieve their goals. Common issues include: inadequate transition time during pre-treatment of coating production lines, resulting in liquid leakage; Failure to consider the heating time during curing resulted in poor curing; The spray painting leveling time is not sufficient, resulting in poor leveling of the paint film; After solidification, cooling is not sufficient, and the workpiece overheats during painting (or removal).
3. Improper planning of transportation equipment: There are multiple ways to transport workpieces, and improper planning can have adverse consequences on production capabilities, process operations, and loading and unloading. Common methods include suspension chain transportation, which requires calculation and drawing of load capacity and traction capacity. The speed of the chain also has corresponding requirements for the matching of the equipment. Painting equipment also requires the stability and synchronization of the chain.
4. Inappropriate selection of painting equipment: Due to different product requirements, equipment selection varies, and various painting equipment has its advantages and disadvantages. When planning, it cannot be explained to users, and it is found to be very unsatisfactory after manufacturing. For example, air curtains are used for insulation in powder coating drying ducts, and workpieces with cleanliness requirements are not equipped with purification equipment. This type of mistake is a common mistake in the layout of painting equipment processes.
