Enhancing nippolac paint mixturing process based on qm standards (autosaved)

ENHANCEMENT OF NIPPOLAC
PAINT MIXTING PROCESS
AT
MIXING CENTER
(NIPPOLAC COLOR MASTER)
NEW PROCESS WITH X-SMART DISPENSER & HERO
PAINT SHAKER AND MIXER

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ENHANCEMENT OF NIPPOLAC PAINT MIXTING
PROCESS
AT
MIXING CENTER
(NIPPOLAC COLOR MASTER)
Name: M.A.B.S. Mudannayaka
Index No: IESl/ENG/2011-069
A dissertation submitted in partial fulfillment of the requirement of the
Project Management
IESL COLLEGE OF ENGINEERING
30th
of May 2016

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EXECUTIVE SUMMARY
This is project based on a paint mixing process which I worked as a IT and System
Officer at Janaki Hardware Stores. This report has to be made as to convey the
experience that I received during my working period. The project should submit within
four months.
The project is to identify a specific process in the company and to analyze the
inefficiencies of the system and find solutions to enhance them. Because they consume
time in an unnecessary manner, if reduce the time it effects to increase the production
and reduces time wastages in the factory, reduce the total cost. Therefore, I understood
that I can reduce 5%-6% from the total time it consumes to do the complete system and
improve the quality of the products as well.
Some more standards that were used to analyses overcome the problems were 5S,
environmental, NFPA 33 standards and seven wastes elimination. Data collection
method is done by answering ten questions which covered the details of every
customer, process, and input vs. output, transformation, audit system and scope of the
system.

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PREFACE
In order to fulfill the requirement of my project done for Project Management course
unit in my diploma program, I have conducted this research is about the process of
mixing paints at mixing centers. It is based ISO 21500 International Project
Management Standard.
Due to any inefficiency in the process if it loses the customer satisfaction, it will be a
major problem because they are totally depended on the customer needs, there can be a
risk of losing their market.
This project is to enhance quality of the process outcomes and reduce the process cycle
time.

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ACKNOWLEDGEMENT
I take this opportunity to express my gratitude to the people who have been
instrumental in the successful completion of this project.
First and foremost, I wish to express my sincere gratitude to my lecturer Mr.
Asoka De Silva for the valuable guidance and advice & inspired greatly to work in this
project.
An honorable mention goes to my family members for their understandings and
supports in completing this project. Next, I would like to offer my sincere gratitude to
stock/warehouse manager and maintenance officer of my family business institution,
Janaki Hardware Stores for helping me to succeed my project targets.
At the same time, I would like to thank all employees in my family business institute
for providing me with information & support they gave me in many ways.
Without helps of the particular that mentioned above, I would face many difficulties
while doing this assignment. Finally, I would like to extend my sincere thanks to all of
them.

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LIST OF TABLE
Table 1: Standard, performance and condition ..........................................................................9
Table 2: Procedure & time frame.............................................................................................12
Table 3: set time standards product vice..................................................................................16
Table 4: stimulus......................................................................................................................17
Table 5: critical activities.........................................................................................................22
Table 6: set time standards to process......................................................................................22
Table 8: stimulus......................................................................................................................28
Table 10: stimulus....................................................................................................................32
Table 11: implementation of recommendations.......................................................................34

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TABLE OF CONTENTS
EXECUTIVE SUMMARY .......................................................................................................3
PREFACE..................................................................................................................................4
ACKNOWLEDGEMENT.........................................................................................................5
LIST OF TABLE.......................................................................................................................6
1. INTRODUCTION .............................................................................................................8
1.1 Introductory paragraphs............................................................................................8
1.2 Statement of Problem................................................................................................9
1.3 Objective....................................................................................................................9
1.4 Significance of the study............................................................................................9
2 BACKGROUND .............................................................................................................10
3 METHODOLOGY ..........................................................................................................10
3.1 Data Collection Methods .........................................................................................10
3.2 Instrumentation.......................................................................................................11
3.3 Procedure and Time Frame......................................................................................12
3.4 Conceptual Framework............................................................................................12
3.5 Validity and Reliability..............................................................................................13
4 DATA PRESENTATION (CURRENT PROCESS) .......................................................14
5 ANALYSIS......................................................................................................................18
6 FINDINGS.......................................................................................................................25
7 CONCLUSION................................................................................................................29
8 RECOMMENDATION ...................................................................................................33
9 IMPLEMENTATION OF RECOMMENDATIONS ......................................................34
10 RESULTS........................................................................................................................34

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1. INTRODUCTION
1.1 Introductory paragraphs
I am currently reading a degree in IESL College of Engineering, enrolled in the
Graduate Diploma in Electronics, Telecommunication and Computing (3nd
Level). I
have done this project as an assignment of Project Management subject in my course
content.
This report is based on the process of mixing (base chemical and colorants) and making
Nippolac and Nippon paint at the Color Mixing Center (Color Master) of Janaki
Hardware Stores. For this is a brief introduction to the business institution which I’m
working as a IT and System Maintenance officer since 6 years.
Janaki Hardware Stores has been a well-established business institution in Yakkala,
Gampaha Area over 20 years. They deal with popular companies in Sri Lanka;
Nippolac, S-lon, Orange, Kaleni, Kevilton, Philips etc. and trade building constructing
equipment and utilities. Mainly they conduct their sales base on the paint business and
their main business partner is Nippolac Paint Lanka (PVT) LTD. They established first
Nippolac Color Mixing Center in that area with manual mechanical machines in 2009.
Now they have applied computerized machines with more employees for expanding
the sales for their customers.
In 1979, the Nippolac Group of Companies sprang to life life in the form of a radiant
pulse by the name of Silicone Coatings (PVT) LTD. Their specialization for years has
been in decorative, industrial and automotive paints (interior/exterior),
primers/undercoats, solvents, ancillaries, chemicals and wood care finishes. In
September 2012 Nippon Paint Lanka is established, as a strategic partnership between
Asian’s coatings leader Nippon Paint originated in Japan and Silicone Coatings (PVT)
LTD, are now poised to dominate the local market with novel coatings solutions with
its strong international presence.
With Nippolac company, Janaki Hardware Stores has come arm in arm for years along
the successful business path. Nippolac Color Master is a great innovation implemented
by Nippolac company, caused their success. Now Color Master became a fully-
computerized System handles, color matching, tinting, mixing, the generation of 3D
images of any building, then, producing paint and virtually applying colors from a huge
archive of palettes from the world's leading paint manufacturers.

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1.2 Statement of Problem
The necessity of enhancing the mixing and making paint process raises because every
customer should be satisfied solving current issues and difficulties.
1.3 Objective
The objective of this project is broken into three parts and is given the following form;
1.4 Significance of the study
This report is prepared based on the ISO 21500: International Standard for Project
Management.
According to the above mention, the necessity of enhancing the mixing and making
paint process raises because some customers are willing to purchase ready-made paints
than improvised paints. The main reason is that those customers are dislike to wait for
their paint, be ready. Also they have a doubt whether they can obtain the correct color
that they’ve requested.
In other hand, a disadvantage, faced by the dealer, when giving an opportunity to select
any color under the sun (more than 2000 colors) to the customer through this process
rather than showing limited numbers of colors (around 50 colors), some customers get
confused and it is hard for them to select few colors among all. Again Delay is the
problem raising.
Standard Performance Condition
Around 1 minute. Reduce the cycle time
of the process
a) Using the project
planning process
based on ISO 21500.
b) Without affecting
the quality of the
process
Table 1: Standard, performance and condition

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Through my analysis I found out that the current time taken by the current system can
be reduced and current quality issues can be eliminated
How I did these improvements are mentioned in my recommendations and the time
period that I took to observe, identify and find solutions are explained under
Procedure& Timeframe topic.
2 BACKGROUND
Nippolac Color Master is a great innovation implemented by Nippolac company, caused
their success. Now Color Master became a fully-computerized System handles, color
matching, tinting, mixing, the generation of 3D images of any building, then, producing
paint and virtually applying colors from a huge archive of palettes from the world's
leading paint manufacturers.
The previous color mixing system which was introduced in 2010, was fully manual
system with more problems. Some of problems are high probability of being incorrect
mixture, high resource wastage and limited selections. The main difference of the
previous system and the new system is separating both operation (dispensing and
mixing). Other advantages are less manual works, more precious measurements, smooth
working (low noise).
In this project, the purpose is reducing cyclic time of the mixing process and increasing
quality.
3 METHODOLOGY
3.1 Data Collection Methods
I used two methods to collect data,
 One method is observation
 Second method is by talking with the responsible parties.
To collect data, I observed the whole process of mixing and making paints and
examined every activity under different conditions. For an example, time to mixing
three of one-liter paint buckets separately (about 1.5min for one) is 4.5min but time to
three of one-liter paint buckets together (about 3.5 min for 4 liters) may be 3.0 min. In
such a situation, second option is OK but if only two of one-liter paint buckets are
needed, first option is OK.

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The standard time for each specific activity are already assigned. Those values
captured by counting the time.
In this report data collection method is answering the ten questions which can derive
all the information about the institute External/Internal customers, output, outcome,
resources, scope and the transformation, stimulus and response, control of records
and auditing system.
3.2 Instrumentation
The main instruments that used in this project are the field note book and daily diary.
To prove the reliability and the validity of the data collected I have made this
report according to the ISO 21500 Standards and we validated the following
questionnaire based on the ISO 9001:2008 and because of that we get reliable
information.
1. Who are the external/internal customers? (External/Internal customers)
2. What are the requirements of external/internal customers? (Output)
3. What is the purpose of the intended system? (Outcome)
4. What are the resources available for the intended system? (Resources)
5. What is the system boundary? (Scope)
6. What is the process to transform the resources (input) to achieve the objective
(outcome) of the system? (Transformation)
7. How to compare the desired results (outcome) and the achieved results and
identify the gap? (Stimulus)
8. How to respond with the resources to bridge the above gap for having the desired
results? (Response)
9. How to establish records to provide evidence of conformity to above
requirements? (Control of records)
10. How to audit the above steps to ensure the continual improvement? (System audit)

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3.3 Procedure and Time Frame
3.4 Conceptual Framework
PROJECT PLANNING PROCESS
1. Set the purpose of the project - Project Outcome.
2. Identify the available resources and categorize them - Resource Pool (3Ms)
3. Write the process begin to end - Process Chart
4. Write the process end to begin - System Chart
5. Send the customer requirements across the process - Kanban System (Management
Information System)
6. Build Quality standard into each activity of the process - Quality Plan
7. Develop an effective & efficient method for each activity by giving top priority for
quality standards - Method Data Base
8. Allocate optimum resources into each activity by considering the identified method -
Allocated Resources
9. Develop the expected time standard for each activity - Time Plan
10. Align the recourses with time by considering connectivity of activities (series and
parallel) and identify critical activities - Resource Schedule with Critical Path
(Gantt Chart)
Activity December January February March
W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4
Finding a
process
Data
collection
Data
analysis
Finalizing
the project
Report
writing
Submission
of the
report
Table 2: Procedure & time frame

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11. Balance the resources for maximum utilization of resources and reducing the project
duration. - Balanced Resource Schedule with new critical path. (Revised Gantt
Chart)
12. Add more resources to critical activities and crash the program -Accelerated Project
13. Use appropriate technology and reengineer the project process - Reengineered
Project
14. Check the actual performance of each activity against the standard performances -
Project Monitoring System
15. Identify the possible stimuli from the above check and identify the appropriate
actions. – Management Response System
3.5 Validity and Reliability
As mentioned in Instrumentation section, ISO 21500 standard is used to manage the
project which is enhancing Nippolac Paint mixing process at Color Mixing center and
ISO 9001:2008 standard is used to improve the quality of the process. The standard
questionnaire (including 10 questions) which is mentioned in Instrumentation section,
can extract the quality of the current process. In the process enhancing task, the process
has three states; the current state, the desired state and the real state.
Answering for 10 questions based on ISO 9001:2008 Quality Management Standard for the
current state, the desired state and the real state of the process respectively, helps to reveal
whether the implementing conceptual framework succeed to enhancing the process or not.
Current
State
Desired
State
Real
State

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4 DATA PRESENTATION (CURRENT PROCESS)
4.1 Who are the External/Internal customers?
External customers:(categorized, but specified)
1. House painters (contracted house painters or house owners who paint their
houses themselves)
2. Government building painters (since payments are done using cheques after
two months, the dealer should be registered in the government department)
3. Contractors for high rise building paintings
4. Other Nippolac paint dealers who have Color Mixing centers facilitated by the
company.
Internal customer:
1) Sales manager
2) Finance manager
3) IT & System Administrator
4) Stock/Warehouse manager
5) Maintenance officer
4.2 What are the requirements of External/Internal customers? (output)
Right product : - exact color name (selected from the color card) and exact color
(matched with customer sample color)
Right quality : - Not expired, right mixture, no bucket damaged, no paint bucket
detail label faded
Right quantity : - 1 liter or 4 liters or 10 liters.
Right time : - dispensing time and mixing time, computer system time and
manual work time
Right price : - same prices of ready-made paints (mixing process is done in the
factory) with 15% discount
4.3 What is the purpose of the intended system? (outcome)
Target product : -exact color according to the customer requirements (no colorant
dispensing fault, paint mixing fault and no computer system fault).
Target quality : - paint mixed for maximum time
Target quantity : -1 liter or 4 liters or 10 liter

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Target time : -reducing manual work time
Target price : - same prices of ready-made paints (mixing process is done in the
4.4 What are the resources available for the intended system?
(Resources)
M1: Men
a) Computer system operator
b) Color mixing machine operator
c) Assistant
M2: Machine & Equipment
d) Computer
e) Color dispensing machine (X-Smart)
f) Paint shaker & mixer machine (Hero)
g) Label printing machine (Brother)
h) Paint bucket cup remover
i) Rubber Hammer
M3: Material & Service
j) Paint bucket with BASE
k) Basic colors and creation color cards
l) Color fan deck (contains 1000 colors)
m) Color picker
n) Masking tape
o) Order sheet
4.5 What is the system boundary? (Scope)
 Color selection is limited to the color fan deck (maximum).
 For one turn, maximum paint bucket that can be output, are three 1L-buckets or
one 4L-bucket or one 10L-bucket (for 500ml or 250ml bucket, system is not
still updated)

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4.6 What is the process to transform the resources (input) to achieve the
objective (outcome) of the system? (Transformation)
1. Enter required paint details according to the order sheet. (30 seconds)
2. Check in BASE paint inventory. (15 seconds)
3. Request from the BASE paint stock issuing paint order confirmation. (15 seconds)
4. Bring BASE paint bucket to Mixing Center. (2 minutes)
5. Remove the paint bucket cup and place it in the machine. (45 seconds)
6. Dispense into opened paint bucket from filled colorant containers, according to
required amounts (maximum 3 minutes)
7. Fixed the cup and tape the edge. (30 seconds)
8. Mixed the unmixed paint bucket.
Paint buckets 1L 3 of 1L
(3 in 1)
4L 10L
Time 1.5min 3min 3.5min 7min
Table 3: set time standards product vice
9. Remove tape & cup and compare the color of mixed paint bucket with ordered
paint color in the color cards/ fan desk. (1 minute)
10. Print the paint bucket detail label. (30 seconds)
11. Fix the cup and paste the detail label. (30 seconds)
4.7 How to compare the desired results (outcomes) and the achieved
results and identify the gap? (Stimulus)
 Colorants are not thoroughly mixed with BASE paint after the mixing
process
 In the mixing process, paint may spill out from the bucket because of broken
edges of paint buckets, even though taping round the edge.
 Not relevant colorants may be mixed in the dispensing process because
nozzles of colorant containers are not cleaned.
 Required color and code are mismatched.
 Fail to comparing colors of mixed paint and request color

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Activity Actual Process Desire Process Gap
Quality Output is 100%
exact colored
mixture
Output is exact same
ready-made paint in
the factory
Broken edges of
bucket, mixing
faults etc.
Quantity Not measured 1L, 4L, 10L 5-2 ml gap
Time Time for being
resources ready,
dispensing, mixing
and finishing
Dispensing time,
mixing time
Time for being
resources ready,
finishing the paint.
Table 4: stimulus
4.8 How to respond with the resources to bridge the above gap for having
the desired results? (Response)
After implementing the proposed process, we can reduce nearly 1 minute. The non-
critical activities can be completed by the parallel with critical activities. It can reduce
the total time of the process.
4.9 How to establish records to provide evidence of conformity to above
requirements? (Control of Records)
The records are taken from the ISO 9001: 2008 record files and the process is
identifying through inspection.
4.10 How to audit the above steps to ensure the continual improvement?
(System audit)
There are audits at the end of each month.

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5 ANALYSIS
5.1 Process End to Beginning
1. Fixed the cup and paste the detail label on the paint bucket.
2. Print the detail label.
3. Remove the masking tapes and cup and compare the color of mixed paint bucket and
ordered color.
4. Mix the unmixed paint bucket.
5. Fixe the cup and tape the edge.
6. Dispensing the selected amount of colorant(s) to the BASE paint bucket.
7. Remove the BASE paint bucket cup and Place it in the dispensing machine.
8. Bring the relevant BASE paint bucket to Mixing Center.
9. Request the required BASE paint bucket from the stock.
10. Check the BASE paint bucket inventory.
11. Enter the customer ordered paint detail into the system according to the order sheet

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5.2 System Chart

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5.4 Set the quality standards to the process
1. More specified (more details) e.g. both color name & code
2. Use the latest updated inventory.
3. Use only BASE code & amount, more in one request as possible
4. A prior check at the stock, store in a box then bring them.
5. Not breaking the edge, place it within sensor detecting range
6. check once details entered before dispensing, not power off during this step (use UPS
as a precaution)
7. 'Tik' sound when fixing the cup
8. Place the paint bucket in the correct place and tie it firmly before mixing. Not open
the door while mixing.
9. No colorants remained on the cup or edge, match colors at eye level.
5.5 Allocate the resources
M1: Men
c) Assistant
d) Computer
i) Rubber Hammer
m) Color picker
n) Masking tape
o) Order sheet

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5.6 The critical activities
No. Activity
1 Enter required paint details according to the order sheet.
2 Check in BASE paint inventory.
3 Bring BASE paint bucket to Mixing Center.
4 Remove the paint bucket cup and place it in the machine.
5 Dispense into opened paint bucket from filled colorant containers, according to
required amounts
6 Fixed the cup and tape the edge
7 Mix the unmixed paint bucket
8 Remove tape & cup and compare the color of mixed paint bucket with ordered paint
color in the color cards/ fan desk.
9 Fix the cup and paste the detail label
Table 5: critical activities.
5.7 Set time standards to the process
No Activity Time (minutes)
1 Enter required paint details according to the order
sheet.
0.5
2 Check in BASE paint inventory. 0.25
3 Request from the BASE paint stock issuing paint
order confirmation
0.25
4 Bring BASE paint bucket to Mixing Center. 2
5 Remove the paint bucket cup and place it in the
machine.
0.75
6 Dispense into opened paint bucket from filled
colorant containers, according to required amounts
3
7 Fixed the cup and tape the edge 0.5
8 Mix the unmixed paint bucket (1L, 3in1L, 4L,
10L)
1.5 3 3.5 7
9 Remove tape & cup and compare the color of
mixed paint bucket with ordered paint color in the
color cards/ fan desk.
1 min
10 Print the detail label 30 secs
11 Fix the cup and paste the detail label 30 secs
Total (1L, 3in1L, 4L, 10L) 10.30 12.15 12.45 16.15
Table 6: set time standards to process

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5.8 Crash programming
Crash programming tries to reduce the total completion time of the process. To
reduce the total time in the process we can combine the activities in line with
the process. That will reduce minutes in the total process. When we take the
production process in the factory in to one line the total time that needed to
finish the production will reduce.
5.9 Establish a method for each activity
We can use process approach to obtain a desired result when activities and
related resources are managed as a process. We can focus on the factors such
as resources, methods and materials that will improve key activities and we can
evaluate the risks and impacts of activities on the process. Then we can provide
a better understanding of the responsibilities necessary for achieving common
objectives.
5.10 Develop a monitoring mechanism
a) Set QQTC for each activity
Quality: Mixing Nippolac/Nippon paints according to the environmental and
NFPA 33 standards.
Quantity: 1L or 4L or 10L
Time: Machine operation time is fixed and When concerning internal
customers, the time is their estimated completion time, but the time for external
customers is expecting that to the date they need the order. desired times for
1L, 4L, 10L are 10.30, 12.45, 16.15 minutes respectively.
Cost: 18% or more discount from the mark price
b) Measure the QQTC for each activity
Quality: Make sure the comfortable auditing system
Quantity: check the limit mixed paint in every bucket.
Time: 9.45, 12.00 and 15.30 minutes
Cost: market selling price of each paint type

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a) Identify the gap.
a. There is gap in the quality of final product.
b. There is gap in process time and selling price.
b) Choose the right response to bridge the gap.
Treat well to the workers and guide them to present for the work
every day, guide the employee to try to work on time, proper
standards. Then it can reduce the total process time.
5.11 Scope and Limitations
Nippolac Paint Lanka (PVT) LTD is authorized to change or modify the quality standard
of machines and basic chemical material (BASE paint and colorants).
The dealer is authorized to introduce new formula of new paint color for his customers,
but it limited for his sales.
The company introduced maintenance process should be followed.

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6 FINDINGS
6.1 Ideal management system
6.1.1 How are the External/Internal customers?
houses themselves)
company.
Internal customer:
1. Sales manager
2. Finance manager
3. IT & System Administrator
4. Stock/Warehouse manager
5. Maintenance officer
6.1.2 What are the requirements of External/Internal customers? (output)
detail label faded
manual work time

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(Resources)
M1: Men
c) Assistant
d) Computer
i) Rubber Hammer
m) Color picker
n) Masking tape
o) Order sheet

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still updated)
(3 in 1)
4L 10L
process

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exact colored
mixture
ready-made paint in
the factory
Broken edges of
bucket, mixing
faults etc.
Time Time for being
resources ready,
dispensing, mixing
and finishing
Dispensing time,
mixing time
Time for being
resources ready,
Table 8: stimulus
(System audit)
There are audits at the end of each month.

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7 CONCLUSION
7.1 Practical Management System = Constraints + ideal Management
System.
7.1.1 How are the External/Internal customers?
houses themselves)
company.
Internal customer:
1. Sales manager
2. Finance manager
3. IT & System Administrator
4. Stock/Warehouse manager
5. Maintenance officer
7.1.2 What are the requirements of External/Internal customers? (output)
detail label faded
manual work time

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(Resources)
M1: Men
c) Assistant
d) Computer
i) Rubber Hammer
m) Color picker
n) Masking tape
o) Order sheet

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still updated)
(3 in 1)
4L 10L
process

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exact colored
mixture
ready-made paint in
the factory
Broken edges of
bucket, mixing
faults etc.
Time Time for being
resources ready,
dispensing, mixing
and finishing
Dispensing time,
mixing time
Time for being
resources ready,
Table 10: stimulus
(System audit)
There are audits at the end of each month. I recommend the audit system of enhancing
the process up to achieve the desired level, then that improve practically more than
that.

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8 RECOMMENDATION
Recommendation which implementation of practical management system are;
 Train the employees according to the process.
Mainly three characters involves the core of this process except the area of
stocking, invoicing and ordering. They are computer operator, mixing machine
operator and assistant. These rolls are very important especially in the festival
season (November to April), because big order lists can be expected and the
process should be systematic (like instruction pipelining in computer system).
So every employee must train every operation of this process (how to do).
Anyhow any operation cannot be bypassed when one of characters are absent.
In such a case, other roll should be responsible both even though process time
is increased.
 A redundant BASE paint stock kept at mixing center (stocking according to high
availability)
 Reduce back orders.
To reduce number of back orders, BASE paint stock is always checked and also the
inventory list is updated. Colorant containers are always checked.
 Ready-made stock for top selling paints.
 Maintain the standards effectively.
Making the correct
resources ready and
Dispensing the
colorants
Mixing the mixture finalizing
Making the correct
resources ready and
Dispensing the colorants
Mixing the mixture
Making the correct
resources ready and
Dispensing the
colorants

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9 IMPLEMENTATION OF RECOMMENDATIONS
What Who When Remarks
Keep a redundant
BASE paint stock at
the Mixing center
Stock manager 12th
Nov 2015 Total mixing process time
could be reduced
Train the employees
according to the
process
HR manager 15th
Nov 2015 Make sure the well trained
employees.
Reduce back orders Stock manager 20th
Nov 2015 In order this regular task, a
computerized database
system (programed using
MS Access and MS Excel) is
implemented
Keep ready-made
paint stock
Sale manager and
stock manager
05th
Dec 2015 the mixing paint order traffic
is reduced and customer
satisfaction was increased
Maintain standards
effectively
Maintain manager 15th
Dec 2015 Separated by covering all
chemical stocks, installed
fire extinguisher and
maintaining machines
according to the
manufactures’ instructions
Table 11: implementation of recommendations
10 RESULTS
10.1 The comparison of Current, Desired, Achieved status.
Ideal QCD
Quality
Ready-made paints mixed in the company factory is equaled by 100% to the mixed painted at
mixing center of the dealer.
Cost
20% Discount given from the marked price for customers
Delivery
Available always customer required paint as ready-made paint.

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Previous QCD
Quality
Exact color is matched according to the customer requirement. Maintenance and Quality are
not in the appraisable level.
Cost
Delivery
Customer has to wait until the paint is get ready (always).
Achieved QCD
Quality
Exact color is matched according to the customer requirement. (no colorant dispensing fault,
paint mixing fault and no computer system fault).
Cost
Delivery
Customer has not to wait always until the paint is get ready. Paint buckets of colors in the
basic color card, are always available.

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