International Journal of Innovative Research in Advanced Engineering (IJIRAE) ISSN: 2349-2163 Volume 1 Issue 9 (October 2014) www.ijirae.com _________________________________________________________________________________________________ © 2014, IJIRAE- All Rights Reserved Page -89 Implementing the concept of paint before assembly to the typical assembly line Rayappa Mahale * Dr. V.N.Gaitonde M.Tech., S tudent Professor IP&E Dept IP&E Dept BVBCET, Hubli BVBCET , Hubli Abstract— This study is focused on the concept called Paint Before Assembly (PBA) in an assembly line of leading industry. The purpose of PBA is to impart Continuous Process Improvement (CPI) application to reduce paint defects and to improve cost efficiency. This study is solving the problem of paint defects using the seven quality control tools. The study focuses on how the organization can achieve tremendous process gains through standardized work processes. The study objectives were to minimize the various paint issues and thereby increasing quality and reducing waste. A qualitat ive appro ach was used to draw insights from the underlying principles of total quality managemen t and lean pro duction as pr ocess impro vement method ologie s. Keywords— Paint before assembl y, Continuou s Process Improv ement, Pareto diagram, Cause and effect diagram , PDCA Cycle, Ka izen, Muda , Muri, and Mura I. INTRODUCTION The intention of the Paint Before Assembly (PBA) process design is to eliminate the need for costly masking and painting of the assembled unit and to allow the painter access to all parts of the mechanism, which may not be accessible after assembly . Also PBA protects various precision parts that should not be painted. Continuous improvement, in regard to organizational quality and performance, focuses on improving customer satisfaction through continuous and incremental improvements to processes, including by removing unnecessary activities and variations. Continuous improvement is one of the tools that underpin the philosophies of total quality management and lean production. Through constant study and revision of processes, a better product can result at reduced cost. Kaizen has become a foundation for many continuous improvement strategies, and for many employees it is synonymous with continuous improvement. All work carried out can be improved and all current process, they must contain no waste of any kind "whether material or moral or intellectual The reduction of these waste also results in a value-added of the process and the client benefits from the results, and take advantage of that, make Improveme nts in a specified time frame while Spreading Improveme nts throughout the plant and Promote Employee Involve ment, Teamwork and Creative Thinking. Achieve the required Cost Savings to remain Competitive in the Market Place. Hence the present work is carried out with the following objectives: ZERO DEFECTS during commissioning and 50% reduction in defec t rat e. To reduce variable costs in dispatch painting proces ses. Spreading Improvements throughout the plant and Promote Employee Involvement, Teamwork and Creative Thinking. Achieve the required Cost Savings to remain Competitive in th e Market Place. Figure 1 PBA Flow Diagram
