- One build makes both documents: plan_variant.py switches the
plan-specific text (pick / is_a / label); build_plan.py writes
CNX-Vinyl-Business-Plan-A and -B (docx), export_pdf.py exports both PDFs
with the table of contents filled in. Draft 0.2 (single launch-plant
plan with contingency) is removed; it stays in the history.
- Plan A: the launch plant with every machine and six cost levers, ~177M
THB with the ramp-up reserve, no contingency. Plan B: the second Duplex
at launch, five presses, ~224M THB on the same basis. Each version reads
as a complete plan with one table comparing it with the other; the
216M investor-question text is gone, Pheenix is priced at OMS's
reference plus 20 %.
- Calculator renders in both documents, each from its own preset: the
plant at a glance (Figure 4), the budget check (Figure 5) and ten years
of cash (Figure 6), in docs/renders/calculator/.
- Calculator budget card: the verdict and third KPI now name the tightest
budget the midpoint fits (Plan A: 3.3M to spare under 180M; Plan B:
0.8M under 225M) instead of always 225M.
- Fixes: CD replication cross-references point to section 4.10; the
blended price in section 3.3 and roadmap item 1 is 3.76 to 5.27 USD at
60 % specials (3.50 to 4.60 at a standard-heavy mix).
User (October 2026): "change the hall layout" after the finding that the
60/40 floor split leaves the Classics about half loaded at 60 %+
specials (specials run only on the Duplex systems).
- Press hall now keeps five Duplex bays (four along the visitor
corridor, the fifth at the head of the second row) and four Classic
positions: 550 + 200 = ~750 m2 of ~870 m2, ~73/27 by floor, 10 to 4 by
presses; launch plant fills one of each, growth adds Duplex first.
- Full hall: ~2.9 to 4.4M records a year at 60 % specials, Classics ~80
to 100 % loaded (60/40 gave ~2.3 to 3.6M); ~3.2 to 4.4M at ~20 %;
fourteen presses as before: ~2.1 to 2.5 t/h steam, up to ~1.8 MW
cooling, a utility phase of its own.
- pressing-line.md, scale.md, site-candidates.md, crane-workshop-tours.md,
roadmap.md, README (FreeCAD model still the earlier layout, not
redrawn); calculator preset "Full hall (5 D + 4 C)" and ladder; plant
view reserves 5 Duplex bays and 4 Classic positions; business plan
draft 0.2 rebuilt.
Checks: renderer 720 checks and functional checks pass, calculator
regression 0 fails, level checks clean; PDF 47 pages, TOC filled.
User (October 2026): "lets say 60+% special prints" (the plant focuses on
special prints, not mono colours).
- Specials (splatter, marble, colour effects) run only on the Duplex
systems, so at 60 % the Duplex sets the launch plant's output: ~0.58 /
0.74 / 0.90M records a year (was 0.71 / 0.84 / 0.97 at ~20 %), the
Classic at about two thirds load. Full 60/40 hall: ~2.3 to 3.6M (Duplex
-limited, Classics about half loaded); five-press fleet unchanged. A
hall balanced by output at 60 % would give Duplex ~70 to 75 % of the
floor (estimate; noted, not applied).
- Blended price 3.76 / 4.49 / 5.27 USD (standard 3.40 / 3.80 / 4.25 plus
the 0.60 / 1.15 / 1.70 specials premium on 60 %). Launch operating
picture: revenue 2.28 / 3.65 / 5.41M USD, EBITDA 0.23 / 1.73 / 3.79M,
operating profit -0.66 / 1.21 / 3.46M, payback ~3.8 yr central,
break-even ~0.25M records; adverse needs ~1.1M records to cover
depreciation. Specials' extra direct cost (coloured compound, purge,
trim only into black) is not in the cost table yet: flagged as an
upper bound until compound quotes.
- Calculator default specials share 20 -> 60 % (planning rates keep the
launch plant balanced at 850k: revenue 4.14M, EBITDA 2.07M, payback
3.3 yr, cash payback year ~4.8, IRR ~18 %).
- revenue-model.md, scale.md, pressing-line.md, README; business plan
draft 0.2 rebuilt (sections 1, 4, 9, risks).
Checks: calculator regression 0 fails, no page errors, node --check on
all scripts; PDF 47 pages, table of contents filled; no em dashes added.
User (October 2026): "the factory should have more space for duplex
setups than classic, we will mainly focus on special prints and not mono
colours plan it to be 60/40 duplex classic".
- Press hall (~870 m2) planned 60/40 by floor: four Duplex bays along the
visitor corridor and six Classic positions in the second row (440 + 300
= ~740 m2 at 110 / 50 m2), the rest open for mould carts and staging;
the launch plant fills one of each, growth adds Duplex systems first.
Replaces "room for ten more Classics".
- Full hall: 8 semi-automatic presses + 6 Classics, 57/43 by press count,
~1,250 to 1,410 records/h gross, ~3.6 to 4.7M a year on the scale.md
basis (was 4.7 to 5.8M for 2 Duplex + 11 Classics); ~2.1 to 2.5 t/h
steam and up to ~1.8 MW cooling, still a utility phase of its own.
By hourly output the six automatic Classics still press more than the
eight semi-automatic presses (estimate).
- pressing-line.md, scale.md (capacity table, utilities), site-candidates
.md, crane-workshop-tours.md, roadmap.md, README (the FreeCAD Payap
model still draws the earlier layout; noted, not redrawn).
- Calculator: preset "Full hall 60/40 (4 D + 6 C)", fleet ladder Duplex
first (1+1, 2+1, 3+2, 4+3, 4+6) plus the same floor Classic-led (2+11)
and Duplex-only (7+0) for comparison; plant view reserves 4 Duplex
bays and 6 Classic positions.
- Business plan draft 0.2 rebuilt (capacity table row, plot fit, layout).
Checks: renderer 720 checks pass (node budget 2,700 for the Duplex-heavy
stress preset, 60 fps), calculator regression 0 fails, level selector and
page checks clean at 390 / 1024 / 1440 px dark and light; PDF 47 pages
with a filled table of contents.
The investor business plan (docx + pdf) rebuilt for the launch plant
decided in October 2026: one Duplex system and one Classic, Pheenix
galvanics with zero discharge, the Sibert line, a Sillitoe cutting room,
modular steam and cooling (rooms for four), cassette and CD-R; no bridge
stampers, no outsourced cutting; second Duplex as a growth option.
- Part A: executive summary (what changed since 0.1, the numbers, the
180M / 216M answer, first release marked open), reading guide, two
price points (ResurRec and Record Industry), anatomy rewritten for
Sillitoe, Pheenix, Sibert, Duplex + Classic, lead times without bridge
stampers, new 4.8 artist platform, cassette 4.9, CD 4.10.
- Part B: traceability with ERPNext as system of record, metrology launch
tier as the investor's choice, QC, efficiency (PEA tariff, utility
modules, fuel open, Chinese boilers and DIW rules), site (Mueang Chi,
Payap zoning result), building blocks, safety, BOI and licences with
galvanics in the first factory licence.
- Part C: launch-plant investment table, the investor's question and
levers, tranches, currency, operating picture of the launch plant,
timeline with the metal path on the critical path, commissioning
sequence and why the whole chain at launch, team, 22 risks, 17 phase 0
actions, the ask.
- plan_lib: grid column widths so LibreOffice keeps table widths.
- export_pdf.py: LibreOffice UNO export that fills the table of
contents (47 pages).
- README: total investment, revenue model and business plan bullets.
The docs and the plant page had labelling as a finishing step after the
press. On a record press the bottom label, the cake and the top label go
in between the stampers every cycle and the mold bonds the paper into the
vinyl; the oven only pre-dries them. Corrected everywhere the process is
described:
- process-flow.md: labels are a parallel input to pressing with their own
row (print inspection, oven, lot per cycle); stage 6 loads label, cake,
label; stage 7 is trim, sleeve, shrink
- process-flow.drawio (+ regenerated png/pdf): label input now feeds
stage 6, not stage 7
- README vision list and the business plan source (regenerated docx/pdf):
pressing paragraph explains the pressed-in label, finishing no longer
claims to label
- plant-operation.html: label dry oven station feeds two label discs
into the press with every cake, the cake in the mold shows its labels,
the cycle log records the label lot, finishing is sleeve + shrink
Leased land instead of purchase, in-house cassette duplication, CD-R
duplication with CD replication shown as a separate investor decision,
Ploy Printing as packaging partner and intended co-investor, and a
dedicated section on traceability, metrology, QC and efficiency.
grabowski