Name: 500 boards/day | Automatic Industrial Line for Modular Furniture : Kitchens, Wardrobes, Office Furniture
Brand: Nanxing
SKU: CIS-PPM-006
Price: 200000000.0 INR
Availability: OutOfStock

CIS-PPM-006 · Indicative project configuration

500 boards/day automatic industrial line for modular furniture

Industrial-scale automatic cabinet manufacturing line for large modular kitchen, wardrobe and office furniture B2B contract manufacturers and OEM brands. Indicative configuration of panel saw, edge banders, CNC nesting and drilling, sorting and dust extraction for 500 boards/day of accepted board throughput over two shifts. One accountable contract by Caple Industrial Solutions, with pan-India service.

Machine package price

₹20.00 Cr

Displayed price, GST extra

Total project funding

₹40.19 Cr

Machine package + other fixed assets + working capital

Other fixed assets

₹4.28 Cr

Electricals, IT, racking. Package price covers machines ₹16.00 Cr + supporting equipment ₹4.00 Cr

Net working capital

₹15.91 Cr

Debtors + inventory + cash buffer − creditors

Promoter equity (30%)

₹12.06 Cr

Bank finance (70%)

₹28.13 Cr

Term loan ₹17.00 Cr + cash credit ₹11.13 Cr

Cash-accrual coverage period

≈1.7 years

Initial bank finance ÷ Year-1 cash accrual; not a repayment date

Scheduled term-loan repayment

5 years

Principal ₹3.40 Cr a year

Accepted board throughput

500 boards/day

≈13,600 sq ft saleable a day, two shifts

Factory area and manpower

1,00,000 sq ft

200 factory staff, two shifts

Illustrative financial scenario, not a guaranteed return or bank-approved project report. All values exclude GST. Other fixed assets (electricals, IT, racking) are taken at 3.5% of revenue. Manpower excludes designers, sales, showroom and installation teams. Warranty shown on this page: limited to manufacturing defects in supplied machines, back-to-back with the manufacturer's policy, subject to full payment; wear parts and consumables are excluded. Installation, commissioning, training and after-sales scope are fixed in the written proposal.

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Start with the Cabinet Making Line guide, then this package, then the Connected Furniture Factory guide. Engineering basis, configuration schedule, 5-year projection and FAQs are in the description below.

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Product Details

CIS-PPM-006 · 500 boards per day · indicative project configuration

500 boards/day cabinet making line: engineering basis, configuration, 5-year projection and FAQs

Everything behind the CIS-PPM-006 indicative project configuration in one place: what 500 boards/day means, the rate each department must sustain, an indicative configuration schedule with indicative quantities, an indicative factory space and staffing plan, the route for each part family, the right level of automation, an illustrative 5-year financial scenario with its assumptions, and answers to common buyer questions.

Capacity basis

500 boards/day is accepted board throughput: standard 8 × 4 ft input boards a day converted into accepted parts over two 8-hour shifts, giving about 13,600 sq ft of saleable part area at 85% material yield. At 60% OEE every department must be rated for about 833 boards/day at full speed, so that its slowest step still delivers this throughput.

Capacity figures and OEE 8 figures

Capacity definitions used on this page

KPI	Definition	This package
Machine-rated capacity	Boards/day the machines can process at full speed, before OEE losses	833 boards/day
Accepted board throughput	Standard 8 × 4 ft input boards a day converted into accepted parts	500 boards/day
Material yield	Saleable part area ÷ raw board area consumed (offcuts and kerf are the loss)	85%
Saleable part area	Accepted finished-part area a day after quality inspection	13,600 sq ft
Finished-board equivalents	Saleable part area ÷ 32 sq ft	425 a day

Accepted board throughput

500

Input boards to accepted parts

Shifts per day

8 hours each

Boards per shift

250

8 × 4 ft input boards

Rated capacity needed

833

Boards/day at 100%, = output ÷ 60% OEE

Parts per shift

2,500

At 10 parts per board

Required parts per minute

8.7

288 net minutes per shift

Board area per shift

744 m²

Edges per minute

At 3 edged sides per part

Required parts per minute = (250 boards × 10 parts per board) ÷ (8 h × 60 min × 60%) = 8.7 parts per minute

OEE = availability × performance × quality. One illustrative split is 80% × 85% × 88% ≈ 60%. Assumptions: 10 parts per board and 3 edged sides per part. Edges per minute is a workload indicator, not a machine count: the number of edge banders depends on part sizes, running length, sequence, gaps and handling. The bottleneck, usually edge banding or drilling, is confirmed on a standard set of your representative parts.

Package details

Tap a section to open it.

Who this package suits

Large B2B contract manufacturers

Factories supplying modular kitchens, wardrobes and office furniture to builders, brands and retailers at a steady 500 boards per day.

OEM furniture brands

Brands moving from outsourced or semi-automatic production to their own industrial line, with one accountable supplier.

Two-shift operations

About 1,00,000 sq ft of factory space and a 200-person factory crew across two shifts, with space reserved to grow.

Indicative configuration schedule Indicative quantities

Indicative only. Quantities are preliminary planning assumptions sized to this page's machinery budget and output; models and final quantities are fixed in the factory feasibility study from your order dataset, CAD/CAM files and layout. Essential = needed for the stated output; Optional = depends on your products, or a later phase.

Indicative configuration schedule with indicative quantities

Department	Equipment	Qty (indicative)	Application	Required rate	Status
Raw panel store	Floor stacks and racking, vacuum lifter	Racking for about 3 days of panel stock; 1 vacuum lifter	Receipt, stacking, mixed-material stacks for batch-size-1 work	250 boards per shift	Essential
Lamination	Hot press with calibration; cold press for specials	0–1 hot press; 1 cold press	Only if you laminate boards in-house	Your laminating volume	Optional
Panel cutting	Rear-loading beam saw	1	Stack cutting and single-layer batch-size-1 cutting	250 boards per shift	Essential
Panel cutting	CNC nesting router	1	Shaped and contoured parts	Your shaped-part share	Essential
Panel cutting	Front-loading or sliding table saw	2 sliding table saws	Thin panels, strips, offcuts, repairs	Thin-part and repair volume	Essential
Edge banding	Automatic edge bander(s) with inline grooving	3 (2 series, 1 batch-size-1 and specials)	Wide series parts and varied batch-size-1 parts	26 edges per minute	Essential
Edge banding	Narrow-part handling and return conveyors	2 return conveyors	Narrow parts and second passes	Your narrow-part share	Optional
CNC drilling	6-sided CNC drilling centre(s)	4	Fronts and non-standard parts	8.7 parts per minute	Essential
CNC drilling	4-sided or through-feed drilling	1 through-feed line	Standard carcass parts, where your construction suits it	Share from your CAD/CAM files	Optional
Inspection	Inline edge and hole-position inspection	Not in base scope	OK or not-OK signal with a repair loop	All parts	Optional
Sorting and kitting	Intermediate stock and kitting carts	About 120 kitting carts; intermediate stock racks	Release parts in pack, assembly or special logic	2,500 parts per shift	Essential
Sorting and kitting	Automatic sorter	Phase 2: 1 automatic sorter	Later phase when distribution limits output	Phase 2	Optional
Assembly and packing	Carcass clamp, drawer and front preparation, carton cutting	2 carcass clamps; 6 drawer and front benches; 0–1 carton cutter	Carcasses and packets for daily orders	Each day's orders	Essential (carton cutting optional)
Utilities	Dust extraction, compressed air, power conditioning and earthing	1 central dust extraction system; 2 screw compressors (1 duty, 1 standby); 1 power conditioning set	Every machine and the whole building	Sized from connected load	Essential
Software and data	CAD/CAM, part labels with QR or Data Matrix codes; MES prepared for linking	3 CAM workstations; 4 label printers; MES-ready	Part identity and machine programmes	All parts	Essential

Indicative staffing plan by department and shift Planning assumption

Indicative factory space and staffing plan

Two 8-hour production shifts plus a general (day) shift for planning, stores, maintenance and administration, totalling 200 factory staff. Counts are rostered posts: they exclude relief cover for leave and absenteeism (typically add about 10%), trainees, security, contract housekeeping, outsourced transport, and designers, sales, showroom and installation teams.

Indicative staffing by department and shift

Department	Shift A	Shift B	General shift	Total
Raw panel, hardware and finished-goods stores	8	6	4	18
Panel cutting (beam saw, nesting, sliding table saws)	10	10	0	20
Edge banding	12	12	0	24
CNC drilling	10	10	0	20
Sorting and kitting	12	12	0	24
Assembly and packing	24	20	0	44
Dispatch and loading	6	4	0	10
Quality and inspection	4	4	0	8
Maintenance and utilities	5	5	2	12
Production planning, CAM programming and data	0	0	8	8
Supervisors and shift leads	4	4	2	10
Factory admin, HR and safety	0	0	2	2
Total factory staff	95	87	18	200

The proposed area and staffing figures are preliminary planning assumptions, not a quotation or customer data. Final requirements are established through equipment selection, workflow analysis, factory layout, safety requirements, degree of automation and planned operating shifts.

Indicative factory space plan Planning assumption

Indicative factory space and staffing plan

Shares of about 1,00,000 sq ft (9,290 m²) of covered area, laid out in material-flow order from panel receipt to dispatch. Keep expansion space beside the bottleneck department.

Indicative factory space plan

Zone	Share	sq ft	m²	Notes
Raw panel store and lamination	14%	14,000	1,301	Stacks, racking, vacuum lifting; press area if you laminate in-house
Panel cutting and offcut store	10%	10,000	929	Saw infeed and outfeed, nesting, labelled offcut racks
Edge banding	10%	10,000	929	Machine length plus return-conveyor loops and part buffers
CNC drilling and buffers	8%	8,000	743	Buffers in front of each drilling type
Sorting, kitting and intermediate stock	8%	8,000	743	Kitting carts or automatic sorter footprint
Assembly and hardware fitting	12%	12,000	1,115	Carcass clamps, drawer and front benches
Packing	6%	6,000	557	Carton cutting, wrapping, labelling
Finished goods and dispatch staging	10%	10,000	929	Staged by truck and site, next to covered docks
Hardware and consumables store	3%	3,000	279	Fittings, edge-band rolls, glue, packing material
Utilities: dust extraction, compressed air, electrical	5%	5,000	465	Dust collector filter units are often outside the building
Maintenance workshop and spares	2%	2,000	186	Tooling, sharpening, critical spares
Offices, CAM and planning, QC, welfare	5%	5,000	465	Canteen, toilets, lockers, first aid
Main aisles, fire access and forklift routes	7%	7,000	650	Clear marked routes; follow local fire code
Total covered area	100%	1,00,000	9,290

Validate the layout for marked material-flow paths, pedestrian and forklift segregation, maintenance clearance, dust-extraction routes, emergency access, fire provisions and expansion space.

What each department must sustain 7 departments

Every department must reach the required rate on accepted parts, after changeovers, rework and inspection. The line is only as fast as its slowest department.

Raw panel store and lamination

250 boards, about 744 m² per shift

Floor stacks plus rack storage to build mixed-material stacks overnight; calibration and a hot press for repeat laminating, and a cold press for specials.

Panel cutting

250 boards, about 2,500 parts per shift

Beam saw output checked for single-layer batch-size-1 work, not only book cutting; nesting for shaped parts; a separate saw for thin panels and offcuts; a labelled offcut store.

Edge banding

About 8.7 parts and 26 edges per minute

Separate routes for wide series parts, varied batch-size-1 parts and narrow parts; inline grooving on the edge bander wherever the groove is within reach.

CNC drilling

About 8.7 parts per minute

The share of 4-sided or through-feed drilling against 6-sided processing is calculated from your CAD/CAM files; 6-sided capacity for fronts and non-standard parts; a balancing buffer in front of each drilling type.

Sorting and kitting

About 2,500 parts per shift

Order carts built with special parts, standard parts from intermediate stock and bought-in hardware, sized from throughput, batch size and packing capacity.

Assembly and packing

Carcasses and packets for each day's orders

Drawers and fronts prepared first; carcass clamp cycle checked against carcasses per shift; cartons cut to size.

Dispatch

Both shifts' packets

Dock height matched to the truck bed, covered loading, and staging space checked against packing lists.

Part families and routes 7 routes

Each part family follows the shortest route that suits its size, thickness and processing. Confirm the routes from your own construction and drilling patterns.

Wide carcass parts

Sides, tops, bottoms, shelves

Beam saw in books → wide-part edge line with inline back-panel grooving → 4-sided or through-feed drilling where your construction suits it, otherwise 6-sided CNC → sorting.

Fronts

Shutters, drawer fronts, handle-groove parts

Beam saw → flexible edge line with quick edge-code change → 6-sided CNC drilling → sorting.

Narrow parts

Up to about 120 mm wide

Cut as multi-part strips → narrow-part edging, crosswise and lengthwise → drilling or edge dowelling → sorting.

Thin parts

8 mm and below: backs, drawer bottoms

Front-loading or sliding table saw → usually no edging; drilling or grooving only where your construction needs it → sorting or packing.

Shaped parts

Curved and contoured parts

CNC nesting, single layer → contour edging → universal assembly and packing.

Thickened parts

Double tops, bed frames, headboards

Pre-drill → screw or glue to double thickness → straight or contour edging → universal line.

Repair and express parts

Rejects and urgent replacements

Repair area with a sliding table saw, a single edge bander and a single drilling CNC → scan back into the flow.

Automation level for this capacity

At 500 boards per day the line is normally built as standalone machines prepared for linking. Connect departments later, when volume, data quality and stable output justify it.

Phase 1: barcode scanning of stack and part identity, labels printed after cutting, roller tracks, and staff distributing parts by barcode.
Prepare now for Phase 2: reserve space and interfaces for saw-to-edge transport, drilling buffers and an automatic sorter.
Typical upgrade trigger: distribution, sorting or missing parts, rather than machine time, begin to limit daily output.

Illustrative 5-year financial scenario Assumptions, P&L, balance sheet

Illustrative financial scenario, not a guaranteed return or bank-approved project report. Package model at 500 boards/day accepted board throughput, two shifts. Total project funding ₹40.19 Cr, of which the machine package ₹20.00 Cr, GST extra.

Assumptions (all visible in the downloadable Excel)

Accepted board throughput 500 boards/day: standard 8 × 4 ft input boards converted into accepted parts, × 300 operating days × 27.2 sq ft of saleable part area per board (32 sq ft at 85% material yield) = 40.8 lakh sq ft a year. OEE sizes the machines; it is not applied again to revenue.
Selling price ₹300 per saleable sq ft at the factory gate. Material ₹200 per saleable sq ft, all-in: board including offcuts and kerf at 85% yield (about ₹170 per raw board sq ft), edge band, adhesive, hardware and packing. One blended product mix at full planned output from Year 1, growing as below; a ramp-up case is shown under ROI.
Salary ₹40,000 per head per month for 200 factory staff; overheads (rent, power, utilities, consumables) 4% of revenue, about half fixed and half variable. Premises assumed leased, with rent inside overheads; land and building are not in project funding.
Other fixed assets: a provisional 3.5% of revenue for electrical installation, dust-extraction and compressed-air piping, IT, racking and handling, and civil changes, replaced by an itemised capital-expenditure schedule in the feasibility study.
Depreciation straight line: machines 10%, supporting equipment 20%, other fixed assets 10%. Tax 30%. Interest 12% on the average term-loan balance and on the cash-credit limit.
Funding: promoter 30% of total project funding; term loan 70% of gross fixed assets, repaid in five equal annual instalments; the balance is a cash-credit limit renewed annually.
Growth from Year 2: volume +5% a year (OEE improving from 60% towards about 73%, within rated capacity, with no added shift or headcount), selling price +5% and material price +5% a year (gross margin held), salary per head +8% a year, the fixed half of overheads +6% a year and the variable half in line with revenue. Debtors, inventory and creditors grow with sales and are funded from profits; no dividends and no expansion capital expenditure. Surplus cash builds above the 75-day minimum operating buffer while the cash-credit limit stays drawn; in practice it would reduce the cash credit and its interest, so the model is conservative on interest.
All values exclude GST. GST on machinery (18%) is paid upfront and is normally recoverable as input tax credit, subject to eligibility: a bridge-funding need, not a permanent project cost.

Project funding, ₹ crore

Item	₹ crore
Machine package price (GST extra)	20.00
of which machines	16.00
of which supporting equipment	4.00
Other fixed assets (provisional allowance)	4.28
Net working capital	15.91
Total project funding	40.19
Promoter equity (30%)	12.06
Term loan	17.00
Cash credit	11.13

Working capital build-up, ₹ crore

Item	Basis	₹ crore
Debtors	45 days of revenue	15.09
Inventory	30 days of material, salary and overheads (35 days of material)	7.90
Cash buffer (minimum operating cash)	75 days of salary and overheads	2.98
Less: creditors	45 days of material	10.06
Net working capital	Cash cycle: 45 + 35 − 45 ≈ 35 days	15.91

Profit and loss, ₹ crore

₹ crore	Year 1	Year 2	Year 3	Year 4	Year 5	Trend Y1→Y5
Revenue	122.40	134.95	148.78	164.03	180.84	▲ +10.3% a year, improving
Material (all-in)	81.60	89.96	99.19	109.35	120.56	▲ +10.3% a year
Gross profit	40.80	44.98	49.59	54.68	60.28	▲ +10.3% a year, improving
Salary	9.60	10.37	11.20	12.09	13.06	▲ +8.0% a year
Overheads	4.90	5.29	5.73	6.20	6.71	▲ +8.2% a year
EBITDA	26.30	29.32	32.67	36.39	40.51	▲ +11.4% a year, improving
Depreciation	2.83	2.83	2.83	2.83	2.83	→ steady
Interest, term loan	1.84	1.43	1.02	0.61	0.20	▼ −1.63, improving
Interest, cash credit	1.34	1.34	1.34	1.34	1.34	→ steady
Profit before tax	20.30	23.73	27.48	31.61	36.14	▲ +15.5% a year, improving
Tax (30%)	6.09	7.12	8.25	9.48	10.84	▲ +15.5% a year
Profit after tax	14.21	16.61	19.24	22.13	25.30	▲ +15.5% a year, improving

Balance sheet at year end, ₹ crore (assets equal liabilities every year)

₹ crore	Year 1	Year 2	Year 3	Year 4	Year 5	Trend Y1→Y5
Share capital (promoter equity)	12.06	12.06	12.06	12.06	12.06	→ steady
Reserves (retained profit)	14.21	30.82	50.06	72.19	97.49	▲ +83.28
Net worth	26.27	42.88	62.12	84.25	109.55	▲ +42.9% a year, improving
Term loan outstanding	13.60	10.20	6.80	3.40	0.00	▼ −13.60, improving
of which due within 12 months	3.40	3.40	3.40	3.40	0.00	▼ −3.40, improving
Cash credit (limit held)	11.13	11.13	11.13	11.13	11.13	→ steady
Creditors	10.06	11.09	12.23	13.48	14.86	▲ +10.3% a year
Total equity and liabilities	61.06	75.30	92.28	112.26	135.54	▲ +22.1% a year
Net fixed assets	21.46	18.63	15.80	12.97	10.14	▼ −11.31
Debtors	15.09	16.64	18.34	20.22	22.30	▲ +10.3% a year
Inventory	7.90	8.68	9.54	10.49	11.53	▲ +9.9% a year
Cash and bank, incl. buffer	16.62	31.36	48.60	68.58	91.57	▲ +53.2% a year, improving
Total assets	61.06	75.30	92.28	112.26	135.54	▲ +22.1% a year

Cash-flow statement, ₹ crore (closing cash equals the balance sheet)

₹ crore	Year 1	Year 2	Year 3	Year 4	Year 5
Opening cash and bank	2.98	16.62	31.36	48.60	68.58
Cash accrual (PAT + depreciation)	17.04	19.44	22.07	24.96	28.13
Change in working capital	0.00	-1.30	-1.43	-1.57	-1.73
Term-loan principal repaid	-3.40	-3.40	-3.40	-3.40	-3.40
Net cash flow	13.64	14.74	17.24	19.98	23.00
Closing cash and bank	16.62	31.36	48.60	68.58	91.57

Operational efficiency ratios

Ratio	Year 1	Year 2	Year 3	Year 4	Year 5	Trend Y1→Y5
Revenue growth	—	10.3%	10.2%	10.3%	10.3%	→ steady
Volume index (Year 1 = 100)	100.0	105.0	110.2	115.8	121.6	▲ +5.0% a year, improving
Gross margin	33.3%	33.3%	33.3%	33.3%	33.3%	→ steady
Material, % of revenue	66.7%	66.7%	66.7%	66.7%	66.7%	→ steady
Salary, % of revenue	7.8%	7.7%	7.5%	7.4%	7.2%	▼ −0.6 pp, improving
Overheads, % of revenue	4.0%	3.9%	3.8%	3.8%	3.7%	▼ −0.3 pp, improving
Revenue per head (₹ lakh)	61.2	67.5	74.4	82.0	90.4	▲ +10.3% a year, improving
Asset turnover (revenue ÷ total assets)	2.00×	1.79×	1.61×	1.46×	1.33×	▼ −0.67×, weakening
Fixed-asset turnover	5.70×	7.24×	9.42×	12.65×	17.83×	▲ +12.13×, improving
Debtor days	45	45	45	45	45	→ steady
Inventory days (on material)	35	35	35	35	35	→ steady
Creditor days	45	45	45	45	45	→ steady
Cash conversion cycle (days)	35	35	35	35	35	→ steady

Financial ratios

Ratio	Year 1	Year 2	Year 3	Year 4	Year 5	Trend Y1→Y5
EBITDA margin	21.5%	21.7%	22.0%	22.2%	22.4%	▲ +0.9 pp, improving
PAT margin	11.6%	12.3%	12.9%	13.5%	14.0%	▲ +2.4 pp, improving
ROCE	46.0%	41.3%	37.3%	34.0%	31.2%	▼ −14.8 pp, weakening
ROE on average equity	74.2%	48.0%	36.6%	30.2%	26.1%	▼ −48.1 pp, weakening
PAT on initial promoter equity	117.9%	137.8%	159.6%	183.5%	209.8%	▲ +92.0 pp, improving
Current ratio	1.61×	2.21×	2.86×	3.54×	4.82×	▲ +3.21×, improving
Quick ratio	1.29×	1.87×	2.50×	3.17×	4.38×	▲ +3.09×, improving
Debt (TL + CC) ÷ net worth	0.94×	0.50×	0.29×	0.17×	0.10×	▼ −0.84×, improving
Debt ratio (liabilities ÷ assets)	57.0%	43.1%	32.7%	25.0%	19.2%	▼ −37.8 pp, improving
Interest coverage (EBITDA ÷ interest)	8.29×	10.61×	13.87×	18.68×	26.30×	▲ +18.01×, improving
DSCR (years with term-loan repayment)	3.61×	4.32×	5.22×	6.37×	7.86×	▲ +4.26×, improving

Project free cash flow, ₹ crore (Year 0 = total project funding)

₹ crore	Year 0	Year 1	Year 2	Year 3	Year 4	Year 5
Project free cash flow (after tax, after working capital, before financing)	-40.19	19.26	20.07	22.29	24.74	27.47
Cumulative	-40.19	-20.93	-0.86	21.43	46.18	73.65

Reading the trend: margins improve slowly because salaries and fixed overheads grow more slowly than revenue, while gross margin is held because selling and material prices move together. ROCE and ROE on average equity ease because retained profit and cash build up on the balance sheet; surplus cash would first reduce cash-credit use. Growth depends on orders and price acceptance; the sensitivity and ramp-up cases below show the downside.

Cash-accrual coverage period: cumulative cash accruals equal initial bank finance of ₹28.13 Cr in about 1.7 years under these assumptions. This is not a loan-repayment commitment: the term loan is repaid over five years, as the balance sheet and cash-flow statement show, and the cash-credit limit is assessed separately. Project payback on free cash flow is about 2.0 years. Scroll sideways on mobile to see all years.

ROI and bankability ratios ROCE, DSCR, payback

Illustrative financial scenario, not a guaranteed return or bank-approved project report. Year 1 of the reconciled package model, at 500 boards/day accepted board throughput, ₹300 per saleable sq ft, ₹40,000 average monthly salary and 30:70 equity-to-bank funding.

ROCE − WACC spread

34.7 pp

ROCE 46.0% less post-tax WACC 11.3%

Minimum DSCR, loan life

3.61×

Average 5.48× while the term loan runs

Cash-accrual coverage period

1.7 years

Initial bank finance ÷ Year-1 cash accrual; not a repayment date

Project payback

2.0 years

Cumulative project free cash flow

Total funding coverage

2.4 years

Total funding ÷ Year-1 cash accrual

Year-by-year margins, returns, liquidity, leverage and DSCR are in the financial ratios table above.

Bankability view in three stages

Stage	Measure	This model	Illustrative screening criterion
Initial funding	Bank debt (TL + CC) ÷ promoter equity	2.33×	Assessed with collateral and promoter profile
Initial funding	Promoter contribution	30%	≥ 25% margin
Initial funding	Term loan ÷ gross fixed assets	70%	≤ 75%
Year 1	Current ratio (current portion of term loan in current liabilities)	1.61×	≥ 1.33×
Year 1	Quick ratio	1.29×	≥ 1.00×
Year 1	DSCR	3.61×	≥ 1.50×
Year 1	Debt (TL + CC) ÷ closing net worth	0.94×	≤ 2.00×
Year 1	Interest coverage (EBITDA ÷ interest)	8.29×	≥ 2.00×
Year 1	ROCE / EBITDA margin / PAT margin	46.0% / 21.5% / 11.6%	≥ 12% / 12% / 5%
Loan life	Minimum / average DSCR while the term loan runs	3.61× / 5.48×	≥ 1.50×
Loan life	Current ratio range, Years 1–5	1.61× – 4.82×	≥ 1.33×

The criteria are illustrative screening levels used in this model, not universal bank approval requirements. Each lender applies its own norms by applicant, collateral, loan type, industry risk and projected cash flows. DSCR = (PAT + depreciation + term-loan interest) ÷ (term-loan principal + term-loan interest): it covers scheduled term-loan service only; cash-credit interest is already deducted in PAT, and the cash-credit limit is revolving, with no scheduled principal. The current portion of the term loan is shown inside current liabilities; the total term-loan liability is unchanged.

Year-1 sensitivity, ₹ crore (same funding)

Scenario	Revenue	EBITDA	PAT	DSCR	Coverage period
Base case	122.40	26.30	14.21	3.61×	1.7 years
Volume −15%	104.04	20.55	10.19	2.84×	2.2 years
Selling price −5%	116.28	20.31	10.01	2.80×	2.2 years
Material cost +5%	122.40	22.22	11.36	3.06×	2.0 years
Combined stress: volume −15%, price −5%, material +5%, interest 13%, debtors 60 days	98.84	11.99	3.63	1.57×	5.0 years
Optimistic: volume +5%, price +3%, material −2%	132.38	33.71	19.40	4.60×	1.3 years

Ramp-up case, ₹ crore (debt schedule unchanged)

₹ crore	Year 1	Year 2	Year 3	Year 4	Year 5
Utilisation	70%	85%	100%	100%	100%
Revenue	85.68	114.70	148.78	164.03	180.84
EBITDA	14.80	22.97	32.67	36.39	40.51
Profit after tax	6.16	12.16	19.24	22.13	25.30
DSCR	2.07×	3.40×	5.22×	6.37×	7.86×

Scenarios hold salaries and the fixed half of overheads; variable overheads and material move with volume; extra debtor days are funded by cash credit. They are illustrative recomputations, not forecasts; your feasibility study tests your own prices, costs and ramp-up.

Calculate ROI across all plans Download indicative project report (Excel)

What the feasibility study confirms

Your order dataset: total parts, unique designs, part-family mix, material and edge-code variety.
The bottleneck department and accepted output per shift for each department at your mix, not catalogue feed speed.
Machine quantities, models and options for every line in the configuration schedule.
Factory zoning: raw panel store, cutting, edging, drilling, sorting, assembly, packing, finished goods, dispatch, utilities, dust extraction and expansion space.
Manpower by department and shift, including supervisors, maintenance, quality and stores.
Part size windows, materials, surfaces (including high-gloss or protective film) and permitted laminate overhang.
Part labelling with a unique QR or Data Matrix code, and the data interfaces between design software, MES and each machine.
Ramp-up, selling price, material cost and working-capital days from your own business, turned into a project report for your bank.
Required rate → proposed capacity → headroom for each department, from cycle times on a standard set of your representative parts: saw stack height, pattern efficiency and changeovers; edge-banding feed speed, gaps, returns and glue changes; drilling patterns and tool changes; sorting buffer positions; assembly and packing rates.
Utilities: dust-extraction air volume, compressed-air pressure and flow, and connected electrical load with safety margins.
An itemised capital-expenditure schedule (electrical, dust extraction, compressed air, IT, racking, civil changes) and the premises basis: owned, leased, new build or existing.
Reference parts agreed before ordering, and an acceptance test proven on them at installation.

Questions about the 500 boards/day package 14 FAQs

What is the 500 boards/day industrial line package?

It is an indicative project configuration for a turnkey automatic cabinet manufacturing line for modular kitchens, wardrobes and office furniture, planned for 500 boards/day of accepted board throughput over two shifts. Caple Industrial Solutions supplies it under one accountable contract with pan-India service, after a factory feasibility study confirms the configuration. The 1,000 boards/day package suits larger volumes.

What does 500 boards/day measure?

Accepted board throughput: 500 standard 8 × 4 ft input boards a day converted into accepted parts. At 85% material yield that is about 13,600 sq ft of saleable part area a day, or about 425 finished-board equivalents (saleable area ÷ 32 sq ft). Because real lines run at about 60% overall equipment effectiveness (OEE), each department must be rated for about 833 boards/day at full speed. The financial scenario sells exactly this saleable area; OEE is not applied a second time.

How many boards per shift and parts per minute must the line produce?

Over two 8-hour shifts at 60% OEE there are 288 net minutes per shift. At 10 parts per board, 500 boards/day means 250 boards per shift, about 2,500 parts per shift, 8.7 parts per minute and 744 m² of board per shift. Recalculate with your own order data, as wardrobe and project work can raise parts per board well above 10.

What investment, factory area and manpower does the package assume?

Machine package price ₹20.00 crore (GST extra), covering machines ₹16.00 crore and supporting equipment ₹4.00 crore. Total project funding is ₹40.19 crore: the machine package, other fixed assets such as electricals, IT and racking ₹4.28 crore, and net working capital ₹15.91 crore. Funding assumes 30% promoter equity (₹12.06 crore), a term loan of ₹17.00 crore and a cash-credit limit of ₹11.13 crore. The factory needs about 1,00,000 sq ft and 200 factory staff across two shifts, excluding designers, sales, showroom and installation teams.

How is the bank loan repaid, and is the return guaranteed?

In the illustrative scenario the term loan follows a five-year schedule of equal annual instalments of ₹3.40 crore, and the cash credit stays as a renewable working-capital limit. Year-1 cash accrual (profit after tax plus depreciation) is ₹17.04 crore, so the indicative cash-accrual coverage period is about 1.7 years; this is not a loan-repayment commitment. DSCR is 3.61× in Year 1. In a combined stress case (volume −15%, price −5%, material +5%, interest 13%, debtors 60 days) DSCR falls to about 1.57×. This is not a guaranteed return or a bank-approved project report; it depends on confirmed orders, selling price, material cost, wages, utilisation and financing terms.

Should I choose the 500 or the 1,000 boards/day package?

Choose from confirmed demand, not ambition. Convert your order book into parts per shift, identify the bottleneck department, then check cash flow, loan repayments, space and team readiness. Many manufacturers start at 500 boards/day with standalone machines prepared for linking, and add capacity or connected automation when orders, data quality and stable output justify it.

What requirements do I need to send?

Send the project requirements list in six areas: general requirements (products, processes, capacity, raw materials, workpiece size range, production mode, space and a rough layout), raw materials warehouse, sizing, edge banding, drilling and sorting. Add a representative export of real orders with total parts, unique designs and the share of each part family, taken from your CAD/CAM or order system.

What raw material storage does the line need?

Floor stacks plus rack storage are often enough at 500 boards/day, with mixed-material stacks built overnight for batch-size-1 work. State panel sizes, stacking quantities, loading bays, the machines to connect and the data file format.

What panel cutting capacity is needed?

The line must cut about 250 boards per shift. Check beam saw output for single-layer batch-size-1 work, not only stack cutting, and consider nesting for shaped parts and a separate saw for thin panels and offcuts. Confirm saw quantities from your cutting patterns and actual cycle times.

What edge banding capacity is needed?

At an average of three edged sides per part, the line must band about 26 edges per minute. Edge banding is a frequent bottleneck, so confirm it with your real edged sides, part lengths, edge types and changeovers. Plan separate routes for wide series parts, varied batch-size-1 parts and narrow parts. Select the adhesive from substrate, moisture and heat exposure, application conditions and maintenance, not by product type alone.

What CNC drilling capacity is needed?

Drilling must keep pace with about 8.7 parts per minute. Use your CAD/CAM files to calculate the share of parts suited to 4-sided or through-feed drilling and the share needing 6-sided processing; this depends on your hardware, drilling patterns and construction. Compare actual cycle times for reference parts rather than rule-of-thumb speed ratios, and place a buffer in front of each drilling type.

How should sorting, assembly and packing be planned?

Sorting must handle about 2,500 parts per shift, typically with intermediate stock and kitting carts. Size it from throughput, part-mix variability, batch size and the discharge capacity of assembly and packing. Prepare drawers and fronts before carcass assembly, check the carcass clamp cycle against carcasses per shift, and cut cartons to size.

What level of automation suits this package?

Build standalone machines prepared for linking: barcode scanning, labels printed after cutting and roller tracks. Reserve space and interfaces for saw-to-edge transport, drilling buffers and an automatic sorter, and connect each department only after it is proven.

How is the package capacity validated before I order?

A factory feasibility study reviews your order dataset and requirements list, then confirms the bottleneck department, accepted output per shift for each department, machine quantities, zoning and layout, manpower by department and shift, labelling and data interfaces, and utilities. Reference parts are agreed before ordering and the acceptance test is proven on them at installation.

Request a factory feasibility study for 500 boards/day

Send your order data and requirements list. We confirm the bottleneck, machine quantities, zoning and layout, department and shift manpower, and a project report your bank can appraise.

Request a factory feasibility study Request configuration Calculate ROI Download indicative project report

Or send your factory planning brief from the project requirements list, or WhatsApp +91 70454 59931.

Illustrative financial scenario, not a guaranteed return or bank-approved project report. Machinery prices are indicative; the machine list, quantities, capacities, cycle times, staffing, layout and investment are confirmed in a written, project-specific proposal from Caple Industrial Solutions. Customer layouts and project data stay in the private proposal. Revised 26 October 2026: capacity definitions, cash-accrual coverage, three-stage bankability, cash flow and sensitivity added. Warranty shown on this page: limited to manufacturing defects in supplied machines, back-to-back with the manufacturer's policy, subject to full payment; wear parts and consumables are excluded. Installation, commissioning, training and after-sales scope are fixed in the written proposal.