Francising
Manufacturing
October – Business View 49
After a chemical pretreatment, the metal is again rinsed
t
b
same or different colors, and after each coating, the coil
is cured in an oven.
The metal is then recoiled and slit to width or cut to
length, or laminated or embossed.
The precision application of paint allows for a more
controlled thickness than other techniques, which
reduces cost. And, because coil-coating lines run at high
speeds – some at 600 to 800 linear feet per minute –
efficiencies are gained as well. Additionally, Kenwood’s
coil-coaters include water and air pollution equipment
to meets federal, state and local environmental
requirements.
The company has recently expanded into offering
roofing systems that are coated with a paint possessing
higher solar reflectivity than conventional paints, which
yields reduced utility costs. The materials contribute to
LEED points consistent with standards set by the U.S.
Green Building Council.
“Cool roof systems are part of an increasing trend in
greenbuildingandtheEnergyStar labelhasbecomevery
important to end users, so we’re happy to work with
it,” said Underwood’s son, Aaron, who manages the
company’s metal building division. “Fortunately, there
are tax credits available to businesses and homeowners,
too. If they replace or build using a cool roof methods,
tax credits are in place to help offset the costs, so
we’re working hand-in-hand with paint suppliers to
help market the opportunities and advantages these
coatings offer.” A long-time company tenet has been
partnering with industry to identify processes that will
benefit all parties involved. Its relationships include
the National Coil Coaters Association, the Door and
come out of these industries, and we don’t see our
involvement in terms of just selling,” Underwood said.
“We try to stay engaged as an integral member of these
organizations, too.”
Underwood was integral in developing new paint
technology at U.S. Steel – where his father and
grandfather had also worked – before leaving in 1983
to found Kenwood. In fact, when he announced plans
to go off on his own, he received a particularly intense
response from the previous generation
“My father said, ‘You’re going to do what?’” he said.
The transition came shortly after Marathon Oil had
acquired U.S. Steel’s supply division, which prompted
Underwood to ponder new alternatives because the
post-acquisition future was uncertain.
In fact, he partnered with a former supervisor from
U.S. Steel to begin the new enterprise, and a handful
of Kenwood’s initial customers were ones who had
maintained relationships at the previous employer.
The new business thrived because of an ability to
access any kind of coating needed, along with efficient
order processing and inventory functions.
“Customers appreciate that we carry their inventory,”
Underwood said. “That means we’re carrying financial
responsibility for that inventorya. We try to run a 90-
day supply and we’ll carry the burden of the inventory,
stock it at different locations across the country and
customers only pay for the portion they want released.
We put the investment up front ourselves, to get the
steel, get it painted, get it processed and ready to ship
to them as their just in time needs arise.”
