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TABLE OF CONTENTS
Section Page
1 Executive Summary................................................................ 1-1
2 Project Goals and Scope of Work ........................................... 2-1
3 Product Description................................................................. 3-1
4 Assumptions and Design Considerations................................ 4-1

Capacity Requirements .................................................. 4-1
Materials ......................................................................... 4-1
Process Alternatives Considered.................................... 4-1
Location of Manufacturing Facility............................... 4-2
Potential Locations for Panel Arrays ............................. 4-2
Cost Basis....................................................................... 4-2
5 Concept Design Review.......................................................... 5-1

General........................................................................... 5-1
Equipment Requirements............................................... 5-1
Typical Cell.................................................................... 5-2
Area Requirements......................................................... 5-3
Facility Block Layout..................................................... 5-4
Material Flow................................................................. 5-6
Raw Materials Handling................................................. 5-6
Finished Good Handling................................................. 5-6
Receiving........................................................................ 5-7
Shipping.......................................................................... 5-8
Storage............................................................................ 5-8
Utilities........................................................................... 5-9
Building Shell................................................................ 5-17
Office Area, Support Space, and Amenities ................. 5-17
6 Production Ramp Up, Organization, and Manpower.............. 6-1

Proof of Concept ............................................................ 6-1
Product Design............................................................... 6-1
Process Design ............................................................... 6-1
Production Rate.............................................................. 6-1
Production Ramp Up...................................................... 6-2
Organization Recommendations.................................... 6-3
Staffing Ramp Up.......................................................... 6-11
Training Recommendations .......................................... 6-13
7 Milestone Schedule................................................................. 7-1
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8 ROM Cost Estimate ................................................................ 8-1
Facility............................................................................ 8-1
Process Equipment ......................................................... 8-1
Operating Costs.............................................................. 8-1
Summary........................................................................ 8-2
9 Analysis and Preliminary Recommendations ......................... 9-1
General........................................................................... 9-1
Areas/Issues of Concern................................................. 9-1
APPENDIX
Appendix 1.0
PV Circuit/Assembly Concept
Bus Bar Screen Printing
PV Application
Appendix 2.0
Production Capacity
Equipment
Utilities
Open Issues
Plastics Cost
Labor Cost Estimate-Manufacturing Operations
“Simple” Cost Summary
Appendix 3.0
“Sheet” Module
Typical Cell
Block Layout – Baseline
Block Layout – Option
Appendix 4.0
Master Plan – Building
Appendix 5.0
Estimating Accuracy Curve
Appendix 6.0
Materials Comparison
Appendix 7.0
Planning for Success in Transitioning New Technologies into Economical Full-Scale
Production
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Section 1
EXECUTIVE SUMMARY
Mök Industries, Inc. is proposing to construct solar power plants that produce clean
electricity at a cost lower than any other power generation method, using a series of
proprietary technology and process innovations. The key element of Mök’s low energy
costs is extreme concentration of sunlight onto photovoltaic generators designed to operate
at extraordinary light intensities. The generator panel is comprised of an array of
concentrating solar optics, each housing an advanced PV cell. To put its technology into
large scale production, Mök desires to complete the design of the manufacturing process and
establish the production tool set needed to produce the generator panel.
Mök has commissioned IDC to assist in refining the conceptual product characteristics,
determine manufacturing resources, and develop a facility concept to commercially produce
the generator panels. To accomplish these objectives, IDC has teamed with its sister
company, Lockwood Greene.
This report identifies preliminary conceptual designs for the following:
 Product and manufacturing process.
 Manufacturing facility.
 Site plan, based on the Millennium Technology Park in Lawrence County,

Pennsylvania.
 Organizational and manpower requirements.
 Milestone project implementation schedule.
 Rough order of magnitude (ROM) opinion of probable construction and

manufacturing equipment costs.
The concept developed for the panel is a 4- by 8-foot module composed of three plastic
sheets that when formed, are bonded together to form the optical concentrator containing the
PV cell. The finished module will be self-supporting and stackable. Throughout the
development of the module, multiple design considerations were evaluated and assumptions
made. Decisions made are based on experience and engineering judgement with cost always
a primary influence.
In order to establish the manufacturability of the conceptual product design, a work cell was
developed to meet the production output targets. The work cell, consisting of a typical
equipment set, can then be duplicated to achieve full-scale high volume production of
97GW/year. The space and utility requirements for the manufacturing equipment were used
to determine the overall area and utilities required for the facility. The arrangement of the
facility accounts for support areas as typically necessary for general manufacturing. A site
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plan and architectural rendering is included, as well as preliminary facility support system
schematics.
The report addresses organizational staff, manpower, workforce training, transportation,

permitting, and ramp-up issues. A conceptual schedule and rough order of magnitude
opinion of cost is also included for the purpose of establishing a realistic timeline and budget
for the project. From an economic development viewpoint, in addition to the new jobs
created by Mök, this project will have a significant multiplier effect on job creation,
including the possibility that the PV cell manufacturer would build a fab adjacent to the Mök
plant.
Key findings are summarized as follows:
 Product and manufacturing process: The conceptual process described in this

report is feasible, yet challenges remain to prove the manufacturing process
and achieve the ramp-up to meet the large production volumes targeted.
 Manufacturing facility: The building is relatively simple in comparison to the

process challenges. A crucial and somewhat ironic discovery is very high
power consumption resulting from the quantity and characteristics of the
manufacturing equipment.
 Organizational and manpower requirements: Staffing levels at full

productions are projected to be 659. This includes a corporate staff of 105
and manufacturing staff of 555 spread over three shifts. While the staff ramp
should be achievable, establishing an effectual organizational structure,
attracting a competent management team, and developing effective training
programs for manufacturing staff are critical to the success of the enterprise.
 Milestone project implementation schedule: The conceptual schedule shows

the first work cell, as a pilot line, going into full scale production
approximately 2 years after project initiation. This could be accelerated by
phasing the building construction to allow an earlier start for installation of
the pilot line.
 (ROM) opinion of probable construction and manufacturing equipment costs:

Total project capital costs are projected at $1.24 billion. For construction of a
facility capable of supporting the full-scale production volumes, cost is
projected at $416 million, with manufacturing equipment comprising the
balance of $830 million.
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Section 2
PROJECT GOALS AND SCOPE OF WORK
Mök Industries LLC has developed solar energy conversion technology to cost effectively
produce electricity. Mök Industries has successfully tested this product concept and now
needs to quickly refine product characteristics, determine manufacturing resources and
develop a facility concept to commercially produce these products.
As a first step in this process, IDC has undertaken the effort of developing a preliminary
concept design to refine the following issues:
 Product and Manufacturing Process
 Manufacturing Facility
 Site Plan
 Organizational and Manpower Requirements
 Milestone Project Implementation Schedule
 Rough-Order-of-Magnitude (ROM) Cost Estimate
In order to accomplish this, IDC has completed the following services:
 Analyzed product design for manufacturability.
 Developed a concept for the manufacturing process concept based on

Lockwood Greene’s recommended product concept and forecasted capacity
requirements.
 Determined site requirements – size, containment, road access, rail access

options, traffic management, and parking.
 Determined what support functions will be required, approximate labor

requirements, and developed a recommended organizational structure for the
startup operations.
 Developed a milestone implementation schedule, including production and

manpower ramp up.
 Developed a ROM cost estimate and capital spending schedule.
 Estimated up-front equipment costs, ongoing labor cost, and transportation

costs for manufacturing operations.
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Section 3
PRODUCT DESCRIPTION
Mök Industries LLC has developed an environmentally friendly product that will provide
low cost electricity through the conversion of solar energy. This process is achieved by
focusing sunlight through an optical concentrator using a water-filled vessel and a clear lens
arrangement that provides optimum internal reflection. This Compound Parabolic
Concentrator (CPC) configuration captures incident solar radiation over a wide angle and
concentrates the light onto a photovoltaic cell (PV). The PV cells, designed to absorb
virtually the entire spectral distribution of solar energy, converts the solar energy into
electrical energy. The water-filled vessels will be incorporated into a series of panels that
are arrayed over a tract of land and wired to strategically placed batteries that will store the
electrical energy. This innovative approach for the conversion of solar energy will enable
the Mök product to produce electricity with significantly higher efficiency than has
previously been made commercially available.
The basic product concept is reflected in the following schematic (a larger illustration is
included in Appendix):
“Sheet” Module Concept

3 Piece Approach
TOP MIDDLE BOTTOM Legend

PV
Wiring
Sealer/weld
Anchor Tab
COMPLETE
General Process Steps General Equipment Set

submersion fill (1) Hot Press Molders
(1) Hot Press Mold the top (better precision for lenses).
(2) Hot Press Mold middle (punch hole) and bottom (add dimple). (2) Stringers (screen print? wiring?)
(3) PV install/wiring on bottom (screen print, filament wiring). (3) Ultrasonic Welders
(4) Ultrasonic weld top to middle. (4) Fillers
(5) Fill CPC assembly (upside-down, submersion). (5) Chemcial Sealers
(6) Insert and chemically seal CPC assembly to bottom. (6) Flash Testers
(7) Flash test. (7) Stackers
(8) Stack to bundles and load to trailer. (8) Conveyor and buffers
(9) Fork Lifts (loading)
Each solar module assembly is 4 feet wide by 8 feet long by approximately 2 inches thick
and is comprised of 4,697 water vessels that are 1 inch in diameter and 1.5 inches tall. Each
water vessel contains a lens that is able to capture sunlight from angles exceeding 60 degrees
from the vertical. This design eliminates the need to incorporate a mechanical tracking
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device to follow the path of the sun for maximum energy production. The remaining
contour of the vessel is designed to direct and concentrate the light that enters the lens to the
photovoltaic cell positioned at the bottom of the vessel. The resulting concentration of solar
radiation substantially reduces the required area of each PV cell. In this case, a PV cell of
0.014-inch diameter produces 0.2 Wp . A typical terrestrial solar panel requires an area of 3
to 4 in2 to provide this level of power. Each module assembly will hold a total of 3.99
gallons or 33.3 pounds of water.
The module will be assembled from three plastic panels that are first produced in sheet form
and then contoured through a thermal forming process to form the vessels and support
system. The top and middle panels will be produced from clear PET (Polyethylene
Terephthalate) and, when thermally bonded together, will form the lenses and water vessels.
This assembly will then be passed through a submersion tank where the vessels will be filled
with water.
The bottom panel will be produced from an opaque plastic such as ABS or PVC. The wire
circuitry and photovoltaic cells will be applied to the bottom panel through a printing
process. Once assembled, the bottom panel will be chemically bonded to the top/middle
panel assembly and provide the watertight seal for the vessels.
The contour of the finished assembly will enable each module to be self-supporting and will
allow the modules to be stacked for shipping. The module will also incorporate lugs for
securing the assembly to the ground. These lugs will double as shipping aids to facilitate
panel nesting.
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Section 4
ASSUMPTIONS AND DESIGN CONSIDERATIONS
CAPACITY REQUIREMENTS
A planning model was developed to capture product assumptions, including expected output
per module and production requirements to meet specific production targets. The appendix
contains the planning model in its entirety.
To minimize the amount of water needed for each module assembly, a concentrator size of
1-inch diameter and 1.5-inches tall was selected. This results in a water volume for each
module of 3.99 gallons or 33.3 pounds. With the photovoltaic cell area per concentrator
fixed at 0.00016 inch2 and 4,697 concentrators per module, this results in a power output of
952 watts per module peak. Obtaining the target production of 97 GW per year requires a
production rate of 11,893 modules per hour as shown below.
The following recaps the production rates required to meet the 3 output targets:
Output Target >>> 5 GW/yr 30 GW/yr 97 GW/yr

Production Rate 613 3,678 11,893
(modules per hour)
MATERIALS
Clear, UV stabilized, PET (Polyethylene Terephthalate) was chosen for the top and middle
panel due to its clarity, formability, availability and relative low cost. The bottom panel will
be produced from PVC or ABS to add rigidity to the final module to support the weight of
the water and enable stacking of the modules for shipping. Boeing will supply the
photovoltaic cells that are installed onto the lower panel of the module. At the final solar
collection site, the array of modules will be wired to batteries that will collect and store the
electrical energy. It is anticipated that these batteries will be shipped from the battery
supplier directly to the solar collection site.
PROCESS ALTERNATIVES CONSIDERED
Initial geometries for the light concentrator were in a range of 4 inches to 8 inches in height,
resulting in a water weight of 70 pounds to 140 pounds per 4-foot by 8-foot module. This
weight was deemed too great to allow economical shipment. The geometry of the
concentrator was reduced to a 1.5-inch height (and corresponding 1-inch diameter lens) to
provide a more reasonable water weight of 33 pounds per 4-foot by 8-foot module. Based
on the revised geometries, the following processes were considered:
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Blow Molding:
The original product concept was based on blow molding PET bottles, utilizing a cap for the
PV attachment and wiring, and another structure to support and contain the bottles. Bottle
blow molding rates were calculated to meet the production target of 400,000 acres of
coverage in 5 years. To meet this production rate, approximately 1.2 billion bottles
(1.5-inch height, 1-inch diameter) are required per day. Based on initial feedback from
people knowledgeable in mass production blow molding, this quantity of bottles is not
realistically achievable.
Sheet Concept:
Several sheet concepts were developed to meet the geometric requirements of the product
and achieve a high throughput. The 3-piece approach outlined previously was selected as
the baseline approach for this study based on its adaptability to molding, ease of filling, and
surface on which to mount and wire the PV cells. Initially "traditional wiring" of the PVs
was considered (such as used in the microelectronics industry for wire bonding die prior to
packaging). An assessment of the sheer number of cells to be wired deemed this approach
unpractical (4700 PV cells per module, or 56 million PV cells per hour to meet the 97
GW/yr target output). A screen-printing and poly-soldering approach was assumed for the
baseline concept based on its potential to meet the required throughput. It is acknowledged
that many technological hurdles need to be addressed in order to make the screen-printing
approach viable.
LOCATION OF MANUFACTURING FACILITY
The proposed location for the Mök Industries solar panel fabrication plant is on a site in
Neshannock Township, Lawrence County, Pennsylvania. The site is called Millennium
Technology Park and consists of about 530 acres that lies between US Route 60 and the
Shenango River. The development of this site is currently in the site design and permitting
process. The Master Plan for this site showing the Mök Industries facility is included in the
Appendix.
POTENTIAL LOCATIONS FOR PANEL ARRAYS
The product from this facility, solar panels, will be shipped initially to a few select locations.
The first being some testing sites in Pennsylvania, and possible nearby areas. The purpose
of this is to take advantage of the available water and coal to demonstrate the process of
using solar power to fractionalize water to obtain hydrogen. The hydrogen would then be
combined with coke (coal product) to produce synthetic oil. The other site these panels will
be shipped to is in northern Nevada and this will be the initial main site at which many
square miles will be covered with these panels.
COST BASIS
The estimated costs presented in Section 8 have been broken down into two areas. The first,
called “Facility”, is the building and site amenities (parking areas, etc.). The building
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estimate includes the steel framed, high bay building as well as the associated mechanical,
electrical, etc. equipment for the building. The second, called “Process”, is the
manufacturing and material handling equipment associated with producing the solar panels.
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Section 5
CONCEPT DESIGN REVIEW
GENERAL
The concept design for the manufacturing facility is presented in the order in which it was
developed, and is summarized as follows:
 Equipment set developed to support the product/process concept and

production rates.
 Work cell developed based on equipment and flows.
 Facility block layout developed based on work cell arrangement and flows.
 Organizational structure, support functions, and site considerations to support

the overall operation.
The following sections summarize the concepts developed regarding each of the areas of
consideration.
EQUIPMENT REQUIREMENTS
The planning model in the Appendix contains the calculations used to determine the
quantities of equipment required to meet the output targets. A summary of the equipment
required for 1 work cell (roughly 10GW output) is as follows:
Equipment Name Quantity/Work Cell

Extrusion, Calendar and Cutter 3
Hot Press Molder - TOP & MIDDLE 1
Hot Press Molder - BOTTOM 1
Screen Print, PV Application, and Curing 30
Thermal Welder - TOP/MIDDLE 1
Chemical Sealer - BOTTOM 1
Flash Tester (sample only) 1
Material Handling
- Water Fill 1
- Vertical Buffer 6
- Stacker 1
- Stretch Wrap 1
- Conveyor 1 lot
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TYPICAL CELL
Below is a typical Panel Fabrication & Test Cell (a larger illustration is included in the
Appendix).
215 Feet
BottomPanel Vertical Buffer

Raw Accumulator,Preheat,
Die,GearPump, Roll Form, 3-Roll Stand with
Material Feeder & Extruder Hot Press Mold, Cut,
Screen Changer individualdrives Discharge
Input
Vertical Buffer
Feeders & Feeders &
Extruder Extruder
Top Panel MiddlePanel

Screen Print, PV Assembly, Cure Screen Print, PV Assembly, Cure
Die,Gear Die,Gear Screen Print, PV Assembly, Cure Screen Print, PV Assembly, Cure
Pump, Pump,
Screen Screen
Changer Changer Screen Print, PV Assembly, Cure Screen Print, PV Assembly, Cure
Roll Form, 3- Roll Form, 3-

RollStand RollStand Screen Print, PV Assembly, Cure Screen Print, PV Assembly, Cure
with with
individual individual
drives drives
220 Feet
Accumulator, Screen Print, PV Assembly, Cure Screen Print, PV Assembly, Cure

Preheat, Hot
PressMold,Cut,
Discharge,
Thermal Bond Screen Print, PV Assembly, Cure Screen Print, PV Assembly, Cure
Top & Middle
Sheet
Submerged Water Fill Screen Print, PV Assembly, Cure Screen Print, PV Assembly, Cure
Station

Vertical Buffer Vertical Buffer
Vertical Buffer
Test
Vertical Buffer
ChemicalWeldBottomPanel
Flash Test
Shipping
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Raw plastic material enters the fabrication & test cell in bulk pellet form and is loaded into
the feeders for each sheet line. The bottom panel sheet enters an accumulator where it is
heated, press formed, cut and discharged into a vertical buffer. The panels are then screen
printed with a wiring matrix, oven cured and the photovoltaic cells applied.
The top and middle panel sheet lines are located side by side. The formed sheets enter an
accumulator where they are then preheated, press formed, cut and thermal bonded to form
the concentrator vessels. The top and middle panel assembly is then submerged in a water
tank to fill the vessels and the bottom panel assembly is then chemically bonded to the
assembly to complete the module. The module is then flash tested and moved to shipping.
The size of each cell is 220 feet by 215 feet and is equipped to produce approximately 1200
modules per hour.
AREA REQUIREMENTS
Area requirements are detailed in the planning model contained in the Appendix. A recap of
the summary requirements is as follows:
000 SF # of Work Cells >> 1 4 10

Production Space 51.6 206.4 516
Receiving, Shipping 5.2 20.6 51.6
Stretch Wrap, Staging 5.2 20.6 51.6
Support (prep, labs, R&D) 15 30 60
Canteen/Break 2.3 4.5 10
Office 6 6 12
Central Utilities 17 57.6 140
SUBTOTAL 102 346 841
Contingency (15%) 15 52 126
TOTAL 117 398 967
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FACILITY BLOCK LAYOUT
Site Specific - A block layout was developed for the current building outline programmed
on the Lawrence County site. The building outline was developed for the northern portion
of the Millennium Technology Park site, allowing the center portion of the site to remain
available for a semiconductor manufacturing facility – or wafer fab. The shape of the
building is based on physical restriction of this part of the site such as wetlands, topography,
and site vehicular circulation requirements.
Block Layout - Baseline
This layout arrangement provides for receiving at one end of the building and shipping at the
other. Based on the output target, work cells would be installed starting at one end of the
building (say the northeast corner) and built-out away from the first work cell (a larger
illustration is included in Appendix).
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Optimized Block Layout - An alternative layout arrangement was develop to show a more
optimum process centric arrangement, without regard to permissible building footprint
constraints dictated by the present site considerations.
Block Layout - Option
This arrangement allows the receiving functions to be located closer to the work cells. It
also allows the output from each work cell to be directed down a central aisle and routed to
the stacking/stretch wrap area (a larger illustration is included in Appendix). Consequently,
if there is an opportunity to utilize an alternate site, there are several points to consider for
the Optional layout:
 Improved site and facility logistics by placement of receiving locations closer

to process lines.
- Pneumatic conveying systems are shorter allowing more economic

first cost and reduced operating cost due to smaller motor/blowers
requirements.
- Reduced truck traffic density for receiving once abandoning a central

receiving operation.
 Reduced internal material handling distances minimize material handling

equipment and reduces non-value added material handling.
- Fewer lift trucks.
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- Shorter lengths of pallet conveyor.
 Increased utility runs will require more expensive first cost for distribution.
MATERIAL FLOW
Due to the extremely high production rate requirement of this project, the facility concept
has been designed with a high degree of priority placed on the flow of material. Each Panel
Fabrication & Test Cell is designed for the entry of bulk plastic pellets at a single point and
individual sheets and panel assemblies moving in simple, continuous flow paths through the
cell with no cross-over or switch-back paths. Final product exits the cell at the opposite end
from the raw material entry point.
The cells are arranged in the facility so that raw material entry points are easily accessed
along the exterior walls and final product can flow out of the cells, down central aisles to
shipping.
RAW MATERIALS HANDLING
Other than PET and PVC pellets, lift trucks are planned for the delivery of most material
from Receiving to the work cells. Five lift trucks, separate from those dedicated to Shipping
and Receiving, will be needed once full production is achieved. They will deliver the items
listed in the palletized materials paragraph of the Storage section. These materials include
rolls of stretch wrap. A lift truck roll handling attachment is provided for in the cost
estimate.
FINISHED GOODS HANDLING
A conveyor system was selected for finished panel transport from the individual work cells
to Shipping. Three modes of transport were considered: conveyors, transfer cars, and
automatic guided vehicles (AGV). Two of these, conveyors and AGV Systems, can
achieve the needed throughput. The conveyor needed to transport these unit loads with a 4-
by 8-foot footprint is not particularly economical; however, the conveyor system will still be
more economical than an AGV System to accomplish the same transport volume. Transport
cars were initially considered because of their relatively low cost; however, for this
application they are too slow to achieve the needed throughput.
The Conveyor system for the Baseline Layout is expected to have approximately 2,575 feet
of conveyor. At an estimated $400 per foot installed, including all diverts, merges, and the
control system; the conveyor system will require a $1 million investment. In contrast, an
AGV system will require approximately 24 single deck or 14 double deck vehicles to
achieve the needed throughput. Based upon budgetary information obtained from Jervis B.
Webb, an AGV System would require approximately a $1.8 million investment.
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RECEIVING
Receiving will be required primarily for PET pellets; however, a comparatively small
amount of discrete raw materials will be received in palletized form. The receiving area will
be composed of docks, unloading stations for trucks of PET and PVC pellets, silos for
backup PET pellet storage, and a small amount of rack storage.
PET Pellets The large quantity of PET and PVC consumed dictates bulk quantity delivery.
Bulk delivery will be via truck. There is no rail service available on the preferred site.
However, if an alternate site were considered in the future, rail service would be provide for
more economical PET delivery and should be considered.
Truck delivery for PET and PVC pellets will require unloading stations. A pneumatic
system will be utilized to directly feed each extruder from the bulk truck. These stations are
best located as close to the extruder serviced as practical to minimize blower sizes and
system expense. Motors and blowers for the PET pellet pneumatic delivery system will be
located adjacent to the unloading stations. A 6- by 6-foot pad should be adequate for a
blower and motor; there will be three motor/ blowers per work cell. Motors and blowers for
the pellet pneumatic delivery systems will be located adjacent to the unloading stations. An
externally located 6- by 6-foot pad, located adjacent to the unloading station, should be
adequate for a blower and motor; there will be three motor/ blowers per work cell.
At peak production the weight of PET and PVC consumption will be somewhat in excess of
four truckloads in an hour. However, since two types of resins (clear PET for the top two
layers and an opaque PVC resin for the base layer) additional unloading stations are needed.
For planning purposes, two stations are priced for clear PET and four stations for the opaque
material. This will allow one truck to be staging for both clear PET and the opaque resin
while the other stations are in operation. Two suppliers, Eastman Chemical and M&G
indicated that the unloading stations would probably be provided without cost due to the
high projected consumption rate of PET and PVC.
Palletized Materials Lift trucks will be used to unload palletized loads from trailers. For
the most part, these materials will be delivered directly to the work cells. However, these
materials will be stored as necessary to maintain a small safety stock. Storage will be in
racks located adjacent to Receiving and is more thoroughly discussed in the Storage section.
For the Baseline Layout it is felt that approximately 20 docks in a centralized Receiving will
be adequate for palletized materials.
The large number of docks is required to assure the smooth operation of a JIT delivery
philosophy. This will allow for a trailer of each high volume raw material to remain parked
at the dock for the lift trucks to work out of, while simultaneously providing docks for the
yard tractor to stage the next trailer of materials and to have the needed buffer to allow an
empty trailer to sit at the docks for some time.
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SHIPPING
Finished goods will be palletized in the work cells and subsequently stretch wrapped to
facilitate handling and security. Palletized panels will be delivered to Shipping where they
will be stretch wrapped. These unit loads will be automatically delivered to the stretch
wrappers. Unit loads will be fed into the stretch wrapper on an automatic conveyor. No
corner posts are required; the panel design will have strengthened corners that nest so as to
provide a robust package once stretch wrapped. The wrapped load will be discharged onto a
conveyor to await pickup by a lift truck. Lift trucks will load trailers at the docks.
Approximately 30 docks are provided.
STORAGE
As with the dock areas, a “just-in-time” philosophy affects the storage area design. Storage
quantities are based upon JIT deliveries. As such, only the smallest of safety stock is
considered.
Raw Materials The primary raw material will be PET and PVC pellets. While delivery is
straight from the trucks to the extruders, with the trucks parked in the unloading station for
the duration, silo storage is also recommended by resin suppliers as a backup to guard
against delivery disruptions. The suppliers interviewed indicate that the cost of the silos will
be borne by them as a service due to the anticipated large volume of PET and PVC
consumption. To preclude mixing PET types, separate silos will be maintained for clear
PET and opaque PVC. A 2-hour backup supply of PET and PVC is recommended. At
peak production, this will be approximately 104,000 pounds of clear PET pellets and
312,000 pounds of opaque resin. This can be accomplished with a relatively small silo
located adjacent to each of the bulk unloading stations. For the clear PET, 2 silos of
approximately 8-foot diameter and for the opaque resin four silos of 10-foot diameter should
be adequate.
Palletized Materials As with PET and PVC pellet storage, the philosophy of design is that
JIT deliveries will keep stored palletized materials at a minimum. For the most part, storage
is a 2-hour buffer. It has been calculated that 62 pallet rack positions and 12 drive-in rack
positions will hold the necessary materials. This amount of rack is small and will be
installed adjacent to Receiving. The rack will provide three high pallet storage and will
have a footprint of 915 square feet (425 square feet for pallet rack and 490 square feet for
drive-in rack). The materials to be stored are:
 PVs – photovoltaic cells will be received in tubes for insertion, these will be
in cartons and on pallets. Due to the extremely small size of the PVs, a lot of
storage space will not be required. With just in time delivery, material flow
will be primarily from the dock to the production floor. Storage space for 12
pallet loads of photovoltaic cells will be provided.
 Empty pallets – the finished panels will be placed on pallets for secure
handling; therefore, an ample supply of pallets will be required. Empty
pallets will require more storage space than any other material placed in
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racks. These pallets will be a specialized 4- by 8-foot size. Where storage is
necessary pallets will be stored in drive-in racks. The equivalent of two
hours of pallets will be stored; otherwise, pallets will go directly from trailers
at Receiving to the work cell stackers where pallet loads are formed. Space
for storing 400 empty pallets will be provided; this will require
approximately 12 drive-in storage slots.
 Stretch wrap – a considerable quantity of stretch wrap will be used to

package the completed panels for shipping. The wrap will be received in
rolls, the rolls are palletized, and the rolls weight no more than 1000 pounds.
A roll handling attachment will be provided on one of the lift trucks that
operate in Receiving. Twenty pallet loads of stretch wrap will be stored for
backup.
 Cement – the final assembly operation for the panels requires chemical
bonding of layers. The glue utilized will be in liquid form, received in 55
gallon barrels, filled barrels will weigh approximately 450 pounds, the barrels
will be palletized, and potentially with have hazardous storage requirements.
Space for the storage of 10 barrels of cement will be provided.
 Miscellaneous – numerous other unidentified materials in small quantities

will be received that require storage. Twenty storage positions will be
provided for miscellaneous items.
WIP The only work-in-process envisioned at this time will be due to exception conditions.
Primarily this is thought to be units that need repair. Otherwise, there is no intermediate
handling or accumulation planned for panels or panel components beyond that supplied
internally by the process equipment and its interconnection conveyor system.
Finished Goods (surge only) Completed product is shipped as soon as possible.

Therefore, Shipping will only have a staging area for product. This will primarily be in the
form of a conveyor queue of several unit loads at the output of each stretch wrapper.
Research and Development The facility will have a Research and Design Laboratory
equipped with essential prototyping equipment such as a drill press, mill, lathe, hydraulic
and electrical test benches, microscopes and various hand tools. Basic shop lighting and
utilities will be provided to this area.
UTILITIES
The following paragraphs describe the key utilities that will be required for the
manufacturing facility and describe projected facilities equipment requirements.
Electrical Each 51,000 square-foot manufacturing cell is projected to have an electrical

demand of 13.4 MVA, which includes manufacturing equipment and associated facilities
support equipment. See the attached Tool Utility Matrix – Estimates for Typical Work Cell
for demand and connected load numbers. This demand load represents a high density
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electrical load of 260 watts per square foot of manufacturing space. At ten manufacturing
cells, the corresponding projected electrical load is 134 MVA, a significant number which
requires multiple dedicated high voltage substations and transmission planning at the
electrical utility level.
A large portion of the electrical load is made up of electrical furnaces and heating equipment
which are part of the manufacturing process. IDC has contacted equipment manufacturers
to discuss the possibility of changing these furnaces to natural gas. The manufacturers
responded indicating that some of the equipment components are not available in natural gas
at this time and that some processes are better served with electrical heating components.
First Energy has received connected and demand load forecasts along with a projected load
timeline. First Energy’s previous study an alternate use for this site, which was
commissioned in 2003, indicated that the 138 kV line can support 80 MW of additional load.
60 MW of this capacity was to be allocated for the Millennium Park industrial site and 20
MW was to be allocated to supporting regional businesses and residential uses. Because
demand figures for a ten module factory presently indicate a demand of 130 MVA, First
Energy has indicated that utilizing the existing 345 kV transmission line, located four miles
from the proposed site, may be preferable. First Energy has an existing easement for the
138 kV line extension to Millennium Park, but does not have a similar easement for the 345
kV line. Utilizing the 345 kV transmission would require land to be purchased – very
preliminary estimates indicate purchasing the land and constructing the four-mile 345 kV
extension would cost $3-$5 million. First Energy has indicated that it would need to be
commissioned to execute a three to four month duration electrical study to confirm the use
of the 345 kV transmission line. One possible solution is to utilize the 138 kV transmission
to provide power for the first five modules of the factory and, if necessary, utilize the 345
kV transmission line for the remaining five factory modules.
Load projections are based upon demand figures gathered by IDC and Lockwood Greene
across several different industrial plant types. Demand factors for industrial facilities of
different types vary widely. As this facility is the first of kind, the actual loads seen after the
first module is operational will be valuable in assessing the actual demand for the following
modules. The actual demand factor for the first production module will be critical
determining the size and cost of electrical substations and distribution equipment necessary
for the following nine modules.
See the Electrical Concept Drawing included in this report for a single line diagram
indicating possible utility substation quantity/configuration and plant 15kV, 5kV, and 480V
distribution. Electrical system design and cost is based upon N+1 redundancy.
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DI Water IDC believes that DI water would be required for filling the PV lenses. This
requirement is based upon no bacteria or algae growth within the lenses for a period of
seven years where the lenses are installed in an outside ambient condition. Calculations
indicate that the flow for one production module is 95 gpm, with a corresponding flow rate
for the ten module factory at 950 gpm.
This flow would require a DI water production facility within the manufacturing facility
with prefiltration, RO, continuous DI (CDI), filtration, UV sterilization, and degas. Water
source will be municipal potable water - assume groundwater at 10 grams of hardness,
100 ppm calcium. Water quality will be low TOC (>50 ppb), 17 Megohm resistivity, gas
content (all N2 and o2) less than 50 ppb. Membrane degas preferred in pilot system.
Production level could use vacuum tower degas. Both w/o N2 purge.
HVAC, Mechanical, & Exhaust HVAC, mechanical, and exhaust systems are required for
removal of heat from production cells and space conditioning for operator comfort. Each
51,000 square foot cell has a heat load of 4,198 kW. That is a demand load of 80 watts per
square foot of manufacturing space. The mechanical systems are designed to keep
temperature at the plant floor between 75 and 80 degrees Fahrenheit. This requires a great
amount of airflow to be induced and removed from the space. Mechanical system design
and cost is based upon N+1 redundancy. See attached “Mechanical Equipment Summary”
document for a list of projected mechanical components and their corresponding ratings.
See attached “Mechanical Equipment Sizing” document for calculations performed to
determine equipment quantities and ratings.
Mechanical Equipment Summary
FOR 1 CELL ONLY
# of Units Capacity HP- kW / each
AHU 14 50000 cfm 60 hp
Chillers 3 1280 tons 535.4 kW
Boilers 2 15876 MBTU 500 hp
Cooling Tower 2 143500 cfm 40 hp
CHW Pumps 2 1590 gpm 60 hp
HW Pumps 2 815 gpm 30 hp
CW Pumps 2 1990 gpm 40 hp
Solvent EF 3 36000 cfm 40 hp
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# of Units Capacity HP- kW / each
General EF 3 72000 cfm 50 hp
Assumptions
 AHUs
- AHUs will maintain the work space between 75 F and 80 F.
- Sensible cooling only at the cooling coils.
- AHUs configured to operate in full economizer.
- 13 units are required, one extra for shutdown purposes.
 Chillers
- There is 1300 tons of cooling for each cell. One chiller will operate.
- One redundant chiller for shutdown purposes.
- The chillers will operate at 55 F leaving water temperature.
 Boilers
- During the winter months the space will go to minimum OSA and recirculate
airflow back through the unit.
- The boilers will only operate during the winter months.
- One redundant boiler for shutdown purposes.
 Solvent Exhaust
- Two Exhaust fans will operate at 18,000 cfm.

- One redundant fan for shutdown purpose.
- Assume high static for VOC abatement.
 General Exhaust
- The two fans are operating at 36,000 cfm.

- One redundant fan for shutdown purposes.
- Assuming the general exhaust is not connected to any tools or static removal
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MECHANICAL EQUIPMENT SIZING
Cooling Load calculations for Airflow & Chillers
Givens:
Room Temperature 75 F - 80 F
OSA Summer Temp 85 F DB / 70 F WB
OSA Winter Temp 11 DB
1 Cell Heat Load 14,336, 170 BTU
Air Handler Calculations
CFM = 14,336,170 / 4.5 (34-29) = 637,163 CFM
Q = 50,000 * 1.08 (85 - 64) =1,134,000 BTU/H
GPM = 1,134,000 / 500 (75-55) = 114 GPM
14 Air Handling Unit @ 50,000 CFM
Total GPM = 1590 GPM
Chiller Calculations
1 Cell Requires 1304 Tons ( cell calculations attached)
For Sensible cooling the operating Temperatures:
Entering Water Temp 75F
Leaving Water Temp 55 F
1 - 1280 Tons Chiller @ 535.4 kW / 1 Chiller for redundant
2 - Primary Pumps 1590 gpm @ 110 ft w/ 60 HP
2 - Condensing Pumps 1990 gpm @ 60 ft w/ 40 HP
2 - Cooling Towers
Heating load calculations for Airflow & Boilers
OSA = 20% @ 11 F
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RA = 80% @ 75 F
MA = 100% @ 62 F
Q = 1.08*50,000 ( 83 - 62) = 1,134,000 BTU
GPM = 1,134,000 / 500 (160-120) = 57 GPM
Total GPM = 800 GPM
Total BTU/hr = 15,876,000 BTU
Operating Temperatures:
Entreating Water Temp = 120 F
Leaving Water Temp = 160 F
1- 500 HP Boilers Required Plus One redundant Boiler
2 Primary Pumps 800 gpm @ 80 ft w/ 25 HP
Solvent Exhaust Fan Sizing
4.5 inches of static consider for scrubber
2.5 inches of static consider for operation
2 fans operate at 18,000 cfm @ 7 inches of static plus 1 for redundancy
General Exhaust Fan Sizing
Assuming no tool connection.
2 fans operate at 36,000 cfm @ 3.5 inches of static plus 1 for redundancy
Cooling Load Calcs for 1- Cell

1 - Cell kW BTU Tons
Load 4193 14306516 1192
Support Bldg
Area People BTU Assumption
People 15000 20 5000 250 Btu / Person
Space 15000 20 450000 30 Btu / Sq Ft
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Lighting 15000 20 4396.248535 1 Watt / Sq Ft
Office Bldg
Office Space 6000 40 10000 250 Btu / Person
Break Rm 2250 25 6250 250 Btu / Person
Office Bldg 8250 65 247500 30 Btu / Sq Ft
CUB
Space 20440 2 613200 30 Btu / Sq Ft
Total Tons 1304
Cooling Load Calcs for 4- Cells

4 - Cells kW BTU Tons
Load 16793 57297716 4775
Support Bldg
Space 30000 40 900000 30 Btu / Sq Ft
Office Bldg
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CUB
Space 69165 2 2074950 30 Btu / Sq Ft
Total Tons 5055
Cooling Load Calcs for 10- Cells

10 - Cells kW BTU Tons
Load 41984 143249408 11937
Support Bldg
Space 60000 60 1800000 30 Btu / Sq Ft
Office Bldg
CUB

Space 168295 2 5048850 30 Btu / Sq Ft
Site Specific - 12576
Total Tons
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Clean Dry Air (CDA) CDA, sometimes referred to as “oil-free air”, is required by
manufacturing equipment. Each cell has a significant usage of 3505 scfm at 60 psig.
Corresponding air flow requirements for the ten cell facility is 35,052 scfm. The flow for
one cell will be provided by three centrifugal air compressors and associated air dryers per
cell. A fourth, redundant air compressor will be provided for N+1 redundancy.
Natural Gas Natural gas is required to service the furnaces associated with the
Extrusion/Calendar/Cutter manufacturing equipment. Natural gas is utilized for these
furnaces for several reasons: gas furnaces are suitable for the process requirement, gas
furnaces are commercially available, and electrical requirements are reduced.
It is estimated that each production cell will require 10,000 cubic feet per hour (CFH) of
natural gas. At full production, this equates to 100,000 CFH plus an additional 5,000 CFH
for other building uses. Dominion/People’s Gas has been contacted and this information has
been passed on to them. Dominion/People’s Gas was aware of a 105,000 CFH demand for
one semiconductor facility and other smaller site buildings (office and flex space), and made
a commitment to supply these needs. Dominion/People’s Gas has verbally stated they could
meet the required additional 100,000 CFH.
BUILDING SHELL
The facility is planned to maximize the efficiency of the fabrication and assembly process,
which results in a large (800- by 1000-foot) footprint. The large roof takes a saw tooth
configuration which allows solar panels to be arrayed facing south at the optimum angle to
maximize solar exposure. The north face of each saw tooth is used for air intake to the
elevated air handlers and to bring high quality daylight onto the floor of the plant, improving
energy efficiency and work place quality.
OFFICE AREA, SUPPORT SPACE, AND AMENITIES
The proposed facility has 80,000 square feet of area dedicated for office space, conference
rooms, research and development, training areas, a lunchroom/cafeteria, locker rooms,
restrooms, and areas for support activities such as security, building maintenance, and
safety. The breakdown is as follows:
Office 19,300 sq. ft.

Conference Rooms 7,200 sq. ft.
Research & Development 7,500 sq. ft.
Training Space 2,000 sq. ft.
Cafeteria/Lunchroom 8,000 sq. ft.
Locker Rooms 5,300 sq. ft.
Restrooms 5,000 sq. ft.
Security 1,500 sq. ft.
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Maintenance 2,200 sq. ft.
Safety/Medical Supplies 1,300 sq. ft.
Office Mechanical 3,200 sq. ft.
Circulation/Egress 17,500 sq. ft.
TOTAL 80,000 sq. ft.
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Section 6
PRODUCTION RAMP UP, ORGANIZATION AND MANPOWER
PROOF OF CONCEPT
Proving that the design of the product and the manufacturing process used to produce the
panel is the first critical step to gain confidence that the panel functions as desired and can
be manufactured as designed. This is the time to tweak design elements and manufacturing
steps so that pilot production can be focused on fine tuning the units of operation in
preparation of full scale production ramp-up. Appendix 7.0 contains a technical paper, co-
authored by David Causey, who participated in the production of this report. This paper
outlines the challenges in transitioning from R&D (Proof of Concept) to pilot production,
then to full-scale production.
PRODUCT DESIGN
To prove the design concept, it is recommended to complete detail design drawings of the
CPC module components and assemblies and to produce prototypes on temporary tooling.
All three panels of the module assembly could be produced on vacuum-forming equipment.
This will enable the resolution of design issues such as the interface of the bottom panel
with the top/middle panel assembly to completing the vessel seal without incurring the cost
of hot press forming equipment and dies. Screen-printing and PV placement sensitivity
should also be verified.
PROCESS DESIGN
Once the product design concept has been tested and proven, the processing equipment and
tooling can be designed and the first prototype cell installed. It is recommended that this
first cell contain the minimum equipment necessary to prove the manufacturing process.
The prototype cell should contain one line of sheet forming equipment and the necessary
dies to produce all three panels of the completed module. Again, vacuum-forming
equipment would be suitable and, in fact, could be outsourced to save the cost of the
equipment at this stage in product development. The screen print, PV, and cure process
equipment should also be limited to one line in the prototype cell. The prototype cell will
also need to include all equipment necessary for water submersion, thermal, and chemical
bonding, as well as material handling of the panels and finished modules. The estimated
price of this prototype cell could be up to $15,000,000 if all the process equipment is
purchased. This value includes approximately $10,400,000 for “one of” each primary unit
process equipment, plus an allowance for material handling equipment, storage racks, leased
space, and other miscellaneous costs. For prototyping, a leased space of 10,000 to 15,000
square feet should be adequate.
PRODUCTION RATE
Once the process design has been verified, it is recommended to install one complete
manufacturing cell to verify the production rate of the facility.
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PRODUCTION RAMP UP
Building ready will be achieved in Project Month 21. Equipment procurement, production
start up. Ramp up to Production Capacity Target #1 (5 GW per year) will take
approximately six months from the start of pilot line installation and will be achieved in
Project Month Number 27, and will proceed in the following Phases:
 Product Line Install

 Pilot Line Startup & Test
 Manpower Training & Ramp Up
 Production Ramp to Target #1 – 5 GW per year rate (5,252,649, 4- by 8-foot
panels per year)
After successful Pilot Line testing and commissioning, it is feasible to install approximately
1 additional cell per month. This will allow capacity increases to meet Target #2 and Target
#3, as follows:
 Production Ramp to Target # 2 – 30 GW per year rate (31,515,892, 4- by

8-foot panels per year) – projected to be achieved Month 31.
 Production Ramp to Target #3 – 97 GW per year rate (101,901,384, 4- by

8-foot panels per year) – projected to be achieved Month 47.
Ramp up from Production Capacity Target #1 to Production Capacity Target #2 will take an
additional four months and will be achieved in project week number 31. Interim Production
Target #2 will be achieved in approximately 22 months. This is the optimal ramp up period
that can be reasonably anticipated due to equipment procurement lead times, installation and
testing, manpower hiring, and training requirements.
Production Ramp Up
60.0
50.0
40.0
Units per Year
30.0
(Millions)
20.0
10.0
0.0
25 26 27 28 29 30 31 32 33 34 35 36
Product Life Cycle Month
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Production Ramp Up
120.0
100.0
80.0
Panels per
60.0
Year (Millions)
40.0
20.0
0.0
37 38 39 40 41 42 43 44 45 46 47
Project Life Cycle Month
These production capacity projections assume the following:
 3 shift per day operations, 52 week per year.

 Installation of 1 cell per month.
 Availability of trained labor.
 Availability of production equipment.
ORGANIZATION RECOMMENDATIONS
The challenge for the Mök organization will be to meet changing needs as the business
rapidly evolves from the present stage of the business, the Initiation Stage, through the
Developmental, Organizational and Expansion stages of the business. This will create a need
for an organization that can quickly make decisions in response to a changing company
environment as illustrated in the chart below.
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Early Stages of a Business
Stage Activity Characteristics Culture
Initiation New Venture
Great ideas Forming Entrepreneur (visionary)
Selling it Dependent Performer (task oriented)
Gaining commitment Gathering Administrator (TOS, OAS)
Hands on leadership Person-to-person contact
Product development &
market development
Developmental Making it work
Testing it Expansion
Pressure to produce results Growing pains
Moving from task to task Storming Must develop infrastructure
Produce & distribute Counter- Turmoil creates counter-

dependent dependence among within
Short term orientation the organization
Repeating
Every opportunity a priority Start & stop of objectives
Highly centralized Operational systems
Informal
Leadership involved in
everything
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Early Stages of a Business
Stage Activity Characteristics Culture
Organizational Organization takes on Professionalization
identity
More formal planning
Time previously spent
doing & selling now spent Develop a strategic
planning & coordinating planning & management
Norming system
Administration rises in
importance Independence Defined roles &
responsibilities
Functional structure Sharing
develops Sensitivity and orientation
to people
Policies and procedures are
established Management systems
Salary systems
Accounting systems
Tension between
entrepreneurs and
administrators
Management essential
Expansion Moving into prime Consolidation
More focus on “out there” Maintain growth &

development
Growing reputation
Organizational culture
Need to determine level of Performing
aspiration Acknowledge
Interdependent organization’s Mission
Restructuring implementation strategies
(decentralizing) Transforming
Culture system
Mgt. Information Systems
for expanded &
decentralized structure
Manager/strategist
(innovator)
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Our proposed organization creates an important group of Corporate level managers within
operations, consisting of a Corporate Supply Chain Manager, Corporate Manufacturing
Manager and Corporate Engineering Manager to assist the Director of Operations in the
development and implementation of an integrated Strategic Plan and make timely decisions
to support the growth of the business.
Major functions in the recommended organization are as follows:
 Operations
 Administration and Finance
 Sales
 Marketing
 Human Resources
 Information Systems
Overall, the purpose of IDC’s recommendations is to help Mök Industries to initiate a lean,
simple, efficient organization in alignment with the Lean Enterprise philosophy. Most
companies tend to concentrate their efforts to become lean on the process at the plant floor
level. Lean is a human system driven by and focused on the customer. Therefore, the
organization and the culture must focus upon serving internal and external customers with a
minimum of waste. When this is done successfully, it creates a pull system throughout the
organization. For these reasons, implementing as flat an organization as possible with the
minimum number of sub-layers is recommended.
We also recommend organizing along functional lines. Combined with standardized

processes and organizations, a functionally aligned organization also promotes the
concentration of appropriate resources on the execution of strategic and tactical initiatives.
The Mök organization should have the following general responsibilities at the Corporate
and Plant levels:
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Corporate Plant
Manufacturing Strategy Regulation
Asset Utilization Production Engineering
Supply Management 1st Line Maintenance
Planning/Estimating Liaison & Quality Assurance
Management Accounts Cell Scheduling
Fleet Management Warehousing
Scheduling Reconciliation Distribution
Capacity Planning/Forward Planning
Facilities & Specialized Maintenance
Quality Assurance
Inventory Control
Cost Control
In order to cope with the complexities of establishing and rapidly growing the business, the
corporate organization plan proposed is based on the following five specific objectives:
 Focus the entire organization towards an internal and external client service
approach.
 Clearly define the roles and interaction procedures between corporate

management and operations.
 Standardize systems, methods, procedures, objectives, and strategies for the

whole group.
 Minimize the levels of hierarchy within the organization.
 Minimize the number of personnel.
IDC’s recommendations are intended to divide responsibilities among management

functions to maximize coordination and control of the operational network, human
resources, and capital assets as described below:
 Corporate Administration and Finance Director

 Corporate Marketing Director
 Corporate Sales
 Corporate Human Resource Director
 Corporate Systems Management Director
 Corporate Operations Director
The resources required to undertake a supply chain optimization for Mök Industries include
strategic planning analysis, engineering analysis, material flow analysis, cost justification,
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project management, and system implementation. In the recommended organization, these
resources are controlled by Operations. Further, day-to-day operations of a distribution
center are also the responsibility of operations. The Operations Director assumes direct line
responsibility for Operations and the largest portion of the supply chain. Specifically, this
applies to the entire supply chain, except the portion of the supply chain from the plant and
distribution center (DC) out to the panel array site(s). The purpose for centralizing all
activities related to Operations is to standardize systems and procedures across the
organization and optimize the entire supply chain network.
For the Director of Operations to assume the added responsibilities described above,
resources with specialized skill sets will have to be included in the corporate organization.
Care has been taken in development of the proposed Operations organization to assure that
the number of direct reports to any individual is in line with responsibilities and the vertical
functionality required of the new organization. Direct reports to the Director of Operations
in the proposed organization include:
 Corporate Supply Chain Manager

 Plant Manager
 Corporate Engineering Manager
A brief description of the responsibilities each of the corporate operations managers follows.
Each of these managers will have a vertical functional responsibility down through the plant.
 Corporate Supply Chain Manager will be responsible for fleet management and
corporate purchasing support functions. At the corporate level, the Corporate Supply
Chain Manager will have under him, a Corporate Purchasing Manager and a
Corporate Fleet Manager. Fleet Management (transportation management) will be
especially important given the projected number of truck shipments.
 Plant Manager will be responsible for day-to-day manufacturing and distribution

center operations. System standardization, utilization of assets, and meeting
production requirements will be the critical drivers for this manager. These
responsibilities will be overseen through a functional vertical organization. This
includes day-to-day panel manufacturing operations.
 Corporate Engineering Manager. We recommended that a corporate sheet forming

technical services group be reorganized under the Corporate Engineering Manager.
This group will still be responsible for technical services support plant. The
Corporate Engineering Manager will have two ways of supplying technical services
support to the plant. First is a corporate engineering bench comprised of engineers
with specialized skill sets. The second method is through outsource engineering
resources brought in on an as-needed basis.
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Chairman
William Mook
Vice Chairman
Info. Systems Human

Admin & Finance Marketing
Sales Director Operations Director Management Resources
Director Director
Director Director
Corp.
Corp. Supply Corp. Engr.
Training
Chain Mgr. Manager
Manager
Corp. Purchasing Corp. Fleet Outsource

Engineering Bench
Manager Manager Engineering
Plant Level
To support the Director of Operations in both annual operations plans and strategic plans,
IDC recommends that a strategic planning team will be formed at the corporate level. From
the operations side, the team will be comprised of Corporate Supply Chain Manager,
Corporate Manufacturing and DC Manager, and Corporate Engineering Manager. This
would be a most effective group for planning purposes since from an operational perspective
they are the ones ultimately responsible for system wide operations.
The organization at the plant level must be aligned to properly execute its tactical functions
and take advantage of the corporate and regional support structures. This alignment requires
a degree of standardization throughout the Mök manufacturing plant(s).
The IDC team has developed a “4-Dimensional” approach to cellular manufacturing that
addresses the integration of four major elements:
 Logistics & Control
 Organization & People
 Production Flow
 Performance Metrics
IDC’s recommended Plant Level organization is aligned to take advantage of the matrix of
support to value-adding operations.
The Manufacturing Support Manager will be responsible for making sure processes are set
up to enable workers within the plant to do their jobs, motivating plant personnel,
coordinating production support, and coaching.
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The organizational practices of lean operations, which include the transition to cellular
teams at the plant level, are an essential element of IDC’s recommendations. To be
successful, however, team-based processing will also need to include all four dimensions of
cellular processing.
PLANT LEVEL
ORGANIZATION CHART
Directorof
Operations
Cell Support Team

PlantManager
Process
Engineering
Manager
Manufacturing Human
Procurement Logistics/ Administration
FleetSupervisor Support QualityControl Resources
Supervisor Warehouse Manager
Manager Manager
Maintenance
Scheduler
Typical Cell
Fab & Test Cell Fab & Test Cell
(10 required) CellLeader CellLeader
Facilitator Facilitator
Shift Leader Shift Leader
Operators Operators
IDC’s proposed organizations for cells are based on start-up requirements. These
requirements will be reduced as improvements are made to the cell. For example, the Cell
Leader is a temporary position and will be phased out as the cell teams gain experience.
The use of cell teams for demand-pull processing will have a substantial effect upon the
working culture and the management organization. Traditional hierarchical chains of
command are replaced by task oriented teams working in a matrix style organization.
Leadership within each cell must replace the current emphasis placed on extra-cell control.
Tasks and skills including such functions as production engineering, production control and
management services will, be the responsibility of cell team members.
Cell support personnel will consist of a Process Engineer, Scheduler, Logistics Planner,
Quality Engineer, and Maintenance Technician. Representatives from each of these will be
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allocated responsibility for specific cells and individual resources will be shared among
multiple cells. These functions will play a more consultative or advisory role in the future
than at startup, eventually becoming “centers of excellence” where cell teams can go to
obtain skills and information that they will apply on their own initiative.
THE CELL CONCEPT

Specialist Support People
The Cell Leader
• Prod. Engineering • Trained as a
• Quality leader
• Maintenance • Has most skills
• Information Services • Understands
Centers of cell logistics
Excellence • Cell contained
within well defined
inputs : boundary
• All processes
Fit for purpose
• materials owned by the cell Outputs:
• Cell team • products on time
• tools
Multi - Skilled accountable for its • rapid response
• information
Production Team own performance • performance
data
STAFFING RAMP UP
Corporate Staffing at full production, 3-shift operations will equal approximately 104
people. It is advisable to begin assembling the corporate staff as soon as possible after
initiation of facility design in order to ensure the ability to acquire manufacturing
equipment, hire personnel, develop and administer training programs, handle financial
matters, install and test equipment, and complete other key activities required for
manufacturing startup as soon as the facility is ready.
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Recommended Corporate Staffing
Headcount 3-Shift Operation
Pre-Start Start Full Prod
Chairman 1 1 1
Vice-Chairman 1 1 1
Administration & Finance Director 1 1 1
Accounting Department Staff 3 5 10
Administration Staff 16 18 20
Sales Director 1 1 1
Staff 1 1 1
Marketing Director 1 1 1
Staff 1 2 2
Operations Director 3 3 3
Information Systems Director 1 1 1
Staff 2 5 8
Human Resources Director 1 1 1
HR Asst. 2 3 5
R&D Director 1 1 1
R&D Staff 3 3 3
Corporate Supply Chain Manager 1 1 1
Purchasing Manager 1 1 1
Staff 2 2 4
Fleet Manager 1 1 1
Staff 2 3 6
Corporate Engineering Manager 1 1 1
Outsource Engineering Manager 1 2 2
Engineering Bench Staff 7 14 21
Corporate Training Manager 1 1 1
Staff 2 3 6
Total Corporate Staff 58 77 104
The hiring and training of manufacturing personnel should begin approximately 3 months
prior to initial pilot production and equipment commissioning. The following
manufacturing manpower ramp up chart assumes that corporate staff is already on board.
Manufacturing staffing at full production, 3-shift operations will equal approximately 555
people.
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Manufacturing Manpower Ramp Up
600
500
Headcount
400
300
200
100
0
21
23
25
27
29
31
33
35
37
39
41
43
45
Project Life Cycle Month
TRAINING RECOMMENDATIONS
At a minimum, training programs must be established for start up operations as follows:

 Indoctrination, company policy – internal training
 Safety Training – internal training
 Machine operator training for cell team members – vendor supplied
 Lean Manufacturing training for all employees – outside supplier short term,
internal training long term
 Work team dynamics training for all cell team and cell support team
personnel - internal
 Routine maintenance training for cell team members – vendor supplied short
term, internal long term
 Equipment Maintenance training for maintenance personnel – vendor

supplied
 Information systems training for administrative and support personnel –

systems supplier short term, internal long term
These training programs must be developed prior to the hiring of plant staff and
implemented/expanded in alignment with manpower and operations ramp up. We
recommend that the development and implementation of internal training programs should
be the responsibility of the Human Resources manager and developed with the assistance of
outside resources as needed.
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Section 7
MILESTONE SCHEDULE
The following schedule is conceptual in nature and incorporates progress already made
regarding the development of the Millennium Park site.
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Section 8
ROM COST ESTIMATE
FACILITY
The estimate for the facility and site infrastructure is budgetary in nature based on the
conceptual information developed for this report. The ROM cost estimate accuracy can be
expected to be plus 50 percent or minus 30 percent of the actual cost. A high level breakout
of the estimate is included in the Appendix as well as an Estimating Accuracy Curve as
defined by the Association for the Advancement of Cost Engineers (AACE).
Any resulting conclusions on project financial, economic feasibility, or funding

requirements should be made with this in mind. The final costs of the project and resulting
feasibility will depend on actual labor and material costs, competitive market conditions,
actual site conditions, final project scope, implementation schedule, continuity of personnel
and engineering and other variable factors. The recent increases in material pricing may
also have a significant impact that is not predictable. Careful review or consideration must
be used in evaluation of material prices.
Total cost of Work includes general conditions, overhead, and profit. Not included are
escalation and contingency. The following table presents the cost for the facility.
PROCESS EQUIPMENT
The estimate detail for manufacturing equipment is also included in the Appendix. Values
assigned are based on conversations with vendors. For example, CDL Technology provided
input for the panel sheet and forming equipment. All values include installation. The
process equipment cost is presented in Appendix 2.0.
OPERATING COSTS
While not specifically part of the scope of this report, it is important to consider operating
costs to help determine overall project economic feasibility. Therefore, IDC identified
major variable operating costs, including raw material, labor, utility, and transportation.
Appendix 2.0 includes a simple summary of these costs as well as fixed costs of the facility
and process equipment. The pie chart below graphically shows the proportional costs on a
per module basis assuming the plant operates for 7 years at peak production. For a shorter
period, the fixed cost proportion increases.
40111 8-1 July 2, 2004

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Cost Breakdown per Module
Facility Cost
Equipment Cost
PV Cost
Resin Cost
Circuitry Cost
Labor Cost
Utilities
Transportation Cost
It is worthy to note, based on the peak production rate and the process that this report has
defined, the electrical demand is huge, and the natural gas demand is very high as well. The
energy demand is being driven primarily by the heat needed to form the plastic layers of the
panel using hot press molders. At full production, this plant would be one of the highest
power consumers in the country. And while the utility costs account for only 3% of the cost
per module in the pie chart above, it may be worthwhile to research other plastic material
composites with properties suitable for forming the panels at lower temperatures and thereby
requiring less energy. Appendix 6.0 gives a material comparison of the three materials
under consideration for the bottom panel: ABS, PET UV, and CPVC. The pie chart below
shows the proportional utility costs for electricity, natural gas, and water. Telecom and
sewage costs should be relatively minor in comparison.
40111 8-2 July 2, 2004

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Projected Utility Cost Breakdown
Electricity
Natural Gas
Water
SUMMARY
The final project costs will vary from the opinions of cost presented herein. Because of
these factors, project feasibility, benefit/cost ratios, risks, and funding needs must be
carefully reviewed prior to making specific financial decisions or establishing project
budgets to help ensure proper project evaluation and adequate funding.
The projected facility cost is $416.7 million. The projected cost for manufacturing
equipment is $827.3 million. The total project cost for a 97 GW plant is $1.244 billion.
40111 8-3 July 2, 2004

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Section 9
ANALYSIS AND PRELIMINARY RECOMMENDATIONS
GENERAL
During the course of the project, an Open Issues list was compiled to capture those items
that pose risk or uncertainty to the successful implementation of the concepts developed.
The complete list is included in the Appendix. Several of the issues from that list are
addressed in the following section to ensure the nature of the issue is fully identified.
AREAS/ISSUES OF CONCERN
Cost per Watt- Typical costs of commercially available, terrestrial (stationary non-
concentrating) PV systems are $3.00-$3.50/W, not including Balance of Systems. This cost
has dropped steadily, but linearly, over the past 10 years for non-concentrator systems.
Historically, decreases in the price per watt have been evolutionary, resulting from
incremental improvements in manufacturing techniques, and in some cases, lowered raw
material costs. The CPC product proposed here targets a cost/watt that is 1/100th of
conventional systems. This target may, in fact, be achievable. It would be unprecedented in
power generation history, for either conventional or alternative energies.
Strength and Temperature Characteristics of Substrate- Selection of the material(s) of

construction for the substrate (bottom panel in the 3-piece concept) focuses on the following
criteria:
 Low Cost
 Availability of Raw Material
 Dimensional Stability
 Service Temperature/Strength
 Chemical and Physical properties (including aging)
 Surface Characteristics (including welding and wetting by conductive

material)
PET has been tentatively chosen for this material due to its reasonable conformity to all of
these criteria, although others will be evaluated during the course of product design. The
material will need to perform consistently at several temperature cycles during processing,
as well as thousands of temperature cycles during field service. Historically, performance
degradation due to material aging has proven to be a significant issue for PV technologies.
It is unclear what fraction of the solar radiation will be dissipated as heat energy rather than
electrical energy in actual application. In any case, the module components must prove to
be exceptionally stable over a wide range of temperatures for several years.
40111 9-1 July 2, 2004

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Screen Print Size/Indexing
 The product design presents several challenges for printing the conductive grid for
the module. The low service temperature of the PET substrate obviates the use of
conventional silver-based frits or conductive pastes. The costs of low temperature
solders are prohibitively high, as the Lead-Tin mixture requires significant additions
of Antimony or Bismuth for use at low temperatures. Additionally, it is critical that
the electrical connectors be made of the lowest resistivity material possible. At an
output of nearly 1 kW/module, the current density is unusually high for most thick
film systems and the possibility of arcing at 300V must be addressed. Also, for
concentrated PV systems, series resistance losses become more important at high
current densities.
 Commercially available screen printers (and offset printers) are typically repeatable
over a number of cycles at 25-100 µm (0.001-0.004 in). The ability to achieve 5 µm
is available, but requires extensive calibration and maintenance. This error in
repeatability will be compounded by normal variations in the leading edge (or
corner) of the substrate. Due to the small area required in each PV cell, the normal
deviation of the print operation is 10 percent of the cell diameter.
Vertical Alignment Tolerance of CPC- The vertical alignment sensitivity of the CPC has
not been characterized. It is known that a degree of precision is required, but the process
must be designed to accommodate a specific variability. Ideally, power output of each cell
is a function of the verticality of the CPC. Normal variation of operations such as hot
pressing, punching, and ultrasonic welding will result in some degree of deviation. Laser
alignment is a possible solution, as is precision mechanical orientation. Both of these in-line
procedures are time-consuming and tedious, but may be required, particularly in the early
stages of process development.
Horizontal Alignment of PV cells- The 3-piece module concept provides the capability for
excellent repeatability in manufacturing steps. The assembly of the three sheets, however,
introduces the possibility of compounding product variability. Reducing this variability to
an acceptable level is a manageable problem, as the Flat Panel, Printed Wire Board (PWB)
and Photovoltaic industries have utilized “sandwich”-type assembly extensively, and have
addressed most of the manufacturing issues. Horizontal alignment of the three sheets is the
most immediate issue. Prior to welding and chemical sealing, each sheet has been processed
separately. The finished product will require precise and repetitive horizontal alignment
between all three sheets. The relationship between CPC position, PV cell position, and
interconnect wiring is critical. The slightest degree of horizontal misalignment between the
top and middle sheets will result in vertical alignment of the CPC, which is addressed above.
Additionally, the PV cell itself must be fixed relative to the CPC to ensure optimal
concentration. Once the product variability has been characterized, the horizontal alignment
issue can likely be addressed by a type of registration, such as a laser mark or mechanical
scribe. Registration will probably be required in several locations on all three sheets, all of
which must be properly indexed for product quality. Optical alignment before screen-
printing is a common technique, and should be readily adaptable to the proposed process.
40111 9-2 July 2, 2004

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DI Water Usage/Substrate Cleaning- In addition to its use in filling the CPC, DI/RO water
will be required for several rinsing operations. Welding, forming, chemical sealing, and
screen print are processes that will contaminate the sheets with particulate and organic
impurities. As discussed in Sec 3, particulate or other impurities will degrade the optical
properties of the CPC, lowering the efficiency of the module. IDC’s intent is to minimize
water consumption, and achieve optimum sheet cleaning. This may be addressed by a
cascading counterflow wet bench. This equipment is commonly used in semiconductor and
PV manufacturing, and may provide a workable solution.
Transportation Costs- A cursory analysis was performed to assess the cost impact from
transportation. The basis of the analysis is contained in the Production Capacity planning
model located in the Appendix. Based on this analysis, the transportation cost per module is
approximately $3.40. Based on a target finished product cost of $25 per module, this
transportation cost represents almost 14 percent. Many factors will need to be considered in
site selecting, including raw materials supplier locations, labor availability and cost, water
and other utilities availability and cost, as well as others.
An alternative to minimize the impact of transportation cost would be to locate the pilot line
and initial production at the Pennsylvania site, and subsequently locate the mass-production
line adjacent to the installation site.
Equipment Lead Times- In general, the equipment lead time issue will be driven by (1)
extrusion and press equipment, and (2) screen print/PV assembly equipment. Discussions
with vendors indicate the following:
Design Initial Follow-on

(assuming proven Lead Time Lead Times
concepts)
Extrusion and Press 6 ~ 8 weeks 8 ~ 10 months 1 year for

Equipment balance
Screen Print and PV 10 ~12 weeks 8 ~ 12 months 4 ~ 6 months
Assembly Equipment per work cell
Much of the equipment set will be standard and require minimal, if any, modification by the
manufacturer. In other cases, most notably screen print and some items of test and
measurement, the tools will likely be custom fabricated to some extent. The most cost-
effective methodology here is a close coordination between Mök and the respective vendors
to adapt standard equipment in an attempt to minimize the cost of modifications required to
meet the Mök specifications. The equipment set will come from a variety of industries such
as Flat Panel Display, Silicon PV, Printed Circuits, and Optical Electronics. Fortunately,
equipment manufacturers in these areas are generally flexible and are accustomed to a range
of needs. This approach generally results in significant cost savings to the user, but will
extend the procurement phase of the schedule.
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Typically, a pre-qualified equipment vendor will be given a Performance Specification by
the user, Mök Industries, and asked to provide submittals, with exceptions noted, within a
reasonable date. Mök reviews the submittals, and exceptions are taken into consideration.
In most cases, a test run can be made at the vendor site, with any needed modifications
agreed upon at that time. Mök Industries and the vendor(s) will agree upon the general
requirements and Mök will follow-up with an Equipment Specification and a Data Sheet
sent to the vendor. The equipment can be competitively bid or awarded on the basis of best
qualified. In any case, final acceptance of the equipment should be conducted at the vendor
site, when possible, with acceptance criteria having been stipulated in the specification.
The follow-on lead times assume firm orders issued to fabricators for equipment that is
identical. In the case of the Screen Print/PV Assembly equipment, a group of fabricators
may need to be contracted in order to meet the projected delivery schedule.
Critical Path Items- Startup, process verification - In order for the process startup to
proceed as smoothly as possible, several prerequisites are in order. First of all, a product
specification must be developed with some level of detail. This specification will naturally
address module power output and lifetime performance, but will also require some level of
precision required for the physical characteristics of the module itself, e.g., dimensional
stability, dimensional tolerances, Voc and Isc, and temperature limits. The product
information can then be deconstructed to develop the requirements for the parameters at
each individual process step. For instance, the optimum power output is achieved when the
PV cells are within +/- 5 µm placement. These parameters may be specified initially based
on theoretical data, but empirical results are necessary to validate the initial assumptions.
This step is normally a part of a “pilot” phase, but may be accomplished in a research
environment if the tool set is appropriately similar to that used in the final process.
Achievement of this phase is measured by statistical analysis to some level of certainty.
Historically, validation of the process steps to comply with product specification is time
consuming and requires many iterations, usually with slight adjustments of the process
parameters. Interaction between the individual process steps, if present, is also detected at
this time. Controlled experiments are often required to quantify and address the interactive
effects. Consequently, the time required in the overall schedule is often underestimated.
Open Issues in Appendix 2.0 addresses the challenges normally seen in this stage, and how
they may best be surmounted. In the ideal case, process verification is accomplished with a
one-off tool set that closely replicates the planned tool set.
Permitting Issues- All of the permits associated with site development will have been
obtained prior to site construction activities. Applicable permits associated with the building
such as air quality, discharges, material storage, etc. will have to be obtained. These,
however, would require more detailed process information than that currently available.
This information would be available after preliminary design.
40111 9-4 July 2, 2004

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1.0 - Process Concept Sketches
- PV Circuit/Assembly Concept
- Bus Bar Screen Printing
- PV Application
Page 90 of 159
Rolled PV Feeder and Pigtail Applicator

ScreenPrint Applicator Dry and Fire Furnace and Solder
X Y
ELEVATION
Pigtail
BusBar ScreenPrint PV Application Dry and Fire Furnace Connect
16 ‘ 60’ 4’
PLAN VIEW
Page 91 of 159
Bus Bar Screen Printing
BusBar Screen Print
Length-wise Cross
Bus Bar Bus Bar
Page 92 of 159
PV Application
PV Application
PV PV
Feed Feed
PV PV
Feed Feed
Off-set Row Initial Row

PV Applicator PV Applicator
Page 93 of 159
2.0 - Planning Data
- Production Capacity
- Equipment
- Utilities
- Open Issues
- Plastics Cost
- Labor Cost Estimate – Manufacturing Operations
- “Simple” Cost Summary
Page 94 of 159
Mok Industires insert values in these cells
Production Planning - 4' X 8' MODULE
Item Value Notes

Concentrator H/D Ratio 1.5
Module Area Add Factor 1.27 Square and support (lense area times factor for module area)
Distance Add Factor 1.01 Assumption of 1/100
Panel Size width 48 Inches
length 96 Inches
Sun Power 0.1 W/cm2 (full sun)
Sun Power 0.6452 W/in2 (full sun)
Water Estimate 0.17 1/6th times cylinder volume Baseline Scenario
Circle "Nesting" Factor 0.93 Factor times 2 diameters for length of 2 rows of cirlces nested
Production Rate #1 5 GW per year 0.0078125 <<< sq. mi.
Production Rate #2 30 GW per year
Production Rate #3 97 GW per year
Work Weeks per Year 51 Weeks
Weight of Water 8.34 lbs./gal
Cost Goal 30.00 $ per 4' x 8' module (per original 1100 W per module)
Cost Goal 0.03 $ per peak W output $25.96 <<< Allowable cost per module - 4' X 8' MODULE
*** Based on Wattage per Module
SCENARIO
Item Unit Meas 1 2 3 4 5 6 7 8 9 10
Height - Concentrator inches 0.1377949 1 1.5 2 3 4.1 8.9 11.8 35.6 71.2
Diameter - Concentrator inches 0.09 0.67 1.00 1.33 2.00 2.73 5.93 7.87 23.73 47.47
Area of Lense in2 0.01 0.35 0.79 1.4 3.1 5.9 27.6 48.6 442.4 1769.6
"Long" Number Cells/Width # 517 71 47 35 23 17 8 6 2 1
"Short" Number of Cell/Width # 516 70 46 34 22 16 7 5 1 0
Number Cells/Length # 1108 152 101 76 50 37 17 12 4 2
Number Cells/Module # 572,282 10,716 4,697 2,622 1,125 610.5 127.5 72 8 2
PV Diameter inches 0.0013 0.010 0.014 0.02 0.03 0.04 0.08 0.11 0.34 0.68
PV Area in2 0.0000014 0.00007 0.00016 0.00028 0.00064 0.0012 0.006 0.010 0.090 0.361
Power/PV (peak) W 0.0017 0.09 0.20 0.36 0.81 1.5 7.1 12.5 114.2 456.7
Power/Module (peak) W 979 965 952 945 912 924 910 903 913 913
Volume of Water / Concentrator in3 0.000152 0.058 0.196 0.465 1.6 4.0 41.0 95.6 2624.9 20998.9
Volume of Water / Concentrator gallons 0.0000007 0.0003 0.0008 0.0020 0.0068 0.0 0.2 0.4 11.4 90.9
Volume of Water / Module gallons 0.38 2.70 3.99 5.28 7.65 10.60 22.64 29.79 90.90 181.81
Weight of Water / Module lbs. 3.1 22.5 33.3 44.1 63.8 88.4 188.8 248.5 758.1 1516.3
<<<<<<<<< Not Nested >>>>>>>>>
Cross Check Power/PV >>> W 0.0 0.1 0.2 0.4 0.8 1.5 7.1 12.5 114.2 456.7
BASELINE WHAT IF
Scenario #3 Scenario #1
Item Unit Meas 5 30 97 5 30 97

Modules
5,252,649 31,515,892 101,901,384 5,108,093 30,648,560 99,097,010
Production Rate per Year
Modules
102,993 617,959 1,998,066 100,159 600,952 1,943,079
per Week
Modules
14,713 88,280 285,438 14,308 85,850 277,583
per Day
Modules
613 3,678 11,893 596 3,577 11,566
per Hour
Modules
10 61 198 10 60 193
per Minute
Modules
0.2 1.0 3.3 0.2 1.0 3.2
per Second
Gallons
Water Consumption 58,736 352,414 1,139,473 5,396 32,374 104,676
per Day
Water Weight
Lbs / day 489,856 2,939,136 9,503,206 45,000 269,999 872,996
to be Transported
Modules
Panels per Trailer per Trailer 1,442 1,442 1,442 15,262 15,262 15,262
(per weight)
Modules
per Trailer 768 768 768 8,360 8,360 8,360
(per volume)
# per Day
Trailers 19 115 372 2 10 33
(per volume)
# per Hour
0.8 4.8 15.5 0.1 0.4 1.4
(per volume)
Transport $
3.4 3.4 3.4 0.3 0.3 0.3
What-If Cost per Module
Transport $
18,055,980 108,335,878 350,286,006 1,613,034 9,678,202 31,292,852
per Year
Page 95 of 159
Mok Industries Production Target #1 >>> 613 Modules / Hour
Production Target #2 >>> 3,678 Modules / Hour
"Sheet Approach" Equipment Planning Production Target #3 >>> 11,893 Modules / Hour
PRODUCTION TARGET #1 PRODUCTION TARGET #2 PRODUCTION TARGET #3
Raw Effective
Capacity Capacity Qty Cost Cost # of Extend # of Extend # of Extend
Equipment (units/hour) Utilization (units/hour) per Cell per Unit per Cell Cells Qty Extended Cost Cells Qty Extended Cost Cells Qty Extended Cost Notes
Extrusion, Calendar and Cutter 1350 89% 1201.5 3 $4,000,000 $12,000,000 1 3 $12,000,000 4 12 $48,000,000 10 30 $120,000,000 Qty per cell set to match Hot Press Molding
Hot Press Molder - TOP & MIDDLE 1350 89% 1201.5 1 $4,000,000 $4,000,000 1 1 $4,000,000 4 4 $16,000,000 10 10 $40,000,000
Hot Press Molder - BOTTOM 1350 89% 1201.5 1 $4,000,000 $4,000,000 1 1 $4,000,000 4 4 $16,000,000 10 10 $40,000,000 Qty per cell set to match Screen Print / Wiring
Screen Print, PV Application, and Curing 50 81% 40.5 30 $2,000,000 $60,000,000 1 30 $60,000,000 4 120 $240,000,000 10 300 $600,000,000
Thermal Welder - TOP/MIDDLE 1350 89% 1201.5 1 $150,000 $150,000 1 1 $150,000 4 4 $600,000 10 10 $1,500,000
Chemical Sealer - BOTTOM 1350 89% 1201.5 1 $250,000 $250,000 1 1 $250,000 4 4 $1,000,000 10 10 $2,500,000
Assume ~5% sampling, second tester added to first work
Flash Tester 60 89% 53.4 1 $1,500,000 $1,500,000 1 2 $1,500,000 4 5 $7,500,000 10 11 $16,500,000 cell for early debug
Material Handling
- Work Cell Conveyor (incl interface to equipment) 150 $500 $75,000 1 150 $75,000 4 600 $300,000 10 1500 $750,000 Estimated LF per work cell
- Water Fill 1 $75,000 $75,000 1 1 $75,000 4 4 $300,000 10 10 $750,000
- Vertical Buffer (to 18' height) 6 $15,000 $90,000 1 6 $90,000 4 24 $360,000 10 60 $900,000
- Stacker (located at the output of the cell) 1350 90% 1215 1 $80,000 $80,000 1 1 $80,000 4 4 $320,000 10 10 $800,000
- Stretch wrapper (located in shipping area) 1800 90% 1620 1 $90,000 $90,000 1 1 $90,000 4 4 $360,000 10 10 $900,000
- Finished Goods Conveyor 13500 90% 12150 0.1 $950,000 $95,000 1 0.1 $95,000 4 0.4 $380,000 10 1 $950,000
- Conveoyor queue in Shipping Area 13500 90% 12150 0.1 $80,000 $8,000 1 0.1 $8,000 4 0.4 $32,000 10 1 $80,000
- Lift Trucks Shipping(charger & extra battery) 2700 90% 2430 0.5 $35,000 $17,500 1 1 $35,000 4 2 $70,000 10 5 $175,000
- Lift Trucks Receiving (charger & extra battery) 13500 90% 12150 0.1 $30,000 $3,000 1 1 $30,000 4 1 $30,000 10 1 $30,000
- Lift Truck roll attachment 13500 90% 12150 0.1 $7,000 $700 1 1 $7,000 4 1 $7,000 10 1 $7,000
- Lift Trucks for supplying work cells 13500 90% 12150 0.5 $30,000 $15,000 1 1 $30,000 4 2 $60,000 10 5 $150,000
- Drive-in racks 13500 85% 11475 0.1 $5,400 $540 1 0.1 $540 4 0.4 $2,160 10 1 $5,400
- Pallet racks in receiving/storage area 13500 85% 11475 0.1 $4,000 $400 1 0.1 $400 4 0.4 $1,600 10 1 $4,000
- Yard Tractor for Receiving 13500 90% 12150 0.1 $60,000 $6,000 1 0.1 $6,000 4 0.4 $24,000 10 1 $60,000
- Yard Tractor for Shipping 13500 90% 12150 0.1 $60,000 $6,000 1 0.1 $6,000 4 0.4 $24,000 10 1 $60,000
- Unloading / Silo storage for PET pellets 13500 90% 12150 0.6 $0 $0 1 2 $0 4 2.4 $0 10 6 $0 Provided by resin supplier
- Pneumatic conveying for PET pellets 13500 90% 12150 3 $40,000 $120,000 1 3 $120,000 4 12 $480,000 10 30 $1,200,000
TOTAL $82,582,140 $82,647,940 $331,850,760 $827,321,400
SPACE
Area
per Cell # of Total Area # of Total Area # of Total Area
(SF) cells (SF) cells (SF) cells (SF)
Production Space 51,600 1 51,600 4 206,400 10 516,000

- assumed 5% of production space
Receiving Space 2,580 2,580 10,320 25,800 - raw material straight from trailers to line
- assumed 5% of production space
Shipping Space 2,580 2,580 10,320 25,800 - load direct to trailers
Stack/Stretch Wrap 5,160 5,160 20,640 51,600 - assumed 10% of production space
Support Space (prep, labs, R & D, etc.) 15,000 30,000 60,000 - estimates
- estimate based on 200 person capacity

Canteen/Break Area 20 people per line per shift 2,250 4,500 10,125 - also doubles at meeting space
- Space estimated as 10'x10' per 4 people times 1.5
- assumed 40 mngt/support at #1 and #2
Office 170 SF per person 6,000 6,000 11,900 - assumed 70 mngt/support at #3
Central Utilities Assume 20% of above 17,034 57,636 140,245
SUBTOTAL 61,920 102,204 345,816 841,470
GROSS UP (circulation, misc.) 15% 15% 15%
TOTAL 117,535 397,688 967,691
DOCK ASSESSMENT
Truck Loads per Hour 0.8 4.8 15.5

Modules per Trailer 768 768 768
"Stacks" per Trailer 24 24 24
"Stacks" per Hour 19 115 372
Minutes per Stack 3.1 0.5 0.2
Shipping Dock Locations 27 27 27

Maximum Trailer Turn Time (Hours) 33.8 5.6 1.7
"SIMPLE" COST
Equipment Cost $82,647,940 $331,850,760 $827,321,400

Modules Produced in 7 years 37,077,520 222,465,119 719,303,885
Equipment Cost Per Module $2.23 $1.49 $1.15
Equipment Cost per "Peak Watt Capacity" $0.0023 $0.0016 $0.0012
Page 96 of 159
Mok Industries
Tool Utility Matrix

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Equipment Qty Comments
Extrusion, Calendar and Cutter 3 480VAC, 3ph 1,000 3,000 58% 580 1,740 1 2 2,160 0.85 1,479 50% 740 3,333 9,999 Electrical load includes dedicated chilled water system (100 Ton per cell)
Hot Press Molder - TOP & MIDDLE 1 480VAC, 3ph 2,500 2,500 58% 1,450 1,450 1 2,500 0.85 1,233 50% 616 Electrical load includes dedicated chilled water system (100 Ton per cell)
Hot Press Molder - BOTTOM 1 480VAC, 3ph 2,500 2,500 58% 1,450 1,450 1 2,500 0.85 1,233 50% 616 Electrical load includes dedicated chilled water system (100 Ton per cell)
Screen Print, PV Application, and Curing 30 480VAC, 3ph 240 7,200 60% 144 4,320 10 20 5,280 0.85 3,672 5% 184 1,000 30,000 2,000 60,000 60 psig 130 70% 2,730
Thermal Welder - TOP/MIDDLE 1 Electrical load included in press figures
Chemical Sealer - BOTTOM 1 480VAC, 3ph 80 80 35% 28 28 10 20 1,360 0.85 24 70% 17 60 psig 15 60% 9
Flash Tester 1 480VAC, 3ph 100 100 25% 25 25 1 100 0.85 21 70% 15
Material Handling
- Work Cell Conveyor (incl interface to equipm150 480VAC, 3ph 0.1 15 60% 0 9 335 34 0.85 8 40% 3 60 psig 1 70% 105
- Conveyor (out of cell transport) 30 480VAC, 3ph 0.1 3 60% 0 2 335 34 0.85 2 40% 1
- Water Fill 1 79 100% 79
- Vertical Buffer (to 18' height) 6 480VAC, 3ph 1.0 6 60% 1 4 6 6 0.85 3 40% 1 60 psig 10 70% 42
- Stacker (located at the output of the cell) 1 480VAC, 3ph 15.0 15 60% 9 9 1 15 0.85 8 40% 3 90 psig 50 70% 35
- Pneumatic conveying blower motor 3 480VAC, 3ph 15.0 45 60% 9 27 1 15 0.85 23 0% 0
- Battery Chargers 2 480VAC, 3ph 7.0 14 60% 4 8 1 7 0.85 7 40% 3
HVAC / CDA / UPW / Ltg & Misc Equip. 1 480VAC, 3ph 3,500 4,500 60% 2,100 2,100 1 2,100
SUBTOTAL 19,978 11,172 16,110 7,711 2,198 30,000 60,000 2,921 79 0 9,999
CONTINGENCY (20%) 20% 20% 20% 20% 20% 20% 20% 20% 20% 20% 20%
TOTAL 23,974 13,406 19,332 9,253 2,638 36,000 72,000 3,505 95 0 11,999
GENERAL NOTES: HEAT LOAD

[1] Connected load reflects expected peak, demand load reflects expected operating load. Heat Load kW / Connected kVA
DESIGN Ratio = 0.11
ELECTRICAL HEAT LOAD EXHAUST CLEAN DRY AIR DIW PCW Natural Gas
"Realistic" Demand Heat
Conncected Demand Solvent General Demand Demand Demand Demand
Peak kW kW
Loads same as 10GW (per work cell) except half of PV tools (15 in lieu of
Production Target #1 >>>>>>>>> 19,654 10,814 16,164 7,050 2,527 18,000 36,000 1,867 95 0 11,999
30).
"Realistic" Peak at Prod. Targets #2 and #3 calculated by Demand + 5000 KVA

(assumes each work cell started individually)
Page 97 of 159
Mok Industries
OPEN ISSUES
Description Impact Mitigation Approach Comment
Water use per day (>1 million gallons) - Not unusual for industrial plants. Should not be issue.
- Equipment install is phased … utility provider to

Power use at site (> 100MVA) - Available at site?
plan for peak requirements 3 ~5 years out.
- Estimate of 400+ blow molders. - Multiple plants?

- Delivery schedule of blow molder quantity. - Higher thru-put design?
Volume of bottles / day (~1.2 billion)
- Capacity of blow molder suppliers. - Use of "pre-forms"?
- Resin supply (limited # of suppliers). - Alternate approach?
- PET may not perform well to sunlight and heat.

- Resistance to impact (hail, dust). - Alternate materials (polycarbonate, other).
Material effectiveness of PET
- Swelling in water. - Further research required.
- Surface getting dirty over time (loss in efficiency).
- Reduce connection requirements (larger

Number of connections to be made - Reliability.
bottles)?
(function of concentrators) - Efficiency loss of connectors.
- Further research required.
"Wiring" of PV's, insulation? - Conductivity of water … short connection wires?
- Locate plant next to site ("batch plant"

Shipping (Penn -> NV) - Cost of transport to site.
approach).
~350 trucks per day at $340 million/year - # of trucks/trailers (deadheading).
- Install pilot line in Penn., other lines near site.
Per Bill Mook, SpectraLabs can ramp

PV Cell supply - Limit output. - See comment. capacity (possibly on site) to meet
demand.
Z-fold / hinge - Complexity to include hinge spriral. - If needed, use thin plastic connection.
- Repeatability in process.
CD measurements - Further research required.
- Efficiency reduction.
Dry and Fire temperatures for screen printed

- Effect of 120 deg C to plastic back. - Further research required.
circuit?
Page 98 of 159
Mok Industries
OPEN ISSUES
Description Impact Mitigation Approach Comment
- Retail business could be a large part of the sales

Only bulk shipping of finished panels generated; however, an additional packaging operation - Building addition to house additional packaging
addressed and space dedicated to packaging is needed if individual operation or utilize a 3rd party to package.
panels are to be packaged for resale.
- Use more economical opaque resin, possibly

not PET, for the base layer of the panel &
Pricing of PET and other resins - Very volatile recently due to oil price increases.
minimize the use of all resins consistent with
required panel strength.
- Regardless of type selected, volume may exceed what - May need to work with supplier(s) to increase
Plastic resin availability
is readily available in the market. capacity.
- Work with vendors to understanding limiting

- The volume of equipment is significant
constraints.
Equipment lead times - Delay in output schedule and/or output capacity. in order to achieve the output targets (in
- Engage multiple vendors to minimize risk from 1
particular #3, 97GW).
vendor not performing.
- Based on process emissions, utilize equipment Exhaust emissions from the circuit
Permit approval and timing - Delay schedule to production.
to the treat the exhaust emissions. process could be significant.
- Use of additive to lower freezing point (glycerol,

- Deformation of CPC
Freezing/expansion of water in CPC silica gel or silicic acid, and others).
- Damage to CPC
- Requires further research.
Heat in building from plastics and curing - Separate these areas from others in the building
- High residual heat in the building.
operations. to allow "localized" resolution (exhaust).
Page 99 of 159
Plastics Cost for a 4'X8' Panel
100% PET, Variable Layer Thickness, Fixed Price
Layer Thickness (Inches) Volume Density Kilos of Pounds of Cost of Total Panel
PET $/Lbs Lens Layer Mid Layer Base Length (ft) Width (ft) in3 ml gm/ml Plastic Plastic Plastic PET Cost
$0.60 0.06 0.06 0.06 8 4 829 13,592 1.3 17.67 38.96 $23.37 $23.37
$0.60 0.01 0.01 0.06 8 4 369 6,041 1.3 7.85 17.31 $10.39 $10.39
$0.60 0.005 0.005 0.06 8 4 323 5,286 1.3 6.87 15.15 $9.09 $9.09
$0.50 0.06 0.06 0.06 8 4 829 13,592 1.3 17.67 38.96 $19.48 $19.48
$0.50 0.01 0.01 0.06 8 4 369 6,041 1.3 7.85 17.31 $8.66 $8.66
$0.50 0.005 0.005 0.06 8 4 323 5,286 1.3 6.87 15.15 $7.57 $7.57
PET & PVC, Variable Layer Thickness
Layer Thickness (Inches) Volume Density Kilos of Pounds of Cost of Total Panel
PET $/Lbs PET Lens PET Mid PVC Base Length (ft) Width (ft) in3 ml gm/ml Plastic Plastic Plastic PET Cost
$0.60 0.06 0.06 8 4 553 9,061 1.3 11.78 25.97 $15.58
$0.75 0.06 8 4 276 4,531 1.5 6.8 14.98 $11.24 $26.82
$0.60 0.01 0.01 8 4 92 1,510 1.3 1.96 4.33 $2.60
$0.75 0.06 8 4 276 4,531 1.5 6.8 14.98 $11.24 $13.83
$0.60 0.01 0.01 8 4 92 1,510 1.3 1.96 4.33 $2.60
$0.75 0.05 8 4 230 3,776 1.5 5.66 12.49 $9.36 $11.96
Page 100 of 159
Mok Industries
LABOR COST ESTIMATE - MANUFACTURING OPERATIONS
Production Target #1 Production Target #2 Production Target #3
Rate # per shift Extended Extended Extended

Employee Category (burdened, per year) per work cell # Cost # Cost # Cost
Plant Manager $100,000 - 1 $100,000 1 $100,000 1 $100,000
Op's Manager $70,000 1 1 $70,000 4 $280,000 10 $700,000
Maintenance Manager $70,000 1 1 $70,000 4 $280,000 10 $700,000
Lead Operator/Technician $60,000 1 4 $240,000 16 $960,000 40 $2,400,000
Operator/Technican $40,000 12 34 $1,344,000 192 $7,680,000 480 $19,200,000
Support $30,000 4 11 $336,000 64 $1,920,000 160 $4,800,000
Purchasing $50,000 2 2 $100,000 8 $400,000 20 $1,000,000
QC $40,000 1 1 $40,000 4 $160,000 10 $400,000
TOTAL 55 $2,300,000 293 $11,780,000 731 $29,300,000

# of Modules Produced per Year >>> 5,252,649 31,515,892 101,901,384
Labor Cost per Module >>> $0.44 $0.37 $0.29
Notes
(1) Shift work via compressed work week (4 on, 3 off, 12 hr days), 4 shift schedules.
(2) Operator/Tech and Support headcount for Production Target #1 at 70% of 1 work cell.
Page 101 of 159
Mok Industries
"SIMPLE" COST SUMMARY Assumptions

(1) 7 year duration at peak production (97GW/yr)
(2) Does not include inflation, escalation, or "time value of money"
Cost Category $ / module % Comments
FIXED COST
Facility Cost $0.58 1% Facility Cost divided by (7 years x 102 million modules per year)
Equipment Cost $1.16 3% Equipment Cost divided by (7 years x 102 million modules per year)
FIXED SUBTOTAL $1.74 4%
VARIABLE COST
PV Cost $18.00 42% Estimate
Resin Cost $11.96 28% PET top and middle, PVC bottom
Circuitry Cost $6.00 14% Estimate for materials (bus bars, PV "connection", pigtail) … range of $4 ~ $8
Corporate staff - 104 @$70,000/year
Labor Cost $0.32 1%
Operations staff - 555 people @ $45,000/year
Utilities Cost
- Electricity $0.71 2% Demand of 134,000 kVA x 0.9 PF divided by 11,893 modules/hour x $0.07/kWh
- Natural Gas $0.30 1% Demand of 120,000 CFH divided by 11,893 modules/hour x $0.03/CFH
- Water $0.08 0% 4 gallons per module x $0.02/gallon
Transportation Cost $3.44 8%
VARIABLE SUBTOTAL $40.81 96%
TOTAL >>> $42.55 per module
Cost per Watt (Peak) >>> $0.045 assumes 952W (peak output) per module
Confidential Page 102 of 159
3.0 – Larger Illustrations
- “Sheet” Module
- Typical Cell
- Block Layout - Baseline
- Block Layout - Option
Page 103 of 159
“Sheet” Module Concept
3 Piece Approach
TOP MIDDLE BOTTOM Legend

PV
Wiring
Sealer/weld
Anchor Tab
COMPLETE
General Process Steps General Equipment Set

submersion fill (1) Hot Press Molders
(1) Hot Press Mold the top (better precision for lenses).
(2) Hot Press Mold middle (punch hole) and bottom (add dimple). (2) Stringers (screen print? wiring?)
(3) PV install/wiring on bottom (screen print, filament wiring). (3) Ultrasonic Welders
(4) Ultrasonic weld top to middle. (4) Fillers
(5) Fill CPC assembly (upside-down, submersion). (5) Chemcial Sealers
(6) Insert and chemically seal CPC assembly to bottom. (6) Flash Testers
(7) Flash test. (7) Stackers
(8) Stack to bundles and load to trailer. (8) Conveyor and buffers
(9) Fork Lifts (loading)
Page 104 of 159
215Fe e t
B ottom Panel V e rt ic a l B u f f e r
R aw A c c u m u la t o r , P re h e a t ,
D ie , G e a r P u m p , R o ll F o rm , 3 - R o ll S t a n d w it h
M a t e ria l F e e d e r & E x t ru d e r H o t P r e s s M o ld , C u t ,
S c re e n C h a n g e r in d iv id u a l d riv e s
Input D is c h a r g e
V e rt ic a l B u f f e r
F e e d e rs & F e e d e rs &
E x t ru d e r E x t ru d e r
To p P a n e l M id d le P a n e l
S c r e e n P rin t , P V A s s e m b ly , C u r e S c r e e n P rin t , P V A s s e m b ly , C u r e
D ie , G e a r D ie , G e a r S c r e e n P rin t , P V A s s e m b ly , C u r e S c r e e n P rin t , P V A s s e m b ly , C u r e
Pum p, Pum p,
S c re e n S c re e n
C hanger C hanger S c r e e n P rin t , P V A s s e m b ly , C u r e S c r e e n P rin t , P V A s s e m b ly , C u r e
R o ll F o r m , 3 - R o ll F o rm , 3 -
R o ll S t a n d R o ll S t a n d S c r e e n P rin t , P V A s s e m b ly , C u r e S c r e e n P rin t , P V A s s e m b ly , C u r e
w it h w it h
in d iv id u a l in d iv id u a l
d r iv e s d riv e s
220Feet
A c c u m u la t o r, S c r e e n P rin t , P V A s s e m b ly , C u r e S c r e e n P rin t , P V A s s e m b ly , C u r e
P re h e a t , H o t
P r e s s M o ld , C u t ,
D is c h a rg e ,
Th e rm a l B o n d S c r e e n P rin t , P V A s s e m b ly , C u r e S c r e e n P rin t , P V A s s e m b ly , C u r e
To p & M id d le
Sheet
S u b m e rg e d W a t e r F ill S c r e e n P rin t , P V A s s e m b ly , C u r e S c r e e n P rin t , P V A s s e m b ly , C u r e

S t a t io n
V e rt ic a l B u f f e r V e r t ic a l B u f f e r
V e rt ic a l B u f f e r
Te s t
V e r t ic a l B u f f e r
C h e m ic a l W e ld B o t t o m P a n e l
F la s h Te s t
S h ip p in g
Page 105 of 159
Block Layout - Baseline
Page 106 of 159
Block Layout - Option
Page 107 of 159
4.0 – Master Plan - Building
- Millennium Park Master Plan Showing Mök Industries
- Perspective and Section for Mök Industries, Lawrence County, PA, Solar Panel
Fabrications Plant
Page 108 of 159
Page 109 of 159
..
MOK Industries
Solar Panel Fabrication Plant - Lawrence County, PA
Perspective view
7/2/2004
Page 1
IDC confidential
Page 110 of 159
Section Elevation

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Page 40 of 159

1 Executive Summary................................................................ 1-1

2 Project Goals and Scope of Work ........................................... 2-1

3 Product Description................................................................. 3-1

4 Assumptions and Design Considerations................................ 4-1

5 Concept Design Review.......................................................... 5-1

6 Production Ramp Up, Organization, and Manpower.............. 6-1

7 Milestone Schedule................................................................. 7-1

40111 i July 2, 2004

40111 ii July 2, 2004

This report identifies preliminary conceptual designs for the following:

 Product and manufacturing process.

 Site plan, based on the Millennium Technology Park in Lawrence County,

 Organizational and manpower requirements.

 Milestone project implementation schedule.

 Rough order of magnitude (ROM) opinion of probable construction and

40111 1-1 July 2, 2004

The report addresses organizational staff, manpower, workforce training, transportation,

Key findings are summarized as follows:

 Product and manufacturing process: The conceptual process described in this

 Manufacturing facility: The building is relatively simple in comparison to the

 Organizational and manpower requirements: Staffing levels at full

 Milestone project implementation schedule: The conceptual schedule shows

 (ROM) opinion of probable construction and manufacturing equipment costs:

40111 1-2 July 2, 2004

 Product and Manufacturing Process

 Organizational and Manpower Requirements

 Milestone Project Implementation Schedule

 Rough-Order-of-Magnitude (ROM) Cost Estimate

In order to accomplish this, IDC has completed the following services:

 Analyzed product design for manufacturability.

 Developed a concept for the manufacturing process concept based on

 Determined site requirements – size, containment, road access, rail access

 Determined what support functions will be required, approximate labor

 Developed a milestone implementation schedule, including production and

 Developed a ROM cost estimate and capital spending schedule.

 Estimated up-front equipment costs, ongoing labor cost, and transportation

40111 2-1 July 2, 2004

“Sheet” Module Concept

TOP MIDDLE BOTTOM Legend

General Process Steps General Equipment Set

40111 3-1 July 2, 2004

40111 3-2 July 2, 2004

Output Target >>> 5 GW/yr 30 GW/yr 97 GW/yr

PROCESS ALTERNATIVES CONSIDERED

40111 4-1 July 2, 2004

LOCATION OF MANUFACTURING FACILITY

POTENTIAL LOCATIONS FOR PANEL ARRAYS

40111 4-2 July 2, 2004

40111 4-3 July 2, 2004

 Equipment set developed to support the product/process concept and

 Work cell developed based on equipment and flows.

 Organizational structure, support functions, and site considerations to support

Equipment Name Quantity/Work Cell

40111 5-1 July 2, 2004

BottomPanel Vertical Buffer

Top Panel MiddlePanel

Screen Print, PV Assembly, Cure Screen Print, PV Assembly, Cure

Roll Form, 3- Roll Form, 3-

Screen Print, PV Assembly, Cure Screen Print, PV Assembly, Cure

Accumulator, Screen Print, PV Assembly, Cure Screen Print, PV Assembly, Cure

Screen Print, PV Assembly, Cure Screen Print, PV Assembly, Cure

Screen Print, PV Assembly, Cure Screen Print, PV Assembly, Cure

Screen Print, PV Assembly, Cure Screen Print, PV Assembly, Cure