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Graph Expo, 2003
Goals
• Standardize job planning and layout procedures
• Re-purpose data – eliminate data entry errors and reduce the redundancy associated with job specifications
• Integrate job planning with the pre-press department
• Develop a CIM workflow for our plant
Starting Point
Where in the printing process could we capture accurate, re-usable production data that could easily be exported for re-use?
The Imposition Layout
The Imposition Layout Knows:
• Trim sizes
• Signature marks, color bar, etc.
• Fold data
• Lap size
• Gripper
• Sheet size
Advantages of Using Layouts For Integrated Manufacturing
The layouts are process dependant – not job dependant. UpFront creates a library of re-usable plans and layouts is created. These layouts can easily be re-used for new jobs.
Imposition Layout Integration
• UpFront layout is exported into Preps
• UpFront layout is exported to the flat bed cutter
• UpFront layout is exported to the saddle stitcher
Generating Job File - Preps
Generating Job File - Cutter
Generating Job File - Saddle Stitcher
Exporting Files To File Server
PPF files are exported and saved under a job number in a folder on a file server. Operators throughout the plant can access the file server to obtain the appropriate job information.
PPF Files Stored on File Server
Importing Data to PrepsImporting UpFront Template Into Preps
UpFront Job File Opened In Preps
Preps Job With FPO Pages Added
Importing Data to Preps
View Of Ripped Imposition
Importing Data to the Cutter
Importing Data to the Cutter
Importing Data to the Saddle Stitcher
Importing Data to the Saddle Stitcher
Importing Data to the Saddle Stitcher
Importing Data to the Saddle Stitcher
Advantages of an Integrated Workflow
• Minimizes job planning errors
• Standardizes procedures by creating“Best Practice” layouts
• Allows for the re-purpose and re-use of data
• Minimizes variation from operator to operator
Results – Jobs Proofed on Schedule
Proof On-Time Percentage
50%
60%
70%
80%
90%
100%
9/1/
2001
11/1
/200
1
1/1/
2002
3/1/
2002
5/1/
2002
7/1/
2002
9/1/
2002
11/1
/200
2
1/1/
2003
3/1/
2003
5/1/
2003
7/1/
2003
Month
Per
cen
t
Results – Generating Proofs
Number of Days to Create Proofs
0.5
1.5
2.5
3.5
4.5
Sep-0
1
Nov-0
1
Jan-
02
Mar
-02
May
-02
Jul-0
2
Sep-0
2
Nov-0
2
Jan-
03
Mar
-03
May
-03
Jul-0
3
Month
Da
ys
Results – Reduced Waste
XmR Chart - Waste Film/Plate
0.10397UCL
0.03102CL
-0.04194LCL
-10.00%
-5.00%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
4/7/
2001
5/7/
2001
6/7/
2001
7/7/
2001
8/7/
2001
9/7/
2001
10/7
/200
1
11/7
/200
1
12/7
/200
1
1/7/
2002
2/7/
2002
3/7/
2002
4/7/
2002
5/7/
2002
6/7/
2002
7/7/
2002
8/7/
2002
9/7/
2002
10/7
/200
2
11/7
/200
2
12/7
/200
2
1/7/
2003
2/7/
2003
3/7/
2003
4/7/
2003
5/7/
2003
6/7/
2003
7/7/
2003
8/7/
2003
Week
% W
aste
Results – Reduction in Makeready Time
XmR Chart - Saddle Stitcher Makeready Time
108.801UCL
56.607CL
4.414LCL
1.56
21.56
41.56
61.56
81.56
101.56
121.56
141.56
161.56
181.56
201.56
8/11
/200
1
9/11
/200
1
10/1
1/2
001
11/1
1/2
001
12/1
1/2
001
1/11
/200
2
2/11
/200
2
3/11
/200
2
4/11
/200
2
5/11
/200
2
6/11
/200
2
7/11
/200
2
8/11
/200
2
9/11
/200
2
10/1
1/2
002
11/1
1/2
002
12/1
1/2
002
1/11
/200
3
2/11
/200
3
3/11
/200
3
4/11
/200
3
5/11
/200
3
6/11
/200
3
7/11
/200
3
Week
Min
utes
Calibrate AMRYS & Learning Curve
Improvements Made As The Result of AMRYS Improvement From CIP3 Data
Results – Reducing Variation
XmR Range - Saddle Stitcher Makeready Time
64.124RUCL
19.622CL
0
20
40
60
80
100
120
140
160
8/11
/200
1
9/11
/200
1
10/1
1/2
001
11/1
1/2
001
12/1
1/2
001
1/11
/200
2
2/11
/200
2
3/11
/200
2
4/11
/200
2
5/11
/200
2
6/11
/200
2
7/11
/200
2
8/11
/200
2
9/11
/200
2
10/1
1/2
002
11/1
1/2
002
12/1
1/2
002
1/11
/200
3
2/11
/200
3
3/11
/200
3
4/11
/200
3
5/11
/200
3
6/11
/200
3
7/11
/200
3
Week
Min
utes
Summary of Results
• Improved throughput
• Reduces process variability
• Standardization of layouts and job planning functions – “Best Practices”
• Reduced waste
= Change
The Biggest Barrier?
"There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things."
- Nicolo Machiavellian
The Change Curve
The Change Curve
Change Introduced
Shock
Denial
Anger
Blame Accept
Problem Solve
Decision Making
Action
Implement
0
10
20
30
40
50
60
70
80
90
Belief #1
For every dollar we spend creating good job planning instructions we save one hundred dollars in the plant by eliminating/reducing wasted time and materials.
Belief #2
The cost of variability and interruption is not commonly understood in our industry. How is streamlining achieved?
By Eliminating Variation
Minimizing variation is the key to process improvement.
Belief #3
In the printing industry “soft” technology will become more important then “hard” technology.
Successful printers of the future are going to be those that use data and information technology the best.
Thank You