at

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