Loss and waste during post-press processing
We are not living in a perfect world, although we often work hard for it. Therefore, we say that waste and loss will occur in any post-press processing enterprise or department.
Let us first look at the definition of loss and waste. As defined by the American Society of Printing and Offset Printing (NAPL) in a report titled The Waste and Loss of CNAPL Binding, the loss can be estimated. It is a tangible part of a business. The cost of wastage is included in the production budget. Therefore, as long as it is within the standards allowed by the company, it will not affect the work cycle, process arrangements and profits. Waste, or avoidable loss, is another matter entirely. Its unpredictability will make us pay a huge price. Therefore, waste is a major enemy of our work cycle, process arrangements, and profits. On the contrary, efficiency is our goal, but it is premised. How to improve efficiency as much as possible requires us to find out the causes of waste and loss, and propose solutions.
Now let's analyze the reason. In post-press processing, the causes of waste and loss can be materials, plans, machines, and human factors.
In high-speed rotary printing and in the process of reaching the cutting machine, paper curling often occurs: the cutting machine is most suitable for cutting neat sheets. This problem has arisen. In this case, once it reaches the post-press processing stage, the paper may cause loss. If an inappropriate cycle plan is created that overlaps with other orders (that is, several orders must be completed within a certain period of time), then a product that requires a saddle stitching process will not meet our expected requirements (plan reason) : The aging adjustment device will affect folding (machine cause); improper accumulation of paper during binding inspection will also cause loss (artificial cause).
I believe that we can all cite countless examples from past experience. Therefore, I think that the method of reducing loss should be able to simply describe and classify. Below we look at some methods to reduce losses.
Losses caused by material and planned causes usually indicate a lack of communication. This has also been discussed in the past, so we emphasize that "early coordination and early planning" is absolutely harmless. Usually, when the printing department and designers study a job, they do not consider the post-press processing part. Once this single job meets the peak of binding, it will happen by surprise. This may be caused by the overlap of the aforementioned cycles, or the previous records exaggerate the performance of the desired binding method and some other performance. Therefore, if possible, you should communicate with everyone involved in production as soon as possible.
In addition, the printing department and the post-press processing department should also communicate with each other about problems that are currently occurring and are not related to their respective production tasks. For example, when they talk to each other about the loss caused by the material and can find certain rules, this deepens their connection with each other. In other words, this can make collaboration between a team more efficient. As we mentioned earlier, aging or faulty machines also lead to increased losses. At the bookbinding factory in Seattle, we noticed that if conditions permit, they will replace new equipment instead of repairing old machines. Because they believe that maintenance will soon become an inefficient performance. We did find that some new equipment, they usually have better performance, can produce excellent products, short cycle time and short preparation time. These advantages reduce waste and loss. Moreover, the reduction of failures also reduces the chance of experienced operators discovering and eliminating failures (saving human resources).
However, if we did not make a detailed comparison with the old equipment on the cost before ordering the new equipment, we are deceiving ourselves, because we will see the same result. There is a very delicate balance.
The scale of equipment repair and operation will also affect employee performance. The bookbinding factory in Seattle is a very powerful enterprise. Each of their operators can learn as much as possible the characteristics of the machine in a car, and they are responsible for a single production task in this workshop. Except for temporary workers, everyone can become a technical expert.
Training is another important factor in developing effective teams. Of course, after each additional training, the production task should be controllable, because only in this way can the effect of the training be determined to be greater than the cost value, and future errors (if they occur) can be estimated, of course Within the company's standard. Then the remaining waste or loss really hit the bottom line.
In fact, most of the problems we are talking about are obvious. But there will always be some imperfections. Whenever the phone rings and everyone has a problem, you should try to separate waste and loss, or reasonably classify their respective causes. The most important thing is to first identify the problem.
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