Graphic Arts Magazine September 2018 | Page 32

Column

Be lean : reduce waste , improve margins , sell more

How to make continuous improvement part of your business strategy

Dan Sparrow

This is the third article a four-part series on lean manufacturing for printers . This installment focuses on wastes inherent to the press and finishing areas . In the last article , we ’ ll look at how to tie together the whole value stream creating a single source of truth that can be integrated to your clients .

Presses and finishing equipment tend to be the largest capital investment for any printing company . Consequently , a considerable amount of thought has gone into the efficiency and connectivity of the equipment . Most manufacturers have made investments in proprietary workflow systems which share information and , in many cases , automate processes based on that shared information . Bodies such as CIP3 , the International Cooperation for Integration of Prepress , Press , and Postpress , and subsequently CIP4 , International Cooperation for the Integration of Processes in Prepress , Press , and Postpress , have worked to develop open industry standards for process automation . These are based on Job Definition Format ( JDF ) and Job Messaging Format ( JMF ) standards . JMF is the protocol which allows machines to communicate production information back to the information systems platform which can then make decisions , initiate appropriate processes , or raise an alarm .

Unfortunately , integration requirements can vary greatly depending on the needs of different equipment . This means that there is still no one common integration format for all devices and adding equipment may require additional investment .

Printers ’ experiences with integration also vary greatly based on the products they manufacture , the manufacturers they align with , and the extent to which they ’ ve integrated their automation systems . Therefore , when conducting lean exercises , it ’ s difficult to identify areas of waste that are consistent among many plants . What is common to many , and what we ’ ll discuss in this article , are wastes related to organization and process flow . Like the other wastes we ’ ve discussed , these wastes have a direct impact on quality , productivity , and margin .

The 5S organizational methodology

The 5S organizational methodology is a technique derived from the Toyota model which supports a lean manufacturing culture by creating standard practices and language at each work cell . 5S improves tactical efficiency while making it easier to identify issues when they occur .

It can be easy to recognize a plant that uses 5S methodology and , after taking some time to familiarize yourself with their master production document , it ’ s very easy to understand what ’ s happening in the plant . The 5S system is a continuous cycle and relies upon a culture of open communication and collaboration from cell operators to line managers to administrative staff .

Sort ( Seiri )

The first S is Seiri , which we translate as Sort . The purpose of Seiri is to unclutter the work areas . Nothing that does not contribute to production is kept in a work area and those items that remain are generally kept in a proximity and position in keeping with the frequency of their use .

In the printing industry , kaizen exercises continually expose work areas that are inundated with old proofs and mock ups , antiquated paperwork , tools that are no longer required , materials and supplies that may be needed at some point , and things for which either there is no home , or the home is deemed too inconvenient to return the items to . Clutter breeds waste – waste in time , waste in unnecessary motion , waste in excess inventory , and ultimately waste in capability . When organizing a production cell , items can be classified as a safety requirement , daily need , weekly need , periodic need , or unnecessary . Infrequently used items should be stored away from the production cell , with a process developed to return them as required .

Set in order ( Seiton )

The second S is Seiton which we translate as Set in Order . Seiton ensures that everything an operator needs to do their job has an ergonomic home in the production cell .

When a tool has a place on a shadow board within the ergonomic range to the operator , it becomes far less likely that the operator will leave the tool in the equipment they ’ re about to use . It ’ s also very easy to determine if a tool is missing or damaged if it is placed in a visible , accessible location . Communal tool boxes or remote drawers simply cannot provide the same efficiencies . An operator spending time looking for a necessary tool is an operator who is not being productive . Further , operator safety and comfort is enhanced when tools are positioned with respect to kinetics and physics .

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