Loss and waste during post-press processing
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We are not living in a perfect world, even though we often work hard for it. Therefore, we say that waste and loss can occur in any post-press processing company or department.
Let us first look at the definition of loss and waste. The cost of the loss is included in the production budget. Therefore, it does not affect the work cycle, process schedule, and profit as long as it is within the standards allowed by the company. Waste, or loss that can be avoided, is quite another matter. Its unpredictability will cost us a lot. Therefore, waste seriously affects the work cycle, process arrangement and profit, which is our enemy.
Conversely, efficiency is our goal, but it is premised. How to improve efficiency as much as possible requires us to identify 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 material, planning, machine, and human causes.
In the 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 a neat sheet of paper. This problem has arisen. In this case, the paper may cause wear and tear once it reaches the post-press processing stage. If an unplanned cycle plan that overlaps with other orders is created (that is, several orders are to be completed within a certain period of time), then a product that requires a saddle stitching process will not meet our expectations (plan reason) : The aging adjustment device will affect the folding (machine cause); improper stacking at the time of binding inspection will also cause loss (human cause).
I believe that we can all count countless examples from past experience. Therefore, I believe that the method of reducing losses should be simple to describe and classify. Let's look at some ways to reduce losses.
Losses caused by material causes and planning reasons often indicate a lack of communication. This has been discussed in the past, so we emphasize that there is absolutely no harm in the "early coordination and early planning". Usually, the printing department and the designer do not consider the post-press processing part when studying a job. Once this single event meets the peak of binding, it will happen in an unpredictable manner. This is most likely caused by the overlap of the aforementioned cycles, or the previous record exaggerates the performance of the desired binding method and some other performance. Therefore, if possible, 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 for issues that are currently unrelated to their respective production tasks. For example, when they talk to each other about the loss caused by materials and can find certain rules, this deepens their connection with each other. In other words, this will make collaboration between teams more efficient.
As we mentioned earlier, aging or faulty machines also cause an increase in losses. At the bookbinding plant in Seattle, we noticed that if conditions permit, they would replace the new equipment instead of repairing the old one. Because they believe that repairs will soon become an inefficient performance. We did find that some new devices, which usually have better performance, are able to produce superior products with short cycles and short lead times. These advantages all reduce waste and loss. Moreover, reducing the number of failures also reduces the chances of experienced operators finding and troubleshooting (saving human resources).
However, if we do not have a detailed and detailed comparison of the cost issues with the old equipment before ordering new equipment, we are deceiving ourselves because we will see the same result. There is a very delicate balance in this.
The scale of equipment repair and operation will also affect employee performance. Seattle's bookbinding plant is a very strong company, and each of their operators is able to learn as much as possible about the characteristics of the machine in a car, and is responsible for a single production task in the workshop. In addition to temporary workers, everyone can become a technical expert.
Training is another important factor in developing an effective team. Of course, after each additional training, the production task should be controllable, because only then can the effectiveness of the training be greater than the cost value, and future mistakes (if any) can be estimated, of course, Within the company's standard range. Then the waste or loss left is the real touch of the bottom line.
In fact, most of the issues we are talking about are obvious. But there will always be some imperfections. Whenever the phone rings and everyone has a problem, try to separate waste and loss, or classify their respective causes. The most important thing is to first find out where the problem lies.