GATFWorld Magazine
Volume 18
No. 4
August 2006

Practical Stuff to Improve Your Operations

Going Digital — Part 1: Technology and Organization

by John Snyder, President, HBP, Inc.

Editor's note: This is the first of a two-part series on "going digital." Part one focuses on workflow issues. Part two, which will run in October 2006, will cover digital printing technology options and Variable Data Printing.

Speed and efficiency have always been and still are the touchstones of success in the graphic arts industry. Together they facilitate improved productivity that ultimately leads to higher profitability. Today's digital workflow technologies have gained ground in almost every area of the printing process from estimating, planning and scheduling to delivery. Even billing, inventory management, performance evaluation and labor cost-reduction activities have become more automated and streamlined thanks to the state-of-the-art tools now available. Many online reports and automated messaging tools for both internal management and external customer use are available.

Higher productivity cannot be achieved in a vacuum. The interdependence of each department requires a comprehensive workflow plan that goes beyond the technology itself. Once a well-designed workflow is in place, implementing technology will be much more successful. But first, let's take a step back and examine the hallmarks of a traditional workflow.

Workflow Essentials, Digital or Not

An efficient production workflow is comprised of these elements:

Communication. Detail-oriented, effective communication should be thought of as the backbone of a well-structured production workflow system. The goal should be to allow investments in technology and human capital to achieve the highest possible level of productivity. Line employees need to have clearly defined guidelines. Plan on your customers making a bevy of midstream changes. Then your workflow system will be more robust and possess the flexibility to constantly adjust to moving targets. Mid-job changes have downstream production repercussions that need to be dealt witheasily and automatically. When designing a digital workflow, look for opportunities to improve all levels of communication internal and external.

File Transfer. The need for speed is extraordinary. Nothing short of high-speed Internet and FTP connections is acceptable. In the case of large files, it is advisable to break them down into byte-sized chunks or download to a disk and use overnight shipping if bandwidth is a consideration.

File organization. Although there aren't set-in-stone rules for organizing files, well-run printing companies need a standardized folder structure so everyone has access to the latest version of whatever files are required. All files, graphics and fonts should be kept in an easily accessible, yet secure place on your network. Whenever changes are made, different versions should be created and automatically used. One option, considering the affordability of terabytes, is the use of large hard drive systems for archiving. This places storage "on-line" allowing for quicker retrieval which saves significant operator time. Regardless of which file organization method is used, an intelligent archiving system is necessary because digital assets have the potential to increase the value of a printing company to its customers.

Preflight. Missing fonts, low-res images, and layout errors are still common problems that bedevil our industry. Your workflow system should have automatic triggers that send electronic alerts upon detection. Printing companies should be loathe to substitute fonts unless absolutely necessary (with prior client approval of course) because appearance and text wrapping problems can be the unintended result. The digital photography revolution has caused an avalanche of low-resolution photography to be sent to printers without any chance of decent lithographic reproduction. Having a preflight system with auto-alerts is invaluable. From there you can make decisions with your customer and take appropriate action. Aggressively tracking and documenting repetitive problems will facilitate internal process improvement so similar problems can be averted in the future.

Layout and photo editing. Your desktop operators should have the latest versions of layout and photo editing software in both Mac and PC environments as well as the expertise to use it. Photoshop, InDesign, Adobe Creative Suite and Quark are standards. It's also helpful if your team is competent in working with less common programs too.

Proofing. A PDF workflow is critically important to reducing production delays. Try to get your customers to give you high-res PDFs, complete with imbedded fonts, proper bleeds and crop marks. There is still a place for paper proofs in a variety of traditional formats, but take longer and cost more. Inform your customers as to proofing options that best suit them from a quality and cost perspective. With electronic proofs, monitoring calibration is an important consideration for both your equipment and your customers.

Improved Communication. Benefits of an improved customer communication include automatic notification of file problems, online reporting, improved workflow, productivity gains, and reduced turnaround times. Best of all, a better customer/printer relationship helps to "lock-in" customers and create more value for your organization.

Adding the Digital Workflow Component
Tremendous efficiency opportunities reside in the digital workflow arena. CIP4 and JDF standards are significant technology differentiators. Quickly moving from pages to plating to press to bindery is the key to remaining competitive.

Historically, the graphic arts industry has focused on equipment running speed. As run quantities decrease and the number of jobs increases, production speed becomes less important to minimizing time and maximizing productivity.

Software solutions that standardize and automate the flow of information - either from person-to-person or machine-to-machine - can yield the greatest productivity benefits. Chief among these are industry specification standards such as Job Definition Format (JDF), developed out of CIP4.

The JDF file format consolidates all job information from estimating to binding and finishing so as to significantly reduce downtime at every stage of the print production process. The idea is to create an entire CIP4-compatible, JDF-enabled infrastructure that allows all job information to be transferred digitally throughout the entire manufacturing workflow - no more written schedules, and no more bulky envelopes or folders that serve as "job tickets." The JDF is the virtual job ticket and automates the set up of JDF-enabled equipment throughout the plant.

The process begins with a CIP4-compatible estimating system that creates a JDF file that includes guidelines for all production related to a project. The JDF file will then be sent to customer service for planning and on to the prepress department where the job will be entered into the CTP workflow system.

The data in the JDF file is then sent electronically to the CIP4-compatible press on which the job will be printed. Makeready tasks such as ink key setting, sheet size, and back cylinder pressure will be automated, saving the press operator time. Modern CIP4-compatible presses equipped with closed-loop spectrophotometers can work in conjunction with the CIP4 data to get the press "up to color" quickly. This further reduces makeready and allows saleable sheets to come off the press sooner.

The prepress and pressroom environments aren't the only production areas that can benefit from the information found in JDF files. CIP4-compatible binding and finishing equipment such as folders and saddle stitchers can also be made ready automatically. The result is further enhanced productivity through the reduction of time spent in makeready and the subsequent compression of production schedules.

Automating print production functions with JDF-enabled systems allows, by extension, additional productivity through the reduction of labor-intensive processes. As schedules are optimized the time and staff required to perform material handling can be minimized.

JMF (Job Message Format) standards allow printers to close the loop between their MIS systems and capital equipment by enabling two-way communication between them. For example, our company ultimately envisions a JMF workflow replacing the Direct Machine Interface (DMI) technology currently in use. Improved digital reporting of manufacturing activity data will help us in many aspects of our business including scheduling, plant management, and estimating accuracy.

A benefit of pressroom automation is the reduction of man-hours required to complete a print run. Some printers have successfully reduced capacity as shorter makereadies allow presses to spend more time printing.

Find Your Project Champion
Change is difficult for many people, and implementing a digital workflow is no longer just a prepress issue. This is especially true on the shop floor, where equipment operators see automation as a threat to their livelihood. The success of a digital workflow depends on the buy-in of personnel in every department. A software manufacturer is fond of touting in their ads, "networks are people;" technology won't implement itself.

This is where a project champion can be a valuable asset. A person who helps drive home to each department the importance of "working the system." This is especially important in the first days and weeks after a new workflow is instituted. If a system isn't adopted immediately and correctly, it can cripple productivity in every department.

When implemented properly, technology can be a graphic arts company's best friend because it helps printers maximize speed, accuracy and efficiency. Digital workflow solutions that minimize machine downtime and automate information flow between departments can reap huge benefits in productivity.

John Snyder is President/CEO of HBP, Inc., a full service communications solutions provider located in Hagerstown, Maryland. John can be reached at 800-638-3508 or johns@hbp.com.

HBP Inc. • 952 Frederick St., Hagerstown, MD 21740 • 800-638-3508 • 301-733-2000 • FAX 301-733-6586