Showing posts with label Process Control. Show all posts
Showing posts with label Process Control. Show all posts

Thursday, April 29, 2010

Color Calibration is the Key to Consistency; the substance of things hoped for and the evidence of things seen!


Talk to ten people about color management and you will get ten (or more) different answers. I really like the commentary that Frank Romano wrote for WhatTheyThink.com.

Frank suggested that "color management is the ultimate oxymoron. You can no more manage color than you can manage light or nature (or even teenagers)."

Unclutter your mind, Standardize your equipment

We all know that the same color image looks different when viewed on different monitors, printed on different proofers and printers, on different brands of paper, or even viewed under different lighting environments. Yet this is the task that we are given to accomplish. Color management is about characterizing color imaging devices. It is about understanding color space and the creation and proper use of profiles, both input and output. Color management is about achieving color portability and predictability so that you can count on the result.

If you are working in the digital world, you have to manage color somehow, whether by eye or by making a substantial commitment to hardware, software and training. Regardless of how far you have traveled down the color management path, you know this isn't easy. Don't forget, every color device and every combination of ink and paper has its own color "signature" requiring separate profiling and calibration to achieve the best results. (Perhaps this is why my hair has gone gray way before it's time.)

While many of the people selling color management solutions would like you to believe that installing their group of widgets and software will give you perfect color all the time, I prefer to look at color management as a way to achieve repeatable, consistent results. No matter what you have done to set up your color managed workflow, there will be some colors that you just can't reproduce or that are out of gamut for your suite of devices. A good color management system will allow you to deal with this in an efficient manner. So consistency is the key to the overall success. So how do we arrive at consistency you ask? Good process control!

Getting to Consistency

How sophisticated do you need your color management system have to be?

If you are working on in-house newsletters or printing real estate flyers on a color laser or inkjet printer, you may not need to do anything more than calibrate your monitor. Working with the default settings on your digital camera, scanner and printer may be producing acceptable results as is. There are many ways to set up your color managed workflow, there are a lot of options none of them are 100% right or wrong. There ARE things though you should do and things you shouldn't do; but you have a lot of options.

One thing that is very important regardless of which color space you work in or what or what color output profiles you assign is you do have to use the SAME settings across all of your cameras, scanners, and software applications etc to maintain consistent results. If you have multiple designers or pre press people that have their own computers you have to ensure that both are working in the same color space and using the exact same settings or jobs coming from both of them will ALWAYS look different.

If you are working in a photography/design studio and someone else has to output the files you may want to see what they are using and how much sense it makes to adopt their system for consistency sake (always ask for some help from your printer). I have found most printers are pretty happy to explain how they like their files set up before they start on the job. This will usually go a long way when it gets to press time. They may even have custom profiles for the equipment you are using, making the process even easier. If you know who will do the final output you can call ahead to find out what they will run the job on and ask them if they have the output profile for their device or how they would like the file setup and delivered.

Printers have a hard time of it as they deal with so many clients that it many times is impossible to "train" all of their parters to provide them with exactly what they need in the format that they need it. Hence the Pre Press department earns their keep. There are a lot of things that must be done by printers to ensure consistent color job to job so that the Pressman do not have to be "Artists." Web submission has helped this by taking files and processing them in a consistent and predictable manner you know that the fonts and graphics are there as the customer submitted them.

Many times printers are using a particular standard like SWOP or GRACol or using a particular methodology like G7. Most of the time they will be more than happy to put their geeks with your geeks to save them time in the long run. Everything you do will get closer to what you are aiming for and over time you can perfect the "art" of color managing your systems to work with theirs.

If it exists, It exists to be Calibrated

If you are going to implement a color management strategy in your print center and start down this many times slippery path, you need to manage it all. Calibration is a way to ensure process control. Calibration is not color management but you cannot color manage what is not controlled! But it will help allow you to implement a system of color management that will ensure consistent, predictable and repeatable results. Color calibration is a requirement for all devices taking an active part of a color managed workflow. You cannot arbitrarily pick one element to "Control." For instance calibrating your monitor is not enough. You will need to calibrate and profile all of your monitors, or have just one dedicated color workstation that everyone works from. All devices that are part of the system need to be controlled! Maintaining process control will allow you to implement a successful color management program.

Consistency is one of the major keys to color accuracy; so whenever you can standardize equipment do so – that will make your job a lot easier. You will need to profile every combination of printer and substrates (paper) that you use, because of the differences between them. This is work but once you get started things get a lot easier and when you quit having to redo things to get colors right you will be thankful. First, you must calibrate your monitor – using your flavor of color calibration software along with a spectrophotometer that you will attach to your screen.

For the most accurate results you will want to have your monitors in a subdued light environment to be able to discern color. The walls of the room should be a neutral grey so they do not add ambient color to the images you are viewing.



The light recommended for the ultimate viewing your prints in production uses yet another standard called Kelvin. Daylight is considered to be 5000K or 5000 Kelvin.

You will want to look at the papers you use and standardize a bit. Pick a good smooth proofing sheet that you can always use to look at comps etc. This day and age it is hard to find a good digital sheet that isn't completely saturated in optical brighteners which give the sheet a slightly bluish hue.


Optical brighteners are additives that paper manufacturers put into paper in order to help a paper look "whiter." They do this to compensate for the yellowish or brownish tinges of the low quality paper. It is an optical illusion though and is to fool your eye into thinking the paper is a bright white. This many times is factored in with the "Brightness Factor" you see mentioned on the package numbers over 100 indicate a high level of optical brighteners have been used.


L* is also another term used for the quality of a sheet and refers to it's "Lightness". L is one of the components of the L*A*B* or CIE (Commission Internationale De l'Eclairage ) LAB color space. Paper has a profound effect on the ultimate appearance of the image as a sheet with an L* of 80 will be several shades darker than a paper with an L* of 90 and so on. This make makes a huge difference when printing on such papers, as the sheet with an L* of 80 will add a 22.75% K component to the image your printing where as an L* of 92 only adds 9.41%.

Moral of the story, pick a good sheet that you like it should have a brightness of at least 98 (only adds 2.35%) to minimize the effect of the added K and profile the paper; many times you do not have to re-profile do to adjustments in thickness but you do for finish changes like from matt to satin, to gloss to uncoated. Uncoated papers have a different gamut that they can produce do to the propensity of the toners, dry inks, offset inks and other pigments to absorb into the paper fibers and not lay on top like a well coated stock.

The next step in process control after you have done your monitors is to calibrate your printer(s). Most of the higher end systems with print controllers will have their own targets and process to accomplish this but there are many that can be used as a standard like the IT-8.7 target. Then you can move on to whatever input devices you use, i.e. scanners, digital cameras, etc. Once your input devices are calibrated, you have a closed loop, calibrated system that should make it easy to achieve files and prints with outstanding color fidelity. Many times your equipment vendor will have a couple great targets to use and can show you what they should look like considering your setup.

Printers like other equipment need to be continually calibrated to be brought back to a baseline. Characterization profiles (output profiles) can be used to maximize what is known about your particular system. As you change key components of your printer like replace ink, toner, drums, or any other color critical component you need to recalibrate. As things like corona wires get older they take charge differently and this will change your color if you do not calibrate your machine routinely. After long runs you may want to recalibrate as well. Whether it is daily, weekly or whatever you need to put a process in place to ensure it gets done and in the same fashion each time.

Easier said than Done

The sad thing is that it is all easier said than done, as Frank Romano put it, "There are many standards committees, organizations, and vendors working on "standardized" approaches to color reproduction. It seems that the more standards we have, the more chaos there is." For the most part this is true but if we do nothing at all we will have customers upset and operators that have no hair! We have to start somewhere. Your equipment vendors will have ideas that will guide you in the right direction in the end you will have to put together a system that makes sense for you. There is no end to color management so it can get involved. You need to work out a process that is duplicate-able and predictable. Keeping things simple enough that everyone can follow the process and use the system will greatly help your success. Human error can also lead to color infidelity so having a system that is understood and always followed is key!

Even when you apply science to every input, viewing, and output device we still cannot control how the client or end user will see the finished product under what lighting conditions etc. The reality is that color management albeit full of science is still a highly practiced art form.

Bon Appetite


Pirate Mike

Monday, April 5, 2010

Lean Printing; the benefits of implementing an MIS/ERP solution in small to mid size print shops…


Printing has become a very complex and constantly changing industry. With the rapid advancement of digital technology, the rise in the use of the internet, globalization and the commoditization of the printed products the industry as a whole has seen compressed margins and a new level of competition.

Combined with a weak US economy and lagging consumer confidence this storm has wreaked havoc on US print shops.

Using the Business Register from the US Census Bureau the number of shops has declined from 36,024 in 2003 to 29,550 in 2008 that is a loss of 6,474 print shops in 5 years.(1) It has become a top priority of print shop leadership to find more creative ways to distinguish themselves among the crowd and to maintain profitability. Today, commercial printers have difficulty differentiating themselves from one another; this has come from the elimination of craft positions and increased reliance on automation to maintain profitability. One of the ways that companies can get the most out of their organization is through the implementation of a MIS/ERP solution to help keep inline with lean manufacturing principles.

Lean manufacturing is a combination of practices, polices and philosophies that allows an organization to shorten the time between order placement and product delivery by eliminating waste in equipment usage, labor resources, and materials to produce higher quality products and greater profit margins. (2) Even though Lean Manufacturing principles have been around for ages the printing industry has been slow to adapt them. (3) In fact, it is a common misconception that you must be a large organization to benefit from Lean.


NAICS 323 Printing - from the Business Register of the Census Bureau
Enterprise Size
2003
2004
2005
2006
2007
2008
2008 % of Total  
1-4 employees
16,307
16,214
15,952
15,450
15,551
14,117
47.77%
  
5-9 Employees
7,661
7,464
7,214
7,067
7,069
6,109
20.67%
  
10-19 Employees
5,096
4,984
4,793
4,619
4,466
4,107
13.90%
  
20-49 Employees
3,974
3,774
3,599
3,495
3,434
3,110
10.52%
92.87%
50-99 Employees
1,669
1,636
1,589
1,551
1,531
1,052
3.56%
  
100+ Employees
1,317
1,249
1,238
1,251
1,230
1,055
3.57%
  
Total
36,024
35,321
34,385
33,433
33,281
29,550
100.00%
  


 In the US the Small Business Administration classifies a small business as a company with less than 100 employees. In the European Union a small business is any business with less than 50 employees. In 2008 almost 93% of all print shops in the United States had 49 or less employees. Yet when we look at these companies we find that less than 5% of small firms and less than 20% of large firms have an Enterprise Resource Planning (ERP) System. (4)

According to a 2004 Gartner, Inc. white paper entitled, "ERP Applications Help Achieve Lean Manufacturing," there are five areas in which an MIS/ERP solution can be leveraged to build a successful Lean Manufacturing operation:

  1. Product Data Management

  2. Forecasting

  3. Line Design

  4. Line Scheduling

  5. Flow Visualization
MIS/ERP solutions offer manufacturing organizations many benefits, it can help with value stream mapping of individual processes and help to increase the flow of information to the leadership to increase response time and limit buffering for problem correction. It can be helpful to human resources managers to monitor and asses the strengths and weaknesses in the organization's employees and give them and the production manager's feedback on employee's productivity and effectiveness.

MIS/ERP solutions can affect not only the pricing and estimating strategy but also can affect the days sales outstanding by making the billing/invoicing systems more efficient. Due to the high importance of cash in running a business, it is in a company's best interest to collect outstanding receivables as quickly as possible. By quickly turning sales into cash, a company has the chance to put the cash to use again. Printing is a capital intensive business and the proper use of all resources is critical.

Indentifying, assessing, and implementing a successful MIS/ERP solution can be a daunting task. Not only are the systems to be implemented important but equally important is the company doing the implementation. The analysts and sales staff must be familiar with the intimacies of print shop operations and it is even better for your salesperson to have worked for a number of years in the areas of the shop to be affected. If your salesperson has not "walked the walk" it is almost like giving someone a heart transplant after reading a book. To be successful leadership must consider the following three areas for assessment: 1) Technology 2) Human Resources 3) Systems after the assessment leadership must look for ways to implement the simplification of the identified processes and lastly place policies to safeguard performance with metrics for measurement.

Value mapping a process can help identify "cost added" activities and "value added" activities. A "cost added" activity is any activity that does not directly increase the value of the product. When looking to streamline a process the RIT Center for Excellence in Lean Enterprise has identified 7 different kinds of "cost added" activities.(5) 1) Transportation; movement of material in the plant 2) Inventory; anything of value waiting in process 3) Motion; excess movement of people 4) Waiting; idle operation of machines 5) Overproduction; producing more product at each step that is needed downstream 6)Over-Processing; performing extra processing steps that do not add value 7) Defects; materials spoiled in the process.

Until the advent of the proliferation of digital technologies the printing industry has fought against using many manufacturing techniques to save the impression that it is a "craft" done by "artisans" instead of looking at the productivity and effectiveness at its employees and processes. Until the digital age the printing industry was filled with highly skilled workers that could output the day's jobs using their "craft" to uniquely produce each job. This lag in adopting "lean manufacturing" has positioned the industry to be caught up in the "perfect storm." Michael Baker in his blog, "Lean Manufacturing Blog" (5) states,

"Lean manufacturing may be the last hope for the printing industry. Because of the promises, the forecast and expected savings companies can reap from implementing lean manufacturing principles: the printing industry is believed to be the most and primarily boosted and lifted up by the lean manufacturing approaches.
The printing industry has somehow turned into a damsel in distress. With the lean manufacturing, figuratively, its knight in shining armor."

Using Lean Manufacturing as our armor, technology then becomes our sword. Technology is one of the most valuable "keys" to unlock the door to reducing the costs of business and manufacturing processes. Having access to the proper information is critical for all areas of a printing organization from the receiving or taking of the order through every step in the process to the point that it is delivered to the customer and eventually billed and the payment received. It is estimated that there is a 60% chance that a job will get delayed somewhere in the production process. The delay ultimately will be caused by the lack of information. These delays cause jobs to have to be expedited to maintain delivery promises. This sacrifice of efficiency to maintain "service at all costs" puts an organization in jeopardy.

The effective implementation of a MIS/ERP system to allow for the critical exchange of information and the proper allocation of resources can be tantamount to the long term success of an organization. MIS/ERP systems have come a long way now integrating every area of the shop. From web submission to the ordering of inventory, efficient pre press workflow, maintaining job ticketing information and feedback to production managers of bottlenecks or potential shop problems, to the dissemination of business intelligence to the leadership and the eventual shipping and invoicing of the job to the client.

Due to the varied services and product offerings of today print shops, a solid MIS solution must be modular and offer flexibility in designing an end to end solution for your organization. It must not just automate the simple tasks in the production organization but must also provide real time feed back to production managers and shop leaders so they can monitor the key performance indicators that had been identified in the original analysis. One of the key factors in lean manufacturing is that the employees must be surrounded in a culture that promotes thought and the questioning of all processes. Leadership must have the business intelligence real time to minimize the buffers so that they can be quick to react to opportunities to impact and improve shop efficiencies.

As JDF/Cip4 technologies develop and come to the forefront you will want a MIS/ERP solution that can help you manage your equipment workflow and address challenges that come from improperly or inefficiently installed pieces of equipment. These inefficiencies can create "islands of automation" which can contribute to "cost added" activities which will undermine your lean efforts. Leveraging CIM principals can enhance the areas of 1) Improved quality 2) Increased productivity 3) Lowered costs 4) Shorter customer lead times 5)Reduced waste, labor and inventory 6) Greater flexibility and responsiveness - all are parts of a good lean strategy.

This use of lean manufacturing principles and techniques will further separate the leaders from the challengers as the competitive field narrows through attrition. Only the companies that embrace the emerging digital technologies and proven manufacturing processes and strive to continually improve those processes will survive.


Happy Sale'ing
Pirate Mike










  1. Frank Romano and David Broudy, "An Investigation into Printing Industry Demographics—2009" RIT 2010
  2. Chris Faust, Paper Film and Foil Converter, Apr 1, 2003 12:00 PM, "Think Lean"
  3. Sandra Rothenberg PhD and Frank Cost, "Lean Manufacturing in small and mid-sized printers" RIT December 2004
  4. Frank Cost and Bret Daly, "Digital Integration and the lean manufacturing processes of US printing firms" RIT October 2003
  5. Frank Cost and Bret Daly, "Digital Integration and the lean manufacturing processes of US printing firms" RIT October 2003
  6. Michael Baker, "Lean Manufacturing Printing Industry", Lean Manufacturing Blog, http://www.leanmanufacturingsecrets.com/