Offset Press Manufacturers; the lines are being drawn...

As you know the offset world has been growing at a pace just slightly under inflation which shows that this technology although needed is dying. As we watch the big iron manufacturers like Heidelberg, Kamori, , KBA, MAN Rolland, Mitsubishi, Ryobi, Sakuri, Akiyama, Presstek (AB Dick) and others what we see is large layoffs and very cautious maneuvering to stay alive. (keep these names close to mind these represent all the most common presses you will find)

Shinohara just filed for bankruptcy (January 2011), and many others are not far behind. Hamada pulled out of North America last year and many others are very shy about spending money.

Just like the copier industry everyone is closing aligning themselves to survive and digital press manufacturers are "WHERE ITS AT" As you may remember OCE and MAN ROLAND just annouced their partnership leading the way for other "big Iron" makers down the path of survival.

http://global.oce.com/news/press-releases/2010/oce-and-manroland-announce-global-strategic-alliance.aspx

And what you may not know is that the most prestigious press manufacturer has been partnering with a well know digital press manufacturer for sometime now.

http://www.heidelberg.com/au/www/en/content/articles/recent_news/newsletter/gen_2010/gen_1004/s8_km

You should also know that Heidelberg announced that it will later this year 2011 announce who their "full time" digital press partner will be globally. I think you will agree that it makes sense for them to remain partners with us. Our relationship with Kodak keeps them arms length to "their own" technology that they abandoned 10 years ago and allows them to leverage both the "entry" level and "high end" digital press lines.

What we will see from this is a stronger commitment to automation (JDF and CIP4) and faster advancements in feeding and registration (mechanical feat advancements) which might take us years to accomplish on our own. The battle is tough but we are making progress! Don't let any small setbacks or individual battle losses get in the way of the big picture! Stay the course!

Big Iron Mike,

Konica Minolta Wins an Award from Better Buys for Business for the bizhub PRESS C8000 Color Digital Press!

Konica Minolta Wins Multiple Awards from Better Buys for Business


Konica Minolta

Konica Minolta Business Solutions USA Inc. has announced that Better Buys for Business has recognized the bizhub PRESS C8000 Color Digital Press and bizhub 423/363/283/223 Series of Monochrome MFPs for 2010 "Innovative Product of the Year" awards in the high-volume printer and office copier categories respectively. These awards are given to exceptional models and are based on rigorous analysis of all current competitive models.
Better Buys for Business also recognized Konica Minolta with the following awards:

• bizhub C280 as Editor's Choice in the 2011 Color Copier Guide
• bizhub C360 as Editor's Choice in the 2011 Color Copier Guide
• bizhub C452 as Editor's Choice in the 2011 Color Copier Guide
• bizhub C552DS as Editor's Choice in the 2011 Color Copier Guide
• bizhub C652DS as Editor's Choice in the 2011 Color Copier Guide
In addition to featuring award winners, each of the ten annual product guides from Better Buys for Business includes product features and technology; vendor profiles; full specifications; and pricing information.

"Konica Minolta keeps adding new features that make their machines ever more viable for high-end users who want to produce offset-quality print runs using sophisticated tools to produce very good color pages inexpensively," said Steve Hannaford, editor-in-chief, Better Buys for Business. "The bizhub PRESS C8000 looks to be an impressive new addition to its line."

"We are extremely excited to receive the 2010 Innovative Product of the Year Awards as it further validates our ability to deliver cutting edge technology, superior performance, and affordability," said Kevin Kern, senior vice president, marketing, Konica Minolta Business Solutions USA. "Our customers can count on Konica Minolta to continue providing them with award-winning solutions that meet all of their demanding digital printing requirements."

7-13-2011

7 months left...

A new digital press; the anatomy of a new acquisition…

So you are in the market for a new digital press? Well then you are in luck as you have many choices to look at. With offerings from every major player in the market the job of making an intelligent choice is quite daunting. No one machine can be perfect for every situation and no one manufacturer can be everything to everyone.
Before walking down the digital printing isle to chose something off the shelf, you will want to review carefully at your current customer base and the jobs that they are providing to you, the skill sets of your people and the current equipment capabilities and capacity and your business as they are today. A bit of dream building and having a clear vision of what you want to accomplish both in the near term and the future can be a job by itself.

Take into account that a digital press acquisition in not an inexpensive one and is a decision that you will have to live with for a while. Whether you purchase or lease and what options you chose will have a lot to do with the current state of your business and your short and long term vision is for your company. A solid business and marketing plan are essential when undertaking such an expense.

Environmental considerations, Electrical needs, Space requirements, Speed, Reliability, Output Quality, Throughput, Substrate Handling, Duty cycle, Image Processing in both Accuracy/Power & Speed, Initial Acquisition Price, Cost to operate, Serviceability, Operator Control, Uptime, Training & Ongoing Support, Color Management and the ability to put this new asset in line with a workflow system or MIS system are all considerations that you must take into account when shopping. Companies that cannot answer your questions and provide you with a reasonable level of confidence cannot be considered seriously.

Let’s face it digital printing has come of age and is a serious rival to offset lithography. Run lengths for digital are getting longer while the average run lengths of offset lithography are getting shorter. At the GATF/PIA training I received in PA last month we were told the national average has dropped to 5000 sheets per run. At the same time the digital printing technology has evolved to the point that the delta between digital and offset has risen significantly from on average 1500 sheets to the 2500 sheet neighborhood. Even with the industries greatest achievements and innovations set up times are still 30 to 45 minutes on an average 4 to 6 color press. Highly skilled labor, Chemicals, Plates, Make Ready are still serious pricing components to any offset job. The systems required to drive these new offset presses are expensive and have many cost factors associated with them as well.

Now that the economic pressure has put companies on alert CMO’s are being pressured to do more with less both in marketing budgets and in labor. Companies are reaching out to find new ways to increase ROI of their marketing campaigns and are seeking to increase revenues without increasing the money spent to bring in those revenues. Marketing and Communication departments have redefined what “good looks like” and have looked to the science of timing and relevance to increase response to their offers.

With this science the advent of cross media advertising and elaborate relevant campaigns have become the norm. Print service providers have also had to redefine themselves and have been stretched from selling a commodity in their chosen craft to becoming a practitioner of a manufacturing science and participating in a solution based sale. Reaching out to expand their horizons the common print service provider has had to look for new revenue streams and retool their staff in their transition to marketing service providers.

Now many printers are selling a product based service instead of just a cost center product. With 1 to 1 marketing and the ever increasing sophistication of conditional variable data printing the choice of a digital press has become a very important one indeed for the printer that intends to be around in 2020. With many companies looking at variable data printing the ability to print long digital runs has changed the way to make a digital press choice.

So where do we start in the dissecting of a digital press acquisition? Well let’s start with the workflow surrounding a digital press. Many companies have already invested or will invest in a make-ready/workflow tool. Whether you use something simple like a suite of applications, or something more advanced like a server based solution there are many options available; one must look at what solutions are supported by the equipment and what training and ongoing support is also available.

If your sales rep and his/her team do not have a strong resume and experienced background you cannot take them seriously in their recommendations for your business. As important as the attributes of your press are so is the connection to that company both from a training and support side and from a recommendations side. You cannot spend enough time to know everything therefore you have to have a relationship that is strong enough to be able to count on their recommendations at a certain level. Sure you have to be a student of the business but the reality is you have way too much on your plate to learn about everything involved.

Pick a company that locally has a strong presence both in production print and in the ancillary services and has the relevant knowledge to help you become successful. Make-ready tools, Workflow systems, Business Development, Hardware setup and support, Business system integration, Initial training and long term support along with the typical financial services and flexible billing options are all key elements to take into account. Listen for people with vision but that are not unrealistic or that sound like “perfection in a bottle.” People that don’t talk about the risks associated with a solution are not being realistic. You should always be presented with options and a well thought out upgrade path so you are not caught off guard.

Make sure to know what level equipment you need and that the company you are looking at has a sufficient upgrade path for you and your business. Make sure to take the time to understand all of the cost elements and product limitations and upgradability. Digital presses can cost from $50,000 to millions of dollars. Ensure that your system is modular and has a way to add feature sets as your business adds new revenue streams and takes on new offerings. The last thing you want to do is short change yourself by buying the cheapest machine on the market without taking into consideration what you may be doing in 3, 5 and even 10 years.

Companies that don’t show interest in your business processes and rush to offer a “solution” without taking the time to observe and ask questions are not going to be good business partners now or in the future. Reluctance to slow the process down to seriously talk to you and your key operators and production managers are not going to offer anything but a nightmare down the road. Without a true understanding of your current capabilities, capacity and business offerings any proposal given to you would be futile.

Look for companies that not only have a good product but have local talent that understands both your needs and business model. Listen to the questions being asked and the level at which they communicate with you and their responsiveness to your requests. Be willing to give a serious contender the time to be able to fully grasp both your current situation and your future vision. Companies that are not interested in your future will under or over sell you and compromise you and your company.

Many a printer has gone out of business by over extending themselves. There are almost as many companies that have gone out of business by not taking new technologies seriously and not having the firepower to compete in the marketplace effectively. The effective use of technology is a delicate balance and sometimes it takes someone from the outside to help. Look to sound organizations that can help like the GATF/PIA who have a broad understanding and membership that crosses all sections of the industry. Whether you are a specialty printer or a general commercial printer they can offer invaluable advice as they see things from a 50,000 foot view.

After you have narrowed the field to a manageable list of potential suitors it is time to look closely at the hardware and software solutions that are being presented to you. In the next segment we will look at the hardware considerations of a digital press and what options are available.

Pirate Mike

When it is ok to quit; and other excuses we accept the unraveling of pirate logic.

When it is acceptable to quit? Have you ever really thought about that before? All of us have our own cross to bear and as a foot soldier my orders are different but not dissimilar to the orders that are given to my associates or superiors. In fact really I would guess that all of our orders are very similar both at work and at home. So when it is ok to just set the sword down and quit fighting the fight? Is there ever a day that you can rest?

I ran into a situation that caused me to think. I had a system configuration that was not going to work on several levels but do to circumstances it was one of my only options. I could see the frustration in everyone’s eyes when I took one of our best technicians out of the field to “test a non supported never tried before theory.” In fact everyone around me seemed to be quite irritated that I was not ok with what all the literature said and what the advice of everyone in our technical organization. “Well in theory Michael that might work.” “Well then,” I said we will try every option till we prove it cannot be done successfully. A day went by and I was unable to get the configuration to work no matter what I tried.

At the end of the day when most thought I had completely wasted not only my day but the resources of many in our branch I sat down to write an email. I sent it to every business development liaison that I have ever met. Most only casually but none the less I built my business case on why we should look into the engineering that stops us from achieving our business objectives. Within an hour I heard back from the director of business development for production. The message was upbeat, positive and simple. I love having an impact even if the ultimate decision is that it is not worth making the change globally in a system that is aging. What I do like is that those around me have no limits to their mind and what is conceivable and they are willing to work for it.

I am always trying to achieve this mythical work-life balance that I have heard about in writings. What I do know is that we often times sell ourselves short by not walking something all the way through. As I make career and personal decisions I hope that I always keep an open mind to the possibilities and am able to achieve the level of success that makes me happy, not what someone else thinks is what I deserve but what I have earned. As the business environment gets ever increasingly difficult and my chosen industry narrows the field even more I hope to always be referred to as the one that will “carry the ball.” I never want to just block and tackle but respect those that do.

I hope to meet the people needed in my life who can help me be a “great ball carrier.” Even as I sit typing, I have been sick for almost 3 weeks now, I am planning to travel again next week for more training. I hope that my attitude settles in on the troops that I serve and that I set a good example of what “good looks like.” And in those many moments when I do not, I hope to have someone in front of me that does! I have 44 people that depend on me for my part of the game and I hope that in the second half that it is what becomes the “game changer” or at least to play and contribute to the winning team.

So every day we need to look at our behaviors and examine have we become hardened by not seeing change implemented successfully? Just because it didn’t work before are we not going to try again when it is the right thing to do? At what point do we hang up our professional opinions and just not give input anymore? I hope never…

NO you cannot drive the advanced finishing accessories with the C5501 but doesn’t mean you will never be able to… Just not now… Thank you for everyone that helped me and allowed me to act foolish without shame.

“Our real discoveries come from chaos, from going to the place that looks wrong and stupid and foolish.” - Chuck Palahniuk (author of the Fight Club and many other novels)

Sorry to be so philosophical but our attitudes drive our behaviors and as consultants our behaviors determine our success, the success of our solutions and ultimately our clients.

Looking Up; Kodak see's a light at the end of the tunnel, they just hope it's not a train!

Kodak Reports 2nd-Quarter 2010; Digital Profits Continue to Improve


2nd Quarter Revenue of $1.569 Billion; Company’s Digital Commercial Printing and Consumer Inkjet Businesses Show Continued Strong Growth, Outperform the Competition; Kodak Ends 2nd Quarter with Cash Balance of $1.3 Billion; Cash Usage in Line with Company’s Seasonal Pattern; GAAP Earnings (Loss) from Continuing Operations Improves by $24 Million; GAAP Earnings (Loss) Before Interest, Other Income (Charges), Net, & Income Taxes Improves by $19 Million; Digital Earnings (Loss) from Operations Improves by $17 Million

ROCHESTER, N.Y., July 28 -- Eastman Kodak Company (NYSE:EK) today reported second-quarter results that reflect continued acceleration of the company’s major growth businesses in commercial and consumer inkjet, unit growth in the company’s largest digital businesses, the continued decline of its traditional business, and operational improvements. Revenue from the company’s digital commercial printing businesses grew 9% in the second quarter, including 18% growth in commercial inkjet printing. Consumer inkjet printer and ink revenue grew by 50% in the second quarter. Profits from the company’s digital portfolio showed year-over-year improvement for the third consecutive quarter.

Second-quarter sales totaled $1.569 billion, an 11% decrease from $1.766 billion in the second quarter of 2009. Revenue from digital businesses totaled $1.103 billion, a 6% decrease from $1.173 billion in the prior-year quarter. Film, Photofinishing and Entertainment Group revenue totaled $466 million, a 21% decline from $593 million in the second quarter of 2009.

On the basis of U.S. generally accepted accounting principles (GAAP), the company reported a second-quarter loss from continuing operations of $167 million, or $0.62 per share, compared with a loss from continuing operations on the same basis of $191 million, or $0.71 per share, in the year-ago period. Items of net expense that impacted comparability in the second quarter of 2010 totaled $31 million after tax, or $0.11 per share, primarily due to legal contingencies and restructuring charges. Items of net expense that impacted comparability in the second quarter of 2009 totaled $75 million after tax, or $0.28 per share, due primarily to restructuring charges and tax related items. (Please refer to the attached Items of Comparability table for more information.)

“We continue to gain share in our growth businesses, maintain cost discipline, and drive improved profitability,” said Antonio M. Perez, Chairman and Chief Executive Officer, Eastman Kodak Company. “Our new digital businesses, particularly consumer and commercial inkjet, continue to gain traction, with sales growth outpacing the competition. Digital commercial printing revenue, for example, grew 9% in the second quarter, consumer inkjet printer and ink revenue grew 50%, and operating margins improved in the majority of our digital product lines and for our digital business in total. We remain focused on building a leaner, more competitive company powered by innovative products that compete in large, new markets. Given the solid digital unit growth that we saw in the first half of the year, we continue to target full-year revenue of $7.5 billion to $7.7 billion, reflecting the increasing strength of our digital portfolio."

Other second-quarter 2010 details:

• The company’s second-quarter loss from continuing operations, before interest expense, other income (charges), net, and income taxes was $100 million, a $19 million improvement as compared to a $119 million loss in the year-ago quarter. This was driven by operational improvements, including productivity gains, and lower restructuring charges.

• Gross Profit improved to 19.3% of sales, as compared to 18.5% in the year-ago period. This increase in margin was driven by continued productivity improvements.

• Selling, General and Administrative (SG&A) expenses were $313 million in the second quarter, down 3%, from $324 million in the year-ago quarter.

• Research and Development expenses were $81 million in the second quarter, as compared to $84 million in the year-ago quarter, as the company focuses research dollars on its core growth businesses.

• Second-quarter 2010 cash generation, before restructuring payments, reflected a use of $170 million. This compared with cash usage on the same basis of $136 million in the year-ago quarter. This corresponds to net cash used in continuing operations from operating activities on a GAAP basis of $173 million in the second quarter, compared with net cash used of $161 million in the second quarter of 2009. As has been the case in previous years, the company expects to generate the majority of its cash flow during the second half of the year, consistent with its historic seasonal pattern.

• Kodak held $1.3 billion in cash and cash equivalents as of June 30, 2010, compared with $1.1 billion as of June 30, 2009.

• The carrying value of the company’s debt stood at $1.3 billion as of June 30, 2010, with total debt maturities of approximately $1.4 billion, including amounts classified as equity.

Segment sales and earnings from continuing operations before interest, taxes, and other income and charges (segment earnings from operations), are as follows:

• Graphic Communications Group second-quarter 2010 sales were $656 million, compared with $670 million in the prior-year quarter. Second-quarter earnings from operations for the segment improved by $28 million to break-even, compared with a loss in the year-ago quarter. This earnings improvement was primarily driven by lower raw material costs, increased volumes of digital plates, and improved operational performance, particularly within Digital Printing and Prepress Solutions, partially offset by negative price/mix.

• Consumer Digital Imaging Group second-quarter sales were $447 million, compared with $503 million in the prior-year quarter. Second-quarter loss from operations for the segment was $110 million, compared with a loss of $99 million in the year-ago quarter. This decrease in earnings was largely driven by the expiration of a significant Retail Systems Solutions customer contract and increased advertising investment, partially offset by improved profitability in Consumer Inkjet Systems and Digital Cameras and Devices.

• Film, Photofinishing and Entertainment Group second-quarter sales were $466 million, a 21% decline from the year-ago quarter, driven by continuing industry-related declines. Second-quarter earnings from operations for the segment were $29 million, compared with earnings of $51 million in the year-ago period. This decrease in earnings was primarily driven by industry-related declines in volumes and increased raw material costs, partially offset by cost reductions across the segment.

2010 Outlook

For 2010, Kodak remains focused on three key financial goals, which the company first announced at its February investor meeting: digital revenue growth, earnings from operations, and cash generation. The company today provided an updated outlook for 2010 performance against these metrics, recognizing the uncertainty created by the global economic environment. Kodak’s ability to achieve its full-year 2010 goals is predicated upon modest improvement in the global economy, stabilization of foreign exchange values, the introduction of new, higher-margin digital cameras and devices, and continued execution of the company’s intellectual property licensing program.

• For 2010, Kodak continues to target total company revenue of $7.5 billion to $7.7 billion.

• The company expects full-year digital revenue at the high end of its previous forecast and full-year traditional revenue slightly below the previous forecast.

• Kodak is targeting 2010 segment earnings from operations that will be within the previously communicated range of $350 million to $450 million. This equates to GAAP earnings from continuing operations before interest expense, other income (charges), net and income taxes of $275 million to $375 million.

• Kodak continues to forecast 2010 GAAP loss from continuing operations in the range of $50 million to $150 million, including the impact of the $102 million net charge for early extinguishment of debt, related to the company’s financing transactions in the first quarter of 2010.

• For full-year 2010, the company remains focused on its goal of achieving positive cash generation before restructuring payments. On a GAAP basis, the company is targeting net cash provided by continuing operations from operating activities in the range of $50 million to $150 million.

• The company continues to target a year-end cash balance of $1.8 billion to $2.0 billion, after taking into account all cash actions, including modest debt payments due during 2010.

Form 10-Q and Conference Call Information

The Management Discussion & Analysis document is included as part of the company's Form 10-Q filing. You may access this document one of two ways:

1. Visit Kodak's Investor Center page at: www.kodak.com/go/invest and click on SEC filings

2. Visit the U.S. Securities and Exchange Commission EDGAR website at: www.sec.gov/edgar.shtml and access Eastman Kodak under Company Filings

In addition, Antonio Perez and Kodak Chief Financial Officer Frank Sklarsky will host a conference call with investors at 11:00 a.m. Eastern Time today. To access the call, please use the direct dial-in number: +1 480-629-9818, ID 4320279#. There is no need to pre-register.

The call will be recorded and available for playback by 2:00 p.m. Eastern Time on Wednesday, July 28, by dialing +1 303-590-3030, ID 4320279#. The playback number will be active until Wednesday, August 4, at 5:00 p.m. Eastern Time.

For those wishing to participate via the webcast, please access our Kodak.com Investor Relations webpage at: http://www.kodak.com/go/invest. The webcast audio will be archived and available for replay on this site approximately one hour following the live broadcast.

CAUTIONARY STATEMENT PURSUANT TO SAFE HARBOR PROVISIONS OF THE PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995

Certain statements in this document may be forward-looking in nature, or "forward-looking statements" as defined in the United States Private Securities Litigation Reform Act of 1995. For example, references to the Company's expectations regarding the following are forward-looking statements: economic conditions; currency exchange rates; revenue; revenue growth; cost of goods sold; gross margins; earnings; cash generation; new product introductions; electronic component supplies; potential revenue, cash and earnings from intellectual property licensing; liquidity; and debt.

Actual results may differ from those expressed or implied in forward-looking statements. Important factors that could cause actual results to differ materially from the forward-looking statements include, among others, the following risks, uncertainties, assumptions and factors as described in more detail in this report under the heading “risk factors” and in the Company’s Annual Report on Form 10-K for the year ended December 31, 2009 and Quarterly Reports on Form 10-Q for the quarters ended March 31, 2010 and June 30, 2010 under the headings "Risk Factors," "Management's Discussion and Analysis of Financial Condition and Results of Operations," and "Cautionary Statement Pursuant to Safe Harbor Provisions the Private Litigation Reform Act of 1995" and in other filings the Company makes with the SEC from time to time:

• Continued weakness or worsening of economic conditions which could continue to adversely impact our financial performance and our liquidity;

• Whether we are successful with the strategic investment decisions we have made which could adversely affect our financial performance;

• Whether we effectively anticipate technology trends and develop and market new products to respond to changing customer preferences which could adversely affect our revenue and earnings;

• The competitive pressures we face which could adversely affect our revenue, earnings and market share;

• Whether our commercialization and manufacturing processes fail to prevent product reliability and quality issues which could adversely affect our revenue, earnings and market share;

• Whether we are successful in licensing and enforcing our intellectual property rights or in defending against alleged infringement of the intellectual property rights of others which could adversely affect our revenue, earnings, expenses and liquidity;

• Whether we are able to provide competitive financing arrangements or extend credit to customers which could adversely impact our revenue and earnings;

• Whether our pension and post-retirement plan costs and contribution levels are impacted by changes in actuarial assumptions, future market performance of plan assets or obligations imposed by legislative or regulatory authorities which could adversely affect our financial position, results of operation and cash flow;

• Whether we are successful in attracting, retaining and motivating key employees which could adversely affect our revenue and earnings;

• Changes in currency exchange rates, interest rates and commodity costs which could adversely impact our results of operations and financial position;

• Our reliance on third party suppliers which could adversely affect our revenue, earnings and results of operations; and

• Whether we are required to recognize additional impairments in the value of our goodwill which could increase expenses and reduce profitability.

The Company cautions readers to carefully consider such factors. Many of these factors are beyond the Company’s control. In addition, any forward-looking statements represent the Company’s estimates only as of the date they are made, and should not be relied upon as representing the Company’s estimates as of any subsequent date. While the Company may elect to update forward-looking statements at some point in the future, the Company specifically disclaims any obligation to do so, even if its estimates change.

Any forward-looking statements in this document should be evaluated in light of the factors and uncertainties referenced above and should not be unduly relied upon.

Download an ADOBE Acrobat version of the Second Quarter 2010 Results Non-GAAP Reconciliations (pdf).


Yes there is a point to reposting a Press Release from a company's website. But you will just have to wait and see what it is!
 
Pirate

bits & bytes; The Truth About Xerox “2400 dpi”

Have a customer confused by the advertised DPI Resolution or Bit Depth of Xerox DocuColor production color systems? Most of the new DocuColor models advertise that they offer 2400dpi.

Here are more details on what they are talking about:

The print controller on the Xerox (be it Fiery, Creo or Xerox FreeFlow) sends 600x600dpi at 8 bits per pixel to the print engine, therefore the process is NOT truly a 2400dpi process.

• The print engine uses VCSEL technology which stands for Vertical Cavity Surface Emitting Laser, meaning that 32 beams of laser light are used to create the image using 8 micron sized toner particles.

• The print engine takes the instructions from the print controller for one dot, and divides it into 16 quadrants. For example, in an area that is supposed to show 25% cyan, rather than dimming the laser to create the needed fill in the pixel, the Xerox VCSEL engine places a pattern in the 16 quadrants to simulate the 25% fill using a screening method.

In summary, each 8 bit 600dpi pixel byte sent by the computer through the RIP print controller is converted in the Fuji-made engine to 1 bit 2400dpi binary pixels.

- This may be a bit outdated, I am curious who might have more infomation on this subject. Go ahead and help us understand the math!