The production efficiency of the printing workshop is not going up? Four steps can be effectively improved!
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Every printing company will have some printing equipment with different degrees of manufacture in different years. It is difficult to formulate a uniform target efficiency and corresponding measures. The following four steps can help the printing company improve the productivity of the printing shop as a whole.
The first step is to develop a benchmark (calibration) for each press.
Select a typical job or a certain type of job from the printings to be printed every month in the workshop, and record information about all aspects of printing preparation and printing operation, including printing preparation time, printing speed, number of scraps, and downtime. The number of times, the number of times the press stopped cleaning the blanket, the blanket failure, and the ring white spot, and recorded the cause and time of each downtime. Then, each shift is scaled according to the record, and it is specific to each press operator. Once the benchmark is available, the level of productivity gains after improvements are measured.
The second step is to clean the printing shop.
In accordance with the requirements of lean production, establish a 5S plan and complete five clean-up steps, namely, Separate, Straighten, Scrub, Spread, and Systematize. Before starting this work, the business or workshop leader should first clean up his office and make a model for the entire company or workshop.
In the third step, ask the device manufacturer to help solve the problem with the device.
Presses with "sick" operation are difficult to increase efficiency, so check with the equipment manufacturer for proofs and explain to them what problems to solve on the press and get their help. Doing so may require a certain amount of cost, but it can solve the problem of wear or damage to the components of the press. For the print shop, the print job is re-measured every month, which makes it possible to see significant improvements.
The fourth step is to involve relevant personnel in further improvement.
Relevant personnel, including operators, equipment maintenance personnel, and middle management personnel, will have their own ideas and suggestions. They should listen carefully to their suggestions and implement them if they are appropriate.
In addition, there is a radical method of posting the figures on production efficiency over a period of time, and the team that is slightly behind will strive to improve. For example, a shop's pre-press preparation time is within 20 minutes, and another print shop with the same equipment takes 40 minutes. Then the backward workshop or crew will find a way to get rid of the backward hat. It is necessary to keep the printing shop clean and tidy. Whether the shop is large or small, whether it is a sheetfed press or a web press, it can be cleaned. Clean equipment and the environment have a positive effect on improving the productivity of the shop, rather than a negative effect.