Make Way For Makereadies!

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Make Way For Makereadies!

Quick Makereadies to Increase Productivity of Web Offset Presses;

Case Research at Speciaaldrukkerij Lijnco Groningen B.V.

Master Thesis Report

Student

W.H. Knol – s1830929 – s1830929@student.rug.nl

Supervisors

1st ir. J.P.C. Wubben 2nd prof.dr. I.F.A. Vis

University of Groningen

Faculty of Economics and Business Technology Management

The Netherlands

Groningen, 9747 AE, Nettelbosje 2 Tel: +31 50 363 3741

Fax: +31 50 363 3720

E-mail: webcontact.feb@rug.nl

Case

Speciaaldrukkerij Lijnco Groningen B.V. 1st E. Vogelzang

2nd A. Werkman

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Master thesis W.H. Knol - Report II

Preface

This report is the master thesis of Wilfred Knol, student at the University of Groningen (the Netherlands). I was invited at Speciaaldrukkerij Lijnco Groningen B.V. (Lijnco) to provide

recommendations on making makereadies of web offset presses quicker and in doing so to increase overall productivity at the case site. This background suited as the basis for my master thesis study; quick makereadies to increase productivity of web offset presses.

This thesis is structured as follows. The Management Summary is given in English on the next page and in Dutch one page further. Readers who are interested in the Conclusions and

Recommendations are referred to Chapter 10. Furthermore the Research Methodology is described

in Chapter 2, the Research Question follows in Chapter 4, the Case of Lijnco starts in Chapter 6, and the Dissemination is discussed in Chapter 9.

In doing this study I owe gratitude to the initiators of this project; Gert Luurtsema and Anne Werkman. My gratitude also goes to Edwin Vogelzang (Head of Hall 2) for his supervision and to Pieter Heerema (Chief Executive Officer) for his help during the realization. Furthermore, I am greatly indebted to the operators of the press 496; Koos, Henk, and Anne, and to all the other employers at the Production of Lijnco for their insights and input during this project.

Second I highly appreciate the time and efforts of my first supervisor Flip Wubben at the University of Groningen. Without his comments and triggering questions this thesis would not be what it is right now. Similar appreciation goes to my second supervisor Iris Vis for her constructive criticism. Her insights directly contributed to the level of this work.

Finally and most of all I thank my family and I thank Froukje for all their support and for providing me with everything else I needed during my studies and my master thesis project. Without them I would have never succeeded.

Wilfred Knol

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Master thesis W.H. Knol - Report III

Management Summary

1 Background and Relevance of this Study

To find the relevance of this study one has to understand that in the process of web offset printing various kinds of waste occur. Print shops themselves state that makereadies, or setups as they are regularly called, are the most important activity for improvement (Kapel, 2009). Makereadies are defined by Holliday (2000) as “the entire time from when the good counter is turned off on the previous job until it is turned on for the new job”. O’Brien (1998, 1999a, 1999b) also states that makereadies are a recognized problem in the process of web offset presses. She says, “Slow makereadies are the villain of the pressroom” (1999a). And, “When paper waste of more than 5% occurs during makereadies there is significant room for improvement” (1999a). Only 37% of the print shops have makereadies less than 45 minutes. That means that 63% of the print shops take more than 45 minutes per makeready. This can take up to more than two hours (Kapel, 2009). With the printing industry evidently changing due to electronic transactions and the Internet, the market is decreasing resulting in excess capacity and thus fierce competition. Run lengths are decreasing as well making it hard for the high volume web offset presses to survive. This study contributes to print shops because it provides insights in how to increase productivity of these presses.

2 Overview of Methodology

The methodology of this study is described to ensure that the research is done in a scientific way. An overview of the methodology is given in Figure 1 in Chapter 2, Research Methodology. The blocks are numbered (3-11) with the chapters where they are described. It is important to note that this methodology is not strictly a linear process, but it is an iterative process. As one can see from the figure, the project is split up in three parts; the Diagnosis, the Design, and the Implementation. These parts are taken from De Leeuw (2003). In the Diagnosis, the problem is determined, the research is designed, and the problem is explained. In the Design, several solutions to the problem are proposed. When one of these proposals is implemented, it should partly solve the problem stated in the diagnosis. And in the Implementation, one of the proposed solutions should be chosen and implemented. Cooper and Schindler (2008) write in more detail about research methodology. Their interpretation, combined with the three phases of De Leeuw (2003) will be elaborated upon in the next paragraphs. The management problem concerning makereadies will be analysed and solved in a scientific responsible manner using this approach.

3 Objective of this Study

Surveys and various authors stress that quicker makereadies is one of the most important issues for web offset print shops. Increasing competition puts pressure on business performance and the risk of bankruptcy is lurking all the time. Managers try to reduce waste at their presses by increasing productivity and therefore by speeding up makereadies. In order to do this, technologies like SMED and automation are available. Although various authors mention these, no case based research has been done so far to elaborate on the theory and application of quick makereadies for web offset presses. This study will contribute in that it provides a case based approach to test the improvement methods for quick makereadies. The research question is as follows:

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Master thesis W.H. Knol - Report IV

4 Arguments

From the objective of this study it is clear that Human-Oriented Common Practices (HOCP), Single Minute Exchange of Die (SMED), and automation are possible proposals to quicken makereadies at web offset presses. These concepts are elaborated upon in theory. It is found that Sorting Straightening, Sweeping, Standardizing, and Sustaining (5S) are the base for HOCP. The HOCP themselves concern committed leadership, cross-functional training, employee involvement, and information and feedback. Concerning SMED it is found that it is necessary to first map the current process of makereadies. Based on that the internal (during makereadies) and external (outside of makereadies) steps can be identified. Furthermore, the internal steps can be converted to external steps. And as a final stage, all aspects of the makeready operation can be improved. Concerning automation, the following kinds should be considered. Colour register can automate the setting of the plate cylinders. Ink key control can automate the setting of the ink keys. Closed loop colour control can measure and adjust the settings of the ink keys automatically. And finally, quality inspection can inspect the substrate and alarm the operator when changes occur.

The case that is described to find how the theories can be applied in practice is

Speciaaldrukkerij Lijnco Groningen B.V. (Lijnco), a print shop located at the Hoendiep in Groningen.

Lijnco produces commercial paper products, like advertising and transactional mail. In its business it wants to achieve product leadership. Furthermore, the major part of production is done by three web offset presses of the same sort, the 491 (Hall 1), the 496 (Hall 2) and the 498 (Hall 2). These presses are printing eight colours five days per week in three shifts. Of these three presses, the 496 has the lowest OEE; around …% versus …% and …% at the 498 and 490 respectively. Therefore, this study continues to focus on the 496. This press is a web offset press like any other with the following differentiators. It is built in 1987 and it is heat set instead of cold set. Next, it has a 10+ year old … length register system, a 10+ year old … CIP3 ink key control system, and a 10+ year old … camera. Finally, it makes use of some quick fastener frames and breadth register is still done manually. Therefore Lijnco in general and the 496 in specific suit perfectly as a case for researching how makereadies should be quickened in order to increase productivity at web offset presses.

5 Conclusions and Recommendations

To be able to start with activities to quicken makereadies, the press and its surroundings should be cleaned and inspected first. Investments regarding this weekly inspection should be found from the TPM study. When this is done an increase of around 1% in the entire OEE can be achieved. Furthermore, this is the basis for an increasing OEE due to improvements in other aspects. Savings on cost are completely related to the hourly rate of specific presses and are therefore not elaborated upon.

To be able to set a culture of makeready improvement, various authors state that committed leadership, cross-functional training, employee involvement, and information and feedback are crucial. Investments regarding the training and the makeready reduction team are around €2k/year. When this is done an increase of around 1% in the entire OEE can be achieved. Furthermore, this is another basis for an increase in OEE due to improvements in other aspects. Savings on cost are completely related to the hourly rate of specific presses and are therefore not elaborated upon.

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Master thesis W.H. Knol - Report V and interruption are negligible. When this is done an increase of around 3% in the entire OEE can be achieved. Investments regarding the extra cleaning bin, two removable ink reservoirs, and the second rod are around €3k. When these are purchased and when all improvements are implemented an increase of around 3% in the entire OEE can be achieved. Savings on cost are completely related to the hourly rate of specific presses and are therefore not elaborated upon.

To quicken the remainder of the makeready activities at a web offset press, almost all authors state that automation is crucial; colour register, ink key control, closed loop colour control, and quality inspection systems are mentioned as the most important systems. Based on the marginal analysis decision path it is found that concerning the colour register a new system suits web offset presses. Next, it is found that concerning the ink key control a new system suits web offset presses. Furthermore, it is found that concerning the closed loop spectral control no system currently provided suits web offset presses. Finally, it is found that concerning the quality inspection no system currently provided suits web offset presses. Investments regarding the new length register system are around €…k. When this is done an increase of around 2% in the entire OEE can be achieved. Savings on cost are completely related to the hourly rate of specific presses and are therefore not elaborated upon.

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Master thesis W.H. Knol - Report VI

Managementsamenvatting

1 Achtergrond en Relevantie van deze Studie

Om de relevantie van deze studie aan te tonen moet men begrijpen dat in het proces van drukken verschillende soorten afval ontstaan. Drukkerijen zelf zeggen dat ‘makereadies’, of ‘setups’ zoals ze regelmatig worden genoemd, de belangrijkste activiteit voor verbetering zijn (Kapel, 2009). Makereadies worden gedefinieerd door Holliday (2000) als "de hele tijd vanaf het moment dat de teller van goede producten op de vorige run is uitgeschakeld totdat deze is ingeschakeld voor de nieuwe run". O'Brien (1998, 1999a, 1999b) stelt ook dat makereadies een erkend probleem in het proces van offsetpersen zijn. Ze zegt, "Langzame makereadies zijn de kwaal van de drukkerij" (1999a). Slechts 37% van de drukkerijen hebben makereadies van minder dan 45 minuten. Dit betekent dat 63% van de drukkerijen meer dan 45 minuten per makeready nodig hebben. Dit kan oplopen tot meer dan twee uur (Kapel, 2009). Nu de grafische industrie verandert en de markt afneemt ontstaan overcapaciteit en felle concurrentie. Oplagen worden lager waardoor het moeilijk wordt voor de hoge volume offsetpersen om te overleven. Deze studie draagt bij omdat het inzicht geeft in hoe de productiviteit van deze persen verhoogd kan worden.

2 Overzicht van de Methodologie

De methodologie van dit onderzoek is beschreven om inzicht te geven in de aanpak om tot passende voorstellen te komen om makereadies van offsetpersen te versnellen. Een overzicht van de methodologie wordt gegeven in Figuur 1 in Hoofdstuk 2, Research Methodology. De blokken zijn genummerd (3-11) met de hoofdstukken waar ze zijn beschreven. Het is belangrijk om op te merken dat deze methodologie niet strikt een lineair proces maar een iteratief proces is. Zoals men kan zien uit de figuur is deze studie opgesplitst in drie delen: de diagnose, het ontwerp en de implementatie. Deze onderdelen zijn afkomstig van De Leeuw (2003). In de diagnose is het probleem vastgesteld, wordt het onderzoek gespecificeerd en wordt het probleem uitgelegd. In het ontwerp worden verschillende oplossingen voor het probleem voorgesteld. En in de implementatie moeten de voorgestelde oplossingen worden gekozen en geïmplementeerd. Cooper en Schindler (2008) schrijven in meer detail over onderzoeks-methodologie. Hun interpretatie, in combinatie met de drie fasen van De Leeuw (2003), is uitgewerkt in de volgende paragrafen.

3 Doelstelling van deze studie

Enquêtes en verschillende auteurs zijn het er over eens dat snellere makereadies een van de belangrijkste punten is voor offset drukkerijen. Managers proberen om afval op hun persen te verminderen door de productiviteit te verhogen en dus door makereadies te versnellen. Om dit te doen zijn technologieën zoals Human-Oriented Common Practices (HOCP), Single Minute Exchange of

Die (SMED) en automatisering beschikbaar. Hoewel deze genoemd worden door verschillende

auteurs is er tot nu toe geen enkel onderzoek gedaan waarin in de praktijk wordt ingegaan op de theorie en de toepassing van snelle makereadies voor offsetpersen. Deze studie zal bijdragen omdat het een op de praktijk gebaseerde aanpak voor de verbetering van deze methoden voor snelle makereadies biedt. De onderzoeksvraag luidt als volgt:

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Master thesis W.H. Knol - Report VII

4 Argumenten

Uit het doel van deze studie is gebleken dat Human-Oriented Common Practices (HOCP), Single Minute Exchange of Die (SMED), en automatisering mogelijke voorstellen zijn om makereadies van offsetpersen te versnellen. Deze concepten zijn uitgewerkt in theorie. Het blijkt dat Sorteren Scheiden, Schoonmaken, Standaardiseren en Systematiseren (5S) de basis zijn voor HOCP. De HOCP houden zich bezig met betrokken leiderschap, cross-functionele training, betrokkenheid van werknemers en informatie en feedback. Met betrekking tot SMED blijkt dat het noodzakelijk is om eerst het huidige proces van makereadies in kaart te brengen. Op basis daarvan kunnen dan de interne (tijdens makereadies) en externe (buiten makereadies) stappen worden geïdentificeerd. Bovendien kunnen de interne stappen worden geconverteerd naar externe stappen. En als laatste fase kunnen alle aspecten van de operatie worden verbeterd. Met betrekking tot automatisering moeten de volgende soorten worden beschouwd. Register controle kan automatisch de cilinders met plaat instellen. Inktsleutel controle kan automatisch de inkt sleutels instellen. Closed-loop kleur controle kan automatisch de densiteit meten en instellen. En tenslotte, kwaliteit inspectie kan de operator alarmeren wanneer zich wijzigingen voordoen in het proces.

De praktijksituatie die wordt beschreven om te onderzoeken hoe de verschillende theorieën kunnen worden toegepast is Speciaaldrukkerij Lijnco Groningen BV (Lijnco). Lijnco produceert commercieel drukwerk zoals reclame en transactionele post. In haar activiteiten streeft zij naar

product leadership. Het grootste deel van de productie wordt gedaan door drie offsetpersen van

dezelfde soort, de 491 (Hal 1), de 496 (Hal 2) en de 498 (Hal 2). Deze persen drukken acht kleuren vijf dagen per week in drie ploegen. Van deze drie persen heeft de 496 de laagste OEE, circa …% versus respectievelijk …% en …% bij de 498 en 490. Daarom richt dit onderzoek zich op de 496. Deze pers is een offsetpers als elke andere met de volgende variabelen. Hij is gebouwd in 1987 en is heat set in plaats van cold set. Hij heeft een 10+ jaar oud QI lengte register controle systeem, een 10+ jaar oud Eltromat CIP3 inktsleutel controle systeem, en een 10+ jaar oud Eltromat inspectie systeem. Tot slot maakt hij gebruik van een aantal snelspanlijsten en wordt het breedte register nog steeds handmatig gedaan. Daarom is Lijnco in het algemeen en de 496 in het specifiek perfect als een praktijksituatie om te onderzoeken hoe makereadies versneld moeten worden.

5 Conclusies en aanbevelingen

Alvorens te beginnen met het versnellen van makereadies moeten de pers en zijn omgeving eerst worden schoongemaakt en geïnspecteerd. Investeringen met betrekking tot deze wekelijkse inspectie moeten worden gevonden door de TPM studie. Wanneer dit gedaan is kan een stijging van ongeveer …% in de gehele OEE worden bereikt. Bovendien is dit de basis voor een toenemende OEE als gevolg van verbeteringen in andere aspecten. Besparingen op de kosten zijn volledig gerelateerd aan het uurtarief van specifieke persen en zijn daarom niet uitgewerkt.

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Master thesis W.H. Knol - Report VIII Om de activiteiten met betrekking tot de makereadies zelf te versnellen stellen diverse auteurs dat Single Minute Exchange of Die (SMED) van cruciaal belang is. Investeringen met betrekking tot het gebruik van checklists, operator wissels en interrupties zijn te verwaarlozen. Wanneer dit wordt doorgevoerd kan een stijging van ongeveer …% in de gehele OEE worden bereikt. Investeringen met betrekking tot de extra schoonmaak bak, twee verwijderbare inkt reservoirs, en de tweede staaf liggen rond de €3k. Wanneer dit wordt doorgevoerd kan een stijging van ongeveer …% in de gehele OEE worden bereikt. Besparingen op de kosten zijn volledig gerelateerd aan het

uurtarief van specifieke persen en zijn daarom niet uitgewerkt.

Om de rest van de makeready activiteiten op offsetpersen te versnellen stellen bijna alle auteurs dat automatisering cruciaal is; kleurregister controle, inktsleutel controle, closed-loop kleur controle, en kwaliteitsinspectie worden genoemd als de belangrijkste systemen. Op basis van de

marginal decision path analysis wordt geconstateerd dat een nieuw kleurregister controle systeem

van toepassing is voor offsetpersen. Vervolgens wordt geconstateerd dat met betrekking tot inktsleutel controle een nieuw systeem van toepassing is voor offsetpersen. Verder wordt geconstateerd dat met betrekking tot closed-loop kleur controle geen enkel systeem momenteel van toepassing is voor offsetpersen. Tot slot wordt geconstateerd dat met betrekking tot kwaliteitsinspectie geen systeem momenteel van toepassing is voor offsetpersen. Investeringen met betrekking tot het nieuwe lengte register systeem liggen ongeveer op €…k. Wanneer dit systeem geïmplementeerd is kan een stijging van ongeveer …% in de gehele OEE worden bereikt. Besparingen op de kosten zijn volledig gerelateerd aan het uurtarief van specifieke persen en zijn daarom niet uitgewerkt.

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Master thesis W.H. Knol - Report IX

Preface ... II Management Summary ... III 1 Background and Relevance of this Study ... III 2 Overview of Methodology ... III 3 Objective of this Study ... III 4 Arguments ... IV 5 Conclusions and Recommendations ... IV Managementsamenvatting ... VI 1 Achtergrond en Relevantie van deze Studie ... VI 2 Overzicht van de Methodologie ... VI 3 Doelstelling van deze studie ... VI 4 Argumenten ... VII 5 Conclusies en aanbevelingen ... VII Table of Contents ... IX Abbreviations ... XII

1. Introduction ... 1

1.1 Background of Printing ... 1

1.2 Relevance of this Study ... 1

1.3 Objective and Demarcation of this Study ... 2

1.4 Case of Lijnco and Dissemination ... 2

1.5 Structure of Report ... 3

2. Research Methodology ... 4

2.1 Overview of this Methodology ... 4

2.2 Diagnosis of this Study ... 5

2.3 Design of this Study ... 6

2.4 Deliverables of this Study ... 6

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Master thesis W.H. Knol - Report X

3. Management Question ... 7

3.1 Political, Economical, Social, Technical, Environmental, and Legal Analysis ... 7

3.2 Entrants, Suppliers, Buyers, Substitutes, and Competition Analysis... 8

3.3 Workflow at Web Offset Presses ... 9

3.4 Web Offset Printing ... 10

3.5 Management Question ... 11

4. Research Question ... 12

4.1 Focus; Costs and Productivity ... 12

4.2 Focus; Makereadies ... 13 4.3 Research Question ... 14 4.4 Conceptual Framework ... 14 4.5 Sub-Questions ... 16 5. Literature on Makereadies ... 18 5.1 Setup Improvement... 18

5.2 Human-Oriented Common Practices ... 19

5.3 Single Minute Exchange of Die ... 22

5.4 Automation ... 25

5.5 Discussion ... 27

6. Case: Lijnco Speciaaldrukkerij Groningen B.V. ... 28

6.1 Background of Lijnco ... 28

6.2 Web Offset Presses; the 496 ... 30

6.3 Overall Equipment Effectiveness of the 496 ... 31

6.4 Availability of the 496 ... 31

6.5 Case Fit with Management Question ... 32

7. Current Situation at the 496 ... 34

7.1 Literature on Mapping the Current Situation ... 34

7.2 Value Stream Map of the 496 ... 35

7.3 Empirical Causes of Makereadies ... 36

7.4 Costs of Makeready Waste ... 40

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Master thesis W.H. Knol - Report XI

8. Proposals and Argumentation ... 42

8.1 Technology Roadmap ... 42

8.5 New Web Offset Presses ... 54

9. Dissemination ... 55

9.1 Overall Equipment Effectiveness ... 55

9.2 Sorting, Straightening, Sweeping, Standardizing, and Sustaining ... 55

10. Conclusions and Recommendations ... 59

10.1 Research Question ... 59

10.4 Automation... 61

10.5 Reflection and Future Research ... 62

References ... i

Wordlist ... v

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Master thesis W.H. Knol - Report XII

Abbreviations

Abbreviation Fully written Dutch translation 5S Sorting, Straightening, Sweeping,

Standardizing, and Sustaining

Sorteren, Scheiden, Schoonmaken, Standaardiseren en Systematiseren

C/T Cycle Time Cyclustijd

C/O Changeover Time Omsteltijd

CCM Conceptual Framework Conceptueel Causaal Model CMYK Cyan, Magenta, Yellow, and Black Cyaan, Magenta, Geel en Zwart CTP Computer to Plate Computer naar Plaat

DTP Digital to Paper Digitaal naar Papier ECM Empirical Framework Empirisch Causaal Model

HOCP Human-Oriented Common Practices Mensgerichte Algemene Gebruiken

JIT Just in Time Precies op Tijd

MFI Measurement for Improvement Maatregel ter Verbetering MQ Management Question Managementvraag

OEE Overall Equipment Effectiveness Algehele Machine Effectiviteit PESTEL Political, Economical, Social,

Technological, Environmental, and Legal

Politiek, Economisch, Sociaal, Technologisch, Milieu, en Wettelijk ROI Return on Investment Terugverdientermijn

RQ Research Question Onderzoeksvraag

SMED Single Minute Exchange of Die Enkele Minuutsomwisseling van Gereedschap

SWOT Strengths, Weaknesses, Opportunities, and Threats

Sterkte, Zwakte, Kansen en Bedreigingen TPM Total Productive Maintenance Totaal Productief Onderhoud

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Master thesis W.H. Knol - Report 1

1. Introduction

To understand the setting of this study, this chapter describes the introduction to this report. The background of printing, the relevance and the objective of this study, the case of Lijnco, and the structure of this report are given.

1.1 Background of Printing

Around 3000 BC printing technologies started with small tablets of stone and wood. In the 11th century AC the first movable type of printing was created using combinations of single metal letters to print. In the 15th century rotary printing was developed and since then printing diversified. In the 19th century offset printing evolved and this turned out to be the most productive print technology of the previouscentury. It is based on the repulsion of oil and water, or lithography. In offset printing, the ink is transferred (offset) from a plate to a blanket and finally to a substrate. Currently offset presses are used to print a variety of substrates for publishing, like books and magazines, but also for packaging, like boxes and product wrappings, for labelling, like self-adhesive or shrink sleeves, and for printing commercial products, like advertising and transactional mail. The most recent developments in printing technology are in industrial inkjet technology, developed in the 20th century. This technology allows the mass production of highly diversified products. This short overview indicates the long history of printing in general, the slow market evolvement of the printing industry, and the turning point due to digital print technologies the industry is facing right now.

1.2 Relevance of this Study

To find the relevance of this study one has to understand that in the process of web offset printing various kinds of waste occur. Print shops themselves state that makereadies, or setups as they are regularly called, are the most important activity for improvement (Kapel, 2009). Makereadies are defined by Holliday (2000) as “the entire time from when the good counter is turned off on the previous job until it is turned on for the new job”. O’Brien (1998, 1999a, 1999b) also states that makereadies are a recognized problem in the process of web offset presses. She says, “Slow makereadies are the villain of the pressroom” (1999a). And, “When paper waste of more than 5% occurs during makereadies there is significant room for improvement” (1999a). Furthermore, “If managers do not address the problem of makereadies, both productivity and profit margins can be damaged. On the other hand, streamlining makereadies can enable print shops to expand their capacity and to improve their competitive position” (1999b). Holliday (2000) agrees with these statements by saying that efficient makereadies are a must for improving web offset presses. According to Rizzo (2008) makereadies have become even more of a target for print shops now competition increases due to excess capacity and increasing customer demands for quality.

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1.3 Objective and Demarcation of this Study

Surveys and various authors stress that quicker makereadies is one of the most important issues for web offset print shops to increase their productivity in order to reduce their costs. Increasing competition puts pressure on business performance and the risk of bankruptcy is lurking all the time. Managers try to reduce waste at their presses by increasing productivity and therefore by speeding up makereadies. In order to do this, technologies like SMED and automation are available. Although these are mentioned by various authors, no case based research has been done so far to elaborate on the theory and application of quick makereadies for web offset presses. This study will contribute in that it provides a case based approach to test the improvement methods for quick makereadies. The research question (RQ) is as follows:

How should makereadies be quickened in order to increase productivity of web offset presses while reducing costs for print shops?

Various authors bring up various causes for slow makereadies. Holliday (2000) states that in order to quicken makereadies one has to start with measuring productivity. According to Hansen (2001) Overall Equipment Effectiveness is a suitable tool for measuring and knowing how productive web offset presses are. Next, Human-Oriented Common Practices (HOCP), Single Minute Exchange of Die (SMED), and automation (register control, ink key control, etc.) are mentioned among the most important factors to quicken makereadies (O’Brien, 1999a, 1999b, and Holliday, 2000, Rizzo, 2000). Various authors state that management support, involvement of everyone, training, and detailed (cost) information are important to quicken makereadies. Cua et al. (2001) call these Human-Oriented Common Practices (HOCP). Witzig (2006) is surprised by the few people that use SMED for analysing their makeready times. He says that dividing activities in internal and external makeready time (Stage 1) , to convert internal to external activities (Stage 2), and to quicken both (Stage 3) need to be applied continuously to achieve maximum productivity. Lipetri (2001) elaborates on the importance of automation for quick makereadies. Furthermore, motorization of the blades for ink control and motorization of the cylinders for register control enables less than thirty minute makereadies.

1.4 Case of Lijnco and Dissemination

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Master thesis W.H. Knol - Report 3 The findings at the case, combined with the theory on how to quicken makereadies, provide insights in possibilities for print shops in general on how to quicken makereadies at web offset presses in general. Of the OEE, 5S, HOCM, SMED, and automation methods is described how they can help in answering the RQ in order to answer the management question (MQ). Concerning the OEE it is researched whether this is helpful in measuring current effectiveness, comparing these to the industry average, and quantifying improvements. Concerning 5S it is researched what its role is in quick makereadies. How sorting, straightening, and sweeping should be done. And how these activities should be standardized and sustained. Next, concerning HOCP it is researched how management should be committed, how cross-functional training should be given, how employees should get involved, and how information and feedback should be given. Furthermore, concerning SMED is researched how these principles should be applied. How the current situation should be mapped, how the internal and external steps should be identified, how the internal steps should be converted to external step, and finally how all aspects of the makeready operation should be improved. Concerning automation it is researched if and how colour register control, ink key control, closed loop colour control, and quality inspection should be used.

1.5 Structure of Report

This report is structured as follows. First, the research methodology is elaborated upon in Chapter 2. An overview and elaboration on the diagnosis, design and deliverables is given in that chapter. Second, the MQ is given in Chapter 3. The MQ is related to the environment of print shops, web offset printing in specific and the problem of waste that occurs at those presses. The RQ then follows in Chapter 4. The RQ is focusing on the costs and productivity of the MQ. Furthermore, it focuses on makereadies in specific. A conceptual framework and sub-questions follow on the RQ. When it is clear what needs to be researched, Chapter 5 continues with relevant literature for solving the problem. Human-Oriented Common Practices (HOCP), Single Minute Exchange of Die (SMED), and automation are discussed. Chapter 6 elaborates on and validates the case in this study;

Speciaaldrukkerij Lijnco Groningen B.V. (Lijnco). The background of Lijnco is described, and the

suitability of this case for this study is shown based on the presses and their Overall Equipment Effectiveness. After the case is validated, the current situation at Lijnco is elaborated upon in Chapter

7. A Value Stream Map and the empirical framework are given providing a detailed starting point for

the proposal and argumentation. This proposal is given in Chapter 8, elaborating upon the application of HOCP, SMED, and automation at Lijnco. The investments and revenues and the transformational issues and requirements are also described in this chapter. Chapter 9 ends the body of the report by elaborating upon the dissemination of the findings at Lijnco into a more general application. It explains how these findings can be used at other web offset presses. Finally, conclusions and recommendations are given after the final Chapter 10. The references and a wordlist are given at the end of this report.

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2. Research Methodology

Before the details of this study are described, this chapter describes the way this study is done. An overview of the methodology, an elaboration on the diagnosis and the design, the deliverables, and the timeline are described.

2.1 Overview of this Methodology

The methodology of this study is described to ensure that the research is done in a scientific way. It provides insights in the approach used to define the research question (RQ) that is the focus of this study. Furthermore, the methodology shows how this study comes with suitable proposals to quicken makereadies to increase web offset productivity, proposals that answer the RQ. An overview of the methodology is given in Figure 1. The blocks are numbered (3-11) with the chapters where they are described. It is important to note that this methodology is not strictly a linear process, but it is an iterative process.

Figure 1, Overview of Research Methodology (Source: De Leeuw, 2003, and Cooper and Schindler, 2008; specified by

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Master thesis W.H. Knol - Report 5 As one can see, the project is split up in three parts; the Diagnosis, the Design, and the Implementation. These parts are taken from De Leeuw (2003). In the Diagnosis, the problem is determined, the research is designed, and the problem is explained. In the Design, several solutions to the problem are proposed. When one of these proposals is implemented, it should partly solve the problem stated in the diagnosis. And in the Implementation, one of the proposed solutions should be chosen and implemented. Cooper and Schindler (2008) write in more detail about research methodology. Their interpretation, combined with the three phases of De Leeuw (2003) will be elaborated upon in the next paragraphs. The management problem concerning makereadies will be analysed and solved in a scientific responsible manner using this approach.

2.2 Diagnosis of this Study

Problem Determination

First, the background of the printing industry will be described using the Political, Economical, Social, Technological, Environmental, and Legal (PESTEL) analysis and Porters five forces. The background will be based on information taken from relevant articles and books, the archive of Lijnco, interviews with employees, observations at the case site, and observations at other relevant industry sites. Interviews will be individual and semi structured (Cooper and Schindler, 2008). Furthermore, surveys in the printing industry and literature on makereadies at web offset print shops will show the importance of this study. This way the background will lead to the management question. With the MQ, the problem is determined.

Research Design

The second part of the diagnosis describes the research design. The MQ is the input for the research design. Abstracted definitions and concepts will be used from relevant articles and books in order to model the problem. This way the MQ will be focused into the RQ. The research question sets a clear objective for this study. Answering the RQ will be the end goal and key deliverable of this project. When the RQ is clear, a conceptual framework (CCM) will be provided in order to give an overview of possible system variables that influence the problem. These variables should be independent, meaning that these can be adjusted by print shops in order to improve their situation. The CCM and its variables will be based on books and articles relevant to the subject. The CCM will lead to the sub-questions. The sub-questions allow this study to be split up. Step by step the sub-questions should be answered in order to answer the RQ. With the sub-questions, the research design is completed. Problem Explaining

The third and last part of the Diagnosis will explain the problem. This will be done starting with describing relevant literature to find ways of improving makereadies. Relevant literature will be found using the electronic databases of the University of Groningen; Catalogus RuG in order to find books (searching for ‘setup’, ‘changeover’, ‘SMED’, ‘OEE’, and ‘TPM’) and RuG Combine and Purple

Search in order to find articles (searching for ‘offset’, ‘web’, ‘inkjet’, ‘toner/laser’, ‘setup’,

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Master thesis W.H. Knol - Report 6 (Rother and Shook, 2003). Again, information taken from the archive of Lijnco, interviews with employees, measurements, and observations at the process itself will help setting the VSM up. As the VSM is complete, the conceptual causes can be tested as well. This way, the empirical causes can be found. This makes visible what contributes the most to unnecessary costs. With the empirical framework known it is possible to continue with the design.

2.3 Design of this Study

The Design consists of several proposals that should be based on relevant literature and the current situation at the case site. Furthermore, part of the proposal will be checked at other case sites. These proposals will be quantified and weighed against each. The various proposals are there for Lijnco to consider. They provide various possibilities to solve the problem giving Lijnco a good basis for handling their situation (Ruck, 2009). Off course, the costs and revenues of the different proposals will be calculated and the qualitative advantages and disadvantages will be given to provide a complete insight in the possible solutions. Also the transformational issues and requirements from the current situation to the new situation will be taken into account. To ensure that other web offset print shops than Lijnco can also benefit from this scientific study, the dissemination will finish the design part. In this part the results are described in a more general way.

2.4 Deliverables of this Study

Finally, the results of this study will be delivered in five ways of which four are specific for Lijnco and one is specific for other web offset print shops. During the project, there will be informal meetings with the case supervisors weekly. The progression will be discussed in these meetings, as well as questions and expectations from both sides. After two to three months there will be a progress presentation. This presentation will explain the choices made so far that give the final direction to the project. At the end of this study this report will be delivered. This report will describe the proposals that answer the RQ as well as the approach taken to answer it. And finally, together with this report, a final presentation will take place. This presentation will explain the insights of this study, and it will hand over the process of improvement this project started. This way Lijnco can continue implementing the results to improve its situation. The fifth deliverable will be an article based on this study published in the journals American Printer, Greensheet, and the National

Association of Printing Leadership. These are printing industry specific journals that are stated to

welcome the input from this study for an article on this subject.

2.5 Timeline of this Study

This study starts on the 7th of February 2011. It is expected to take five months so it should be finished on the 1st of July 2011. Due to vacations it will be extended by one month. As described above, this project is split up in three phases. Two of those phases are part of this study; the Diagnosis and the Design. Since the diagnosis is the backbone of this study, this is expected to take up most of the available time. A total of two months is planned for this phase. The design then should be done in one month and a half. This leaves three weeks to finish this report, two weeks for unforeseen events, and one week to prepare for the presentation.

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3. Management Question

To understand what drives management of web offset print shops, this chapter will elaborate on the management question (MQ) concerning makereadies. To understand the MQ first the background of the printing industry will be elaborated upon. A Political, Economical, Social, Technical, Environmental, and Legal (PESTEL) analysis will elaborate on the macro environment of the printing industry. Furthermore an Entrants, Suppliers, Buyers, Substitutes, and Competition (5 Forces) analysis will elaborate on the specific environment of print shops. An overview of these two analyses is given in Figure 2. The workflow and specifics of web offset printing then will lead to the MQ.

Figure 2, Environmental Analysis (Source: author)

3.1 Political, Economical, Social, Technical, Environmental, and Legal

Analysis

This study is going to propose courses of action concerning the course of web offset print shops. This can only be done when the macro environment of the printing industry is analysed and understood. To do so, a Political, Economical, Social, Technological, Environmental, and Legal (PESTEL) analysis will be done. According to Boddy (2008), this analysis suits best to understand the macro environment of the printing industry. The various categories will be elaborated upon. Data are taken from the websites of various related organizations in order to get the most up to date and detailed information.

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Master thesis W.H. Knol - Report 8 printing industry faces a prejudice market. Customers think that paper is bad for the environment while it is shown that printed products and comparable digital products equally contaminate the environment. This is because the production of a paper product and reading the same product digitally produces the same amount of carbon dioxide (Rendement, 2011). Concerning legal aspects, according to the KVGO the current collective labour agreements of the various graphical industries have had their days. It is time for a new collective agreement for the entire printing industry to strengthen their powers (FNV KIEM, 2011d). So there are some changes and improvements in order to get the printing industry up and running again but overall the industry faces a great challenge.

3.2 Entrants, Suppliers, Buyers, Substitutes, and Competition Analysis

To understand the specific environment of print shops the macro analysis done with PESTEL will be deepened. According to Porter (2008) his five forces analysis suits perfectly for that. In this analysis, the threat of new entrants, the power of suppliers, the power of buyers, the threat of substitutes, and the rivalry among existing competitors are described to determine the viability of print shops. Data are taken from interviews with the CEO, head of Sales and head of Purchasing of Lijnco.

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3.3 Workflow at Web Offset Presses

Now the environment of print shops is clear the specifics of web offset printing can be elaborated upon. In order to understand the specifics of web offset printing, the workflow of these presses, both digitally as well as hardcopy, will be described first. The flow of this data from the customers to and through print shops is called the workflow. This description is based on following an actual job through a print shop.

First the customer sends the files that need to be printed to the print shop digitally. The customer usually makes the file in Word and then they export the file to a .pdf extension. This pdf file is then send to the Preparation of print shops. At the Preparation, this pdf is the beginning of the order map, the trigger for producion. The order map is accessible by all relevant departments. First, the Digital to Plate (DTP) processes the original file in a program, for example Preflight, to check the pdf for suitability for press, in colour, pixels, etc. If the file is good, the program optimizes the pdf to a .tiff file. This tiff file is added to the order map. If there are errors in the file, for example the pixels are too low, the program shows this. These messages are also added to the order map. Now the DTP can decide on the importance of the errors. If necessary, a new file is requested from the customer. If not, the error is only communicated to the customer and the process continues. DTP prints a proof of the order, a hardcopy example of what needs to be printed. This again can be checked with the customer. After this proof is approved by the customer the Repro transfers the .tiff file into as many 1-bit files as there are colours with a maximum of eight, four colours per side. These 1-bit files are transferred to plates by a Computer to Plate (CTP) machine. Furthermore, these 1-bit files are transferred to CIP3 settings, indicating the amount of ink to be used at the press. These plates and CIP3 settings are then send to the press. The plates are inserted into the press to transfer the ink onto the substrate. The CIP3 settings are used to adjust the ink keys, regulating the amount of ink to be transferred to the substrate. This amount then has to be optimized as well by the operator. When the order is pressed, the optimized CIP3 file is send back to the Repro for data-based improvement of future CIP3 files of that same product.

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Master thesis W.H. Knol - Report

3.4 Web Offset Printing

Now the workflow around the press is clear, the printing at web offset presses can be elaborated upon. These presses work as follows. The inked image is transferred (offset) from an

a plate, then to a rubber blanket, and finally to the pri

substrate. Furthermore damp is used in the process. The principle of offset is shown in

study focuses on commercial offset versus newspaper, packaging or labelling presses. Furthermore, this study focuses on web offset, meaning that the substrate is taken continuously from a web (roll). This is as opposed to sheet-fed, where the substrate is taken piece by piece as sheets. Most presses can produce sheets when they are configured to this kind of

ability to process various configurations like perforation, punching, etc. (O’Brien, 1998). The lifespan of a web offset press is between 10 years up to and over 30 years. Off course this highly depends on the type, usage, and maintenance of the press (Videotaping 1, 2011).

Figure 3, Principle of a Web Offset Press in Cross Section (

As stated, web offset presses are machines that can process several configurations in one run. The standard configuration consists of printing 1

of the basic colours Cyan, Magenta, Yellow, and Black (CMYK) w

The web offset presses with two colours and more can press two sides o

After one or more colours the substrate then is turned around a rod inside the press. This can occur at various stages in the press making it possible to print various amounts of colours on the front and/or back of the substrate. Next to printing colours, web offset presses can be equipped with other configurations like punching, pinfeed, perforation and so on. Al of these configurations are linked according to a product layout meaning that all configurations are in a direct line w

line has a tact time so that all specifics like cycle time and uptime are the same for all configurations making it one integrated press (Nicholas, 1998). An example of an eight colour web offset press is given in Figure 4.

Report

Now the workflow around the press is clear, the printing at web offset presses can be elaborated upon. These presses work as follows. The inked image is transferred (offset) from an

a plate, then to a rubber blanket, and finally to the printing surface. This printing surface is called a substrate. Furthermore damp is used in the process. The principle of offset is shown in

study focuses on commercial offset versus newspaper, packaging or labelling presses. Furthermore, tudy focuses on web offset, meaning that the substrate is taken continuously from a web (roll). fed, where the substrate is taken piece by piece as sheets. Most presses can produce sheets when they are configured to this kind of output. Also, most presses have the ability to process various configurations like perforation, punching, etc. (O’Brien, 1998). The lifespan of a web offset press is between 10 years up to and over 30 years. Off course this highly depends on

and maintenance of the press (Videotaping 1, 2011).

, Principle of a Web Offset Press in Cross Section (Source: Kipphan, 2001

As stated, web offset presses are machines that can process several configurations in one run. The ration consists of printing 1-10 (different) colours in one run. These colours consist of the basic colours Cyan, Magenta, Yellow, and Black (CMYK) with which any colour can be printed. The web offset presses with two colours and more can press two sides of a substrate in one run. After one or more colours the substrate then is turned around a rod inside the press. This can occur at various stages in the press making it possible to print various amounts of colours on the front Next to printing colours, web offset presses can be equipped with other , pinfeed, perforation and so on. Al of these configurations are linked according to a product layout meaning that all configurations are in a direct line w

line has a tact time so that all specifics like cycle time and uptime are the same for all configurations making it one integrated press (Nicholas, 1998). An example of an eight colour web offset press is

10 Now the workflow around the press is clear, the printing at web offset presses can be elaborated upon. These presses work as follows. The inked image is transferred (offset) from an ink reservoir to nting surface. This printing surface is called a substrate. Furthermore damp is used in the process. The principle of offset is shown in Figure 3. This study focuses on commercial offset versus newspaper, packaging or labelling presses. Furthermore, tudy focuses on web offset, meaning that the substrate is taken continuously from a web (roll). fed, where the substrate is taken piece by piece as sheets. Most presses output. Also, most presses have the ability to process various configurations like perforation, punching, etc. (O’Brien, 1998). The lifespan of a web offset press is between 10 years up to and over 30 years. Off course this highly depends on

Source: Kipphan, 2001)

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Figure 4, Eight Colour Web Offset Press (Source: picture taken by author)

3.5 Management Question

Now that the environment of print shops and the specifics of web offset printing are clear, the management question (MQ) can be described. In the production process of web offset presses there is waste. Especially setups and defective products are types of waste that are spotted quickly. But other types of waste like equipment failure and reduced speed are also occurring (Nakajima, 1988). Note that not only processed materials like substrate and ink are disposed of but also the capacity of production, capacity of labour, and even the ability to produce profit is ‘thrown away’. It is clear to print shops that the threat of closure due to insufficient business performance is always there. Furthermore, as shown in paragraph 3.1 Political, Economical, Social, Technical, Environmental, and

Legal Analysis in this chapter the entire printing industry suffers from a decreasing economy, putting

pressure on the sales prices. This emphasizes the growing importance to reduce waste in the production process of web offset presses. Waste in this process is not acceptable. It causes unnecessary costs and profit reduction and it jeopardizes the continuity of the companies. Due to the consequences of increasing competition and a continuously rising price of paper it is needed to research what wastes occur exactly where and when in the production of web offset presses, how much this costs and how these wastes can be reduced. Therefore the MQ is as follows:

How should waste at web offset presses be reduced to zero?

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4. Research Question

To understand how the research question (RQ) should be derived from the management question (MQ) the latter should be focused. Zero waste, measuring waste, and the influence of makereadies are described. Furthermore to set up a more detailed approach for this study a conceptual framework (CCM) and sub-questions are described.

4.1 Focus; Costs and Productivity

Zero Waste vs. Cost Reduction

The MQ aims to reduce waste to zero. However, this is considered to be impossible to achieve within any study. According to Ohno (1988) process activities can be split up in two parts, work (adding value) and waste. He said “true efficiency comes when we produce zero waste and bring the percentage of work back to 100 per cent”. Therefore the idea of zero waste should be strived for. However, according to Imai (1986) waste should be eliminated continuously, implying that this is a never-ending journey. This can be seen at the system that was at the origin of lean, the Toyota Production System (TPS). As of its start in the 1950’s up to now, they continuously improve their production system for there is always waste to reduce. It took Shingo (1985) himself, the founder of setup time reduction method Single Minute Exchange of Die (SMED), six months to improve setup time for one press from four hours to ninety minutes. Therefore it is considered impossible for this study to reduce waste to zero. Instead, the focus will be on costs. Since the continuity of print shops depends on their added value relative to their costs, reducing costs will certainly contribute directly to the strategy of print shops. Reducing costs is therefore a realistic goal for this study.

Overall Equipment Effectiveness

To measure cost, the current situation of a web offset press should be known. According to Hansen (2001) this can be measured perfectly using the productivity measure Overall Equipment Effectiveness (OEE). Hansen (2001) defined the OEE as the availability*performance

efficiency*quality rate. This then gives a percentage of productivity. An overview of OEE is given in Figure 5. The availability is the actual runtime of the press divided by the scheduled runtime of the

press. The performance efficiency is the actual cycle time divided by the theoretical cycle time. And the quality rate is the number of good products divided by the number of total products. The loading time is the time actually scheduled for production divided by the total calendar time. According to Hansen (2001), when this factor is added the Total Equipment Effectiveness Performance results. This study will focus only on the OEE because extra time due to more planning is not considered waste whereas lower availability due to downtime, lower performance due to speed losses, and lower quality due to defective products are considered waste. As one can see from the figure there are six major losses in OEE;

• Equipment failure

• Setup and adjustment loss • Idling and minor stoppages

• Reduced speed • Defective products • Reduced yield

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Figure 5, Overall Equipment Effectiveness (Source: Nakajima, 1988)

4.2 Focus; Makereadies

Increasing Productivity; Makereadies

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Figure 6, Press Output during Makeready (Source: McIntosh, Culley, Mileham, and Owen, 2001)

Setups vs. Makereadies

In contrast to makereadies the word setup is used commonly around science (Shingo, 1985, Sekine and Arai, 1992, and Nicholas, 1998). However, a different definition is used in the printing industry. O’Brien (1998) and others write about makereadies instead of setups. This is a crucial difference because both imply the same namely the elapsed time between when the last unit of a one lot is produced and when the first good unit of the next lot is produced (Holliday, 2000 and Shingo, 1985). However, since the printing industry uses the definition of O’Brien (makereadies) instead of the definition of Shingo (setups), the former will be used to find specific literature relevant to setups in printing. The latter will be used to find general literature relevant to the subject. Furthermore, since this report is about the printing industry and since it is written for print shops, the definition of O’Brien will be used in this report from here on.

4.3 Research Question

The focus of the MQ now gives the research question for this study:

How should makereadies be quickened in order to increase productivity of web offset presses while reducing costs for print shops?

4.4 Conceptual Framework

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Figure 7, Conceptual Framework (Source: Nicholas, 1998, and Hansen, 2001; combined by author)

1. Causes for Makereadies

Various authors bring up various causes for slow makereadies. Holliday (2000) states that in order to quicken makereadies one has to start with measuring productivity. As described before, Overall Equipment Effectiveness (OEE) is a suitable tool for measuring and knowing how productive a web offset press is (Hansen, 2001). Next, Human-Oriented Common Practices (HOCP), Single Minute Exchange of Die (SMED), automation (register control, ink key control, etc.), and maintenance are mentioned among the most important factors to quicken makereadies (O’Brien, 1999a, 1999b, and Holliday, 2000), as shown in Appendix I, Conceptual Causes of Makereadies.

O’Brien (1999a, 1999b) and Holliday (2000) stress the importance of employees in makereadies. According to O’Brien this starts with management support to help draft action plans. On the other hand, she emphasizes the importance of involvement of everyone who touches the job before makeready, including plate makers, planners, operators, maintenance, and supervisors (1999a). This will ensure understanding of downstream impact of activities. O’Brien continues to say that training is needed to inform employees on makeready techniques in order to quicken them. Finally she stresses that providing detailed (cost) information on operator performance and accentuating the positive will automatically create a culture of improvement for employees (1999b). These aspects match identically to what Cua et al. (2001) call Human-Oriented Common Practices (HOCP). Next to these aspects Cua et al. (2001) also mention strategic planning however this is elaborated upon in the SMED methodology as well.

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Master thesis W.H. Knol - Report 16 Almost every author writing on makereadies emphasizes automation as a means to cut makeready times. O’Brien (1999a) mentions ink key control as the first to automate to quicken makereadies from one hour down to fifteen minutes. In her next article (1999b) she continues by saying that register, colour, and ink are the top three problems to makeready waste. “Automation has proven to be an excellent solution”. Furthermore, time and waste can be cut in half. Holliday (2000) mentions register control, ink key control, closed-loop colour control, and quality inspection. Lipetri (2001) agrees with these statements by saying that motorization enables less than thirty minute makereadies.

Finally, Rizzo (2008) states that Total Productive Maintenance contributes to quicken makereadies. However, maintenance is no direct part of makereadies, as defined by Holliday in the previous paragraph. Furthermore, Rizzo elaborated thoroughly on this matter in his book “Total Productive Maintenance; A Guide For The Printing Industry”. Therefore TPM in itself will not be elaborated upon for improving makereadies. However, TPM remains important and the HOCP principles of TPM will be used to quicken makereadies.

2. - 5. Makeready Time and Costs and Lost Revenues

HOCP, SMED, and automation are found to be the most important causes of longer makeready time as they are applied to a lesser extent. More makeready time will result in more makeready costs and therefore lost revenues. This is the case if the press and operators are working, but are adding no value. There are no products made in this time so there can be earned no money for depreciation, overhead or to make profit. Furthermore, more makeready time will result in more makeready costs in material. Material can be substrate, ink, chemicals, or any semi- or completely finished product. Material is paid for and, if not processed in products, print shops will not earn money on using it. And finally, the higher the costs and lost revenues in time and material are, the higher the total costs and lost revenues are.

4.5 Sub-Questions

Based on the conceptual framework, this study can be split up in sub-questions. Answering these sub-questions will provide a clear view on what wastes should be solved first. The sub-questions are as follows:

1. What imply HOCP, SMED, and automation in theory? (Chapter 5) 2. What case can be researched for this study? (Chapter 6)

3. How much time (availability) and material (quality) are wasted at the case during makereadies and what are the costs of this waste in time and material? (Chapter 7)

4. How should HOCP, SMED, and automation be applied to quicken makereadies at the case? (Chapter 8)

5. How can these findings be disseminated? (Chapter 9)

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Master thesis W.H. Knol - Report 17 1 2 3 4 5 1 - - - - 2 x x - - 3 - x - - 4 x x x - 5 x x x x

Table 1, Interrelated Overview of Sub-Questions (Source: author)

In order to find what HOCP, SMED, and automation imply in theory, no other info is needed than what is already available. Both theory and insights in the amount of waste during makereadies are needed to determine the suitability of a case. Then only the case is needed to find the amount of waste during makereadies and to determine the costs of this waste. For the application of HOCP, SMED, and automation at the case the theory, the case, and the amount and costs of the waste at the case are needed. And finally, to determine the dissemination, all information is needed.

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5. Literature on Makereadies

To be able to give proposals to quicken makereadies at web offset presses in order to increase productivity, literature concerning Human-Oriented Common Practices (HOCP), Single Minute Exchange of Die (SMED), and automation are described. Since the former two aspects of this literature are taken from general concepts instead of graphical related concepts, in this chapter the definition of setups is used rather than the definition of makereadies.

5.1 Setup Improvement

Traditional Approach

In order to improve setups, companies traditionally try to keep the number of setups to a minimum instead of improving setup time (Shingo, 1985). After all, a setup operation takes time, costs money, and produces nothing. It is a non-value-added activity. Companies therefore usually deal with setups in the following ways. They:

• Increase the skills and knowledge of the setup (in stead of operating) personnel. • Minimize product variety.

• Combine different jobs with similar setup requirements.

• Use large lots.

These ways of handling setups are acceptable if one starts with the premise that setup time and cost are immutable, inflexible, and un-improvable. However, if the goal is to minimize production costs, then all four of the above mentioned ways have major drawbacks. They hamper product diversity, quality, and production flexibility for the sake of one thing: minimizing the number of setups. If in the contrary one considers setup time as variable, flexible, and improvable, another way will be found: change the setup procedure in order to improve setup time (Shingo, 1985 and Nicholas, 1998). Benefits of decreased setup time are increased quality due to fewer mistakes during simpler procedures, lower costs due to smaller batches, higher flexibility due to quick setups, higher work utilization due to lower skill requirements, more capacity and shorter lead times due to shorter setups, and lower process variability due to simpler setup procedures (Nicholas, 1998).

Current Approach

The goal of quicker setups is to maximize the transfer of setup responsibility to operators, to minimize the press downtime, and to abolish setup (Harmon and Peterson, 1990). According to these authors, the first thing that should be done in order to achieve this is to involve employees who know the operation and equipment best. When they are involved a general approach to achieve quicker setups is provided by Nicholas (1998):

1. Divide the large, on-going program in separate single projects to maintain manageability. 2. Select the scope of a single project as that the operations that have the greatest need. 3. Select the setup reduction team, including employees that know the press and the problems

of setups, who will be affected by changes, and who have ideas for improvement. 4. Make a videotape of the setup to get a detailed picture of the current setup procedure. 5. Analyse the videotape and identify the individual or elemental (micro) steps and their

elapsed times.

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Master thesis W.H. Knol - Report 19 This approach is too general to be sufficient. Therefore, a specific methodology entailed to web offset presses will be developed based on the general concepts Human-Oriented Common Practices (HOCP), SMED, and automation. These are discussed in paragraph 4.1 Focus and will be elaborated upon in the next three paragraphs.

5.2 Human-Oriented Common Practices

As stated in the previous paragraph, involving employees should improve setups. The importance of Cua et al. (2001) their Human-Oriented Common Practices (HOCP) is also stressed by O’Brien (1999a, 1999b) and Holliday (2000). They emphasized the importance of management support, cross-functional training, information and feedback, and involving everyone who touches the job before makeready, including plate makers, planners, operators, maintenance, and supervisors (1999a). These characteristics are taken from Total Quality Management (TQM), Just In Time (JIT), and Total Productive Maintenance (TPM). In paragraph 4.4 Conceptual Framework it was stated by Rizzo (2000) that TPM enhances makereadies and with that productivity in print shops as well. This in contrary to TQM that focuses on quality and JIT that focuses on inventory (Cua et al., 2001). Therefore the HOCP will be elaborated upon based on TPM.

Sorting, Straightening, Sweeping, Standardizing, and Sustaining

Nakajima (1988) and Sekine and Arai (1998) stated that the base for TPM is Sorting, Straightening, Sweeping, Standardizing, and Sustaining (5S). As given in Figure 8, 5S stands for the following.

Figure 8, 5S (Source: Sekine and Arai, 1998)

1. Sorting (Seiri); organizing the workplace by identifying unneeded items and removing them right away.

2. Straightening (Seiton); laying out necessary items so that they are easy to use, and labelling them so everyone can see where to find them and put them away.

3. Sweeping (Seiso); performing a thorough cleaning and inspection of everything in the workplace.

4. Standardizing (Seiketsu); maintaining the first three Ss; sorting, straightening, and sweeping. 5. Sustaining (Shitsuke); following standards and educating everyone so that 5S becomes a

habit employers follow without being told (Sekine and Arai, 1998).