Managing information in a printing plant - Rotogravure
Transcript of Managing information in a printing plant - Rotogravure
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Managing information in a printing plant
DiMS! organizing printGerard Marneth
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Gutenberg’s ambition
Invent a press …
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Gutenberg’s ambition
… to produce Bibles
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Industrial revolution
Advertisements became important
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Quality improved to superior heights
Gravure is leading in quality of print
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Quality improved to superior heights
The real lady is not as gorgeous as her print on page 3
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What did we miss in the quest for cost reduction?
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The Value Stream
Raw FinishedRaw
Materials
Finished
Product
VALUE STREAM
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The Value Stream and Waste
Many activities in this value stream add value
Value is anything the customers are willing to pay for
VALUE
VALUE STREAM
VALUE
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The Value Stream and Waste
Many activities in this value stream just add waste
Waste is anything that adds costs that your
customers are not willing to pay for
WASTE
VALUE STREAM
WASTE
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The Value Stream and Waste
Overproduction, work-in-progress, excess
transportation, extra handling, scrap, rework and
waiting for things are examples of waste
LEAD TIME
COST
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The Value Stream and Waste
As you drive out waste and flow your product more
quickly through the value stream, your operation
becomes less costly and more responsive.
LEAD TIME
COST
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8 Types of waste
1. Transport(moving products that are not actually required to perform the processing)
2. Inventory(all components, work in process and finished product not being processed)
3. Motion(people or equipment moving more than is required to perform the processing)
4. Waiting4. Waiting(waiting for the next production step)
5. Overproduction(production ahead of demand)
6. Over Processing(resulting from poor tool or production preparation activity)
7. Defects(the effort involved in inspecting for and fixing defects)
8. Waste of unused human talent
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Todays unstable economy is creating a burning platform in most companies
In uncertain times, trusted information becomes more valuable than ever
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During a recession
Customers place smaller orders and place more frequent orders
Managers look more frequently to optimize performance
Greater demand of Business Intelligence tools
Everyone is getting squeezed:
– customers ask for tighter margins and more price information
– suppliers for better terms – suppliers for better terms
Your business and customers run on shorter information cycles due to a constantly changing business landscape.
All these pressures create greater demand for information resources: more demand for simulation, forecasts, budgets, scheduling and supply chain data
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$50,000 order$500 Processing Costs1% of Sale
The increasing problem
$5,000 order$500 Processing Costs10% of Sale
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Information management issues are complex
Usually there’s a convoluted history
Data and information are the anthropology and the archaeologyof the company
There is an increased Merger & Acquisition activity
This results in even more kinds of legacy systems
Most times there are different and inconsistent processesMost times there are different and inconsistent processes
In many areas companies use different data structures
Systems frequently contain “black boxes” nobody dares to touch
Most organizations rely on legacy information management systems developed before today’s economic and regulatory reality.
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Left undisturbed, most of these black boxes function just fine, but tamper with
the wrong one and it becomes an the wrong one and it becomes an information land mine.
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A recession is a horrible thing to waste
Why didn’t you see that coming?
– “We never accounted for that”
Others survive, why?
The difference often lies in the speed with The difference often lies in the speed with which firms can recognize and respond to these events. Survivors have access to the right information and know how to use it.
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4 levels of adopting managing enterprise information
Level 4
– Leading companies where information management is built into every facet of the business
Level 3
– These companies would like to be Level 4 organizations, and managing enterprise information is in their culture
Level 2
– Managing enterprise information is not in the culture of these organizations
Level 1
– These companies don’t pay attention to data
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Today, businesses must work smarter,
not just harder – and to do it,
they must use information to compete.
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Businesses must work smarter
Plant Plant
Supplier
Management
Finance
Supplier
Sales-CRM
Estimating
OrderManagement
Planning
Purchasing
Shipping
Accounting
Customer
Workflow
Plant Plant
Supplier
CarrierProductionInventory Scheduling
Shipping
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Information is integral to high performance
Support strategy execution
Improve business processes Improve business processes
Allocate resources more effectively
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Achieve alignment
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Achieve higher performance
Make information more accessible yields tremendous dividends:
Higher employee productivity,
Greater motivation
– (less frustration with slow or dysfunctional applications),
Better business process alignment
Faster response
The easier it is to access information, the more likely that people will use it. But without effective information management, working with data and information held in enterprise systems is often impractical or impossible.
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Unstructured data
Organizations have terabytes of unstructured data assets
Data should not be maintained or analyzed in separate information silos
It must be tied back to business processes
That speeds up operations and decision-making
When dealing with a supplier:When dealing with a supplier:
– have access to a contract specifying the terms
When tracking returned or defective products or deliveries:
– include a photo that illustrates the extent of the defect
When dealing with paper breaks:
– attach a runtime photo of the break
When invoicing:
– include to all additional task that are performed
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According to a recent Gartner report
Less than 10% of the executives have access to the information they need
And even when they have access, 56% worried it wasn’t trustworthy enough to make good decisions
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Information management as strategic imperative
More accurate decisions
Improved agility
Better intelligence
Enhanced performance managementEnhanced performance management
Better relationship management
Mergers and acquisitions become drastically
more effective against lower cost
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ROI for enterprise information management
Waiting for paperWaiting for platesWaiting for inkJob pulled – but machine can’t run the jobJob scheduled for production but not ready to runSearching for WIPMoving WIP aroundEquipment break downPoor communicationWaiting for a decisionJob information incomplete / incorrectJob information incomplete / incorrectJob runs slower due to quality problemsPress and other operation statisticPaper statistic and performanceCustomer statistics and performanceInventory reductionCustomer paper handlingRoll level trackingWIP trackingCycle time improvementLesser time to enter quotes and estimatesBetter job handlingImproved customer tight into the process
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ROI for enterprise information management
Improved shipping processBetter, quicker en higher invoicesNo more rekeying of dataReduction of errors and mistake during rekeyingTrim search costOne single truthIncreased productivity due to fewer manual checks for accuracyReduction in the time and effort required to produce reportsEnhanced ability to comply with regulatory requirements Greater and more confident audit readiness.Greater and more confident audit readiness.Enhanced access to highly consistent information,as well as to unstructured data.Enhanced ability to transform data into usable and actionable informationReduced cost and effort required for virtually every IT projectReduced IT costs associated with data maintenance Elimination of custom programming to build data extraction and manipulation.Incremental revenue from the ability to cross-sell and up-sellImproved customer service Lower merger and acquisition costFaster effect in merging an acquiring businesses…
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ROI for enterprise information management
Cost
Lead time
WIP
Cash flow
Quality
CapacityWIP
Inventory
Setup time
Waste
Capacity
Utilization
Throughput
Responsiveness
Flexibility
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A recent Forrester analysis
Shows example of ROI of 647%
Break even point on IT investment Break even point on IT investment only three months after implementation
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