Operations Management 2012 - British Print

Operations Management 2012

Operations in Focus ContaCt Head of BPIf BusIness PhiliP ThOMPsOn on 020 7915 8377

2 inprintxtra | June/July 2012 | www.britishprint.com

inprintxtra

3 IntroductIonA guide to operations management

4 operatIonal benchmarkIng and performance measurement How to measure performance

6 standards and performance ImprovementThe standards to measure against

8 ImplementatIon plannIngThe importance of planning

10 InterfacIng wIth your customersTaking customer service to a new level

12 equIpment effectIvenessImprove efficiency and save money

13 facIlItIesMaking them work for you

14 envIronmentAn Environmental Healthcheck

15 health and safetyYou can’t afford to be ignorant

16 busIness contInuItyPlanning for disruptions

Marketing and Communications Director: Alison HarperMembership Director: Dale WallisFinance Director: Michael GardnerTraining and Development Director: Kay SmithChief Executive: Kathy Woodward

Design: The Page Design Consultancy LtdSuite One, Matthew Temple House, The Broadway, Woodhall Spa, Lincolnshire LN10 6STT: 01526 353555 E: [email protected] W: www.thepagedesign.co.uk

Printing sponsored by: Precision Printing Co Ltd47 Thames Road Barking IG11 0HQT: 0845 606 4001 W: www.precisionprinting.co.uk

British Printing industries Federation2 Villier's Court, Meriden Business Park, Copse Drive, Coventry, West Midlands, CV5 9RNT: 0845 250 7050 F: 01676 526 033 W: www.britishprint.com

Advertising Enquiries please contact: Mark Wilkins T: 01753 714 999 E: [email protected] Alison HarperT: 020 7915 8390E: [email protected]

Paper sponsored by: TalkPaper, Billericay, Essex, CM12 0DZ T: 01277 652888

imagery: Shutterstock

Inprintxtra 2012 all rights reserved. Inprintxtra is circulated to members of the BPIF. Reproduction in any form, or by any means, whole or in part without written permission from the British Printing Industries Federation is strictly prohibited.

Editor: Amy HutchinsonT: 020 7915 8373E: [email protected]

cOnTEnTs

2 inprintxtra | June/July 2012 | www.britishprint.com www.britishprint.com | June/July 2012 | inprintxtra 3

In this short guide to operations management we set out to

explore the relationship between organisations, customers, business strategy, and the elements that fit together under the banner of operations.

At its broadest application, operations management integrates a company’s sales,

marketing and customer facing processes with its service and production activities to deliver effectively and efficiently the innovation, value and control that customers expect.

Our introductory diagram below is a simple representation of the interrelationships, but in practice the dynamics can

be far more complex. Larger customers often represent a myriad of stakeholders within the same organisation, all with different drivers, key performance indicators and even their own vocabularies.

Each organisation has its own business strategy. Some will be extending their services from

OPErATIOns MAnAgEMEnT

inprintxtra | Introduction

continually Managing the culture

People Equipment Materials

Planning, Processes, Activities and standards

Define Measure Analyse Improve control

Measurement & Benchmarking

BusinessOutcomes

customerOutcomes

Businessgrowth

print specific to include marketing and support services; some will be curtailing their activities to provide a second tier supply relationship; and others will look to be totally customer centric. In between will be the organisations that look to maximise their operational capability by taking to their customers innovative products that optimise their own opportunity to create added value from their systems, production facilities and people.

In the following pages, we will look at how some companies have gone about benchmarking themselves against ‘best in class’, the evolution of continuous performance improvement including an introduction to Six Sigma and LEAN, the role of ‘standards’ in maintaining efficient processes, and the three big numbers: managing paper, equipment and people.

We will also look at the whole question of implementation planning, whether it is a new work flow system, a new press, or integrating a new customer account.

➔ Pursuing the BPiF seals of Excellence offers a great route to developing your organisation. For more information please contact your regional director.


inprintxtra | operational Benchmarking and Performance Measurement

Benchmarking is the systematic comparison of

business processes between organisations in order to identify areas of strength and weakness. The Howard Smith Snapshot is a print-specific benchmarking process that has been used in over 600 print and packaging companies. It includes:

n Best Practice Benchmarking A report showing how operations and administration processes compare against other UK print and packaging companies for 14 key criteria.

n Process Mapping A high level process map on flip charts showing the interaction of material and information flow, including bottlenecks and opportunities for streamlining.

n Operational Measurement Analysis Analysis of 7 key operational measures that quantify customer service, production costs and productivity. If data is not available then the BPIF can provide advice on collecting data and using it to drive continuous improvement.

n Recommendations Practical and prioritised recommendations for businesses to increase profit and competitiveness.

operatIonal benchmarkIng and...


inprintxtra | operational Benchmarking and Performance Measurement

key performance indicators exist in most businesses

in some shape or format. Unfortunately, there is often a miss-match between the data businesses actually need and the data collected. Many KPI packs have been developed over a number of years, but a significant number of organisations fail on a regular basis to actively review KPI information, its relevance, ownership and purpose within their business. A good starting point to reviewing your KPIs is to ask basic questions about each department’s use of data within your organisation:

n What measures do we have?n Where do we collect data from?n How do we use the data collected?

These questions should be assessed in terms of the context of the business, customers internal and external, and the companies overall objectives. The pie diagram below shows proportionate spend for an SME turnover company. When

...performance measurement

Key Performance Indicators help us to identify trends within a business and form the basis of individual objective setting. In management speak an objective is an end result with an indication of success. Objectives are sometimes described as being Specific, Measurable, Achievable, Realistic and Time Bound.

task

IndIvIdual team

identifying Key Performance indicators, the importance of people, effective processes and the impact of managing paper becomes very evident. Our section on customer service will equally highlight the importance of marrying operational Key Performance Indicators with customer management and satisfaction metrics.

getting startedIt often helps to draw a map of what information you currently collect, where it goes and indicate who uses it. John Adair, in his work on effective management, talked of the need for balance between task, team and individual. Data collection is a great way to communicate the task, involve the whole team and make the task meaningful for individuals, therefore committing the whole company to performance improvement.

In any project it is important that everyone involved understands the relevance of what is being done in terms of both the organisation’s success, the impact on customers, and

their own role in delivering business objectives. It’s also important to develop a culture that embraces continual change and doesn’t see data as a threat.

So often data collection becomes static and rarely do we consider the need to constantly adapt to both changing circumstances within the

business and team changes. It is important that each department and each individual understands the needs of both their own department and their internal and external customers. Where there are customer contractual requirements it is necessary that everyone understands how they are measured by the customer.

kpI’s

15%4%

6%

39%

22%

14%

commercial Printer

office and admin

Paper and Plates

People

outwork

Plant

facilities and Power


inprintxtra | standards and Performance Improvement

ISO (International Organisation for Standardization) is the

world’s largest developer and publisher of International Standards. They are a network of the national standards institutes of 163 countries.

The United Kingdom Accreditation Service (UKAS) is the sole national accreditation body recognised by the UK Government.

Accreditation is the formal recognition by UKAS (or another country’s national accreditation authority) of the technical and organisational competence of a Certification Body to make assessments and issue certificates of achievement against the

standards set out in the scope of accreditation that the Certification Body concerned has received from UKAS.

history of quality management In the 1920s, statistical theory began to be applied effectively to quality control, and this eventually led to what today comprises the theory of statistical process control (SPC). But there was little use of these techniques in manufacturing companies until the late 1940s.

In the early 1950s, quality management practices developed rapidly in Japanese plants, and became a major theme in Japanese management

philosophy. But the quality revolution in the West did not begin until the early 1980s, when companies introduced their own quality programmes and initiatives.

These have evolved over the years in a variety of initiatives including Quality Circles, Kaizen and Total Quality Management, all directed at achieving continual performance improvement. Today, methodologies such as Six Sigma and LEAN management spearhead operational

performance improvement programmes. They sit alongside operational standards.

Implementing and maintaining standards Standards make the development, manufacturing and supply of products and services more efficient, safer and cleaner. They provide a technical base for health, safety and environmental legislation, and conformity assessment.

sTAnDArDs AnD PErFOrMAncE Improvement


They also promote the sharing of good management practice, and disseminate innovation.

A number of ISOs are directly relevant to the printing sector: Quality Management, Colour Management, Environmental Management, and Information and Security. For Health and Safety, the British OHSAS 18001 has been designed to be compatible with ISO 9001 and ISO 14001.

quality managementISO 9001 is an internationally recognised quality management system (QMS) that embraces risk management, cost containment, staff motivation, and allocation of management time.

Attaining this standard for your company will help you monitor and improve performance and efficiency.

Displaying the standard’s logo and mark is also an effective marketing tool and often a prerequisite for tender applications.

health and safetyOHSAS 18001 is the internationally recognized assessment specification for occupational health and safety management systems. It was developed by a selection of leading trade bodies and international standards and certification bodies to address a gap where no third-party certifiable international standard exists.

The Standard promotes a safe and healthy working environment by providing a framework that allows your organisation to identify and control its health and safety risks, reduce the potential for accidents, improve overall performance, and aid legislative compliance.

OHSAS 18001 has been designed to be compatible with ISO 9001 and ISO 14001, to help your organisation meet its health and safety obligations in an efficient manner.

colour managementISO 12647-2 is the internationally recognised standard for process control for offset lithographic processes, and lays down the measurement criteria for colour quality. The BPIF colour quality scheme uses ISO 12647 and ISO 9001 to provide a colour quality system that will produce consistently high quality colour reproduction. Its implementation reduces make-ready times, saves paper and ink, substantially reduces waste, whilst increasing colour quality and thereby enhancing the loyalty of your customers, and gaining access to new customers. The scheme involves a comprehensive colour quality management system and a print test.

Test prints are checked against the strict criteria set out in the ISO 12647 standard, including the solid colours and dot gain on the pass sheet and throughout the test run to ensure the organisation is capable of producing products compliant with the standard, whilst the colour quality management system delivers consistency, confidence, and continual improvement in meeting customers’ colour quality requirements.

environmentISO 14001 is the internationally recognised Standard for Environmental Management System. It applies to those environmental aspects that the organisation has control over, and which it can be expected to

influence. ISO 14001 is often seen as the

cornerstone standard of the ISO 14000 series. While it is not the best known, it is the only ISO 14000 standard against which it is currently possible to be certified by an external certification authority.

The Standard is applicable to any organisation that wishes to implement, maintain and improve an environmental management system, or assure itself of its conformance with its own stated environmental policy.

Information and securityISO 27001 is an internationally recognised Standard for Information Security Management. Its purpose is to safeguard the information assets of printers and their clients.

Implementing and maintaining an ISO 27001 is the most effective way to reduce your risks and assure clients and insurers that security of information is your company’s top priority.

For printing businesses within the security printing supply chain, certifying their ISMS to ISO 27001 is mandatory. It is also a prerequisite for print companies responding to many public service and government tenders.

six sigmaSix Sigma is a business management strategy that seeks to improve the quality of process outputs by identifying and removing the causes of defects or errors. It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization who are experts in these methods.

The maturity of a manufacturing process can

be described by a sigma rating, indicating its yield, or the percentage of defect-free products it creates. A Six Sigma process is one in which 99.99966% of the products manufactured are statistically expected to be free of defects.

For some organisations the Six Sigma process has less relevance and a concept termed LEAN has been adopted as a more appropriate performance improvement methodology. This is based on the ‘Plan, Do, Check and Act’ management method.

plan. do. check. actThis is an iterative four-step management method used in business for the control and continuous improvement of processes and products.

plan: Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals).

do: Implement the plan, execute the process, and make the product. Collect data for charting and analysis in the following CHECK and ACT steps.

check: Study the actual results (measured and collected in DO above) and compare against the expected results (targets or goals from the PLAN) to ascertain any differences.

act: Request corrective actions on significant differences between actual and planned results. Analyse the differences to determine their root causes. Determine where to apply changes that will include improvement of the process or product.

the process of continual improvement

Define Measure Analyse improve Control


inprintxtra | Implementation Planning

Implementation planningEffective planning is a great way of creating organisational involvement so that everyone within the organisation feels involved in both business development and individual customer initiatives. A visual project plan helps not only to control the project but also reinforces many of the priorities.

Particularly where a new customer is involved, project planning can help to create a feeling of professionalism and control, and you can build into your plan those extra customer touch points that come together to create trust. It is important to clearly define expectations and to understand your customer’s preferences.

A simple thing like your file copies are an ambassador of your business, even the way they are wrapped and addressed sends a strong message to your customer about the values of your organisation. Your project planning should include an understanding of the importance of all of these image builders.

It is often very tempting at the end of a project to say ‘we got away with that one’, or to look only at the things that went wrong and not celebrate the successes. But it is a good idea to look at both and build them into future operational practices.

transition planningInitial project set-upDefine the goal/objective – this includes identifying the business benefits of doing the work and the business impact of not doing

the work.Once the project has been

defined clearly state the end results and measures including financial targets.

Define a project sponsor (normally a senior person within the organisation). If the project involves a client, identify a project sponsor on the client side also. These project sponsors will be your champion(s) throughout the project and can also arbitrate if issues arise.

Project planning includes the following elements:

n Identify the departments impacted or involved in the project, and especially identify the key stakeholdersn Identify constraints or dependenciesn Identify all assumptions that are being maden Identify the tasks associated with each of the departments impacted

n Allocate time and resource to each of the tasksn Produce a project schedule.

A Gantt chart is useful. As well as providing information on all project tasks, it provides a useful visual graphic of the project.

Review the project timeline and if necessary adjust the resource allocation if the timescales do not fit the requirement.

Define any testing required and if appropriate draw up a test plan. If this is a large project it is important to consider if it would be appropriate to break it down into smaller projects under a programme of works. This will allow you to ensure focus is maintained in the key areas with individual project managers whilst the programme manager is able to co-ordinate the overall delivery.

review processReview the proposed plan with the key stakeholders to secure

their buy in.Establish regular (dependant

on project timelines) reviews that focus on both the immediate tasks due for completion and the long term project.

Produce a tracking document that tracks project progress. This should be circulated to the key stakeholders and the project sponsor on a regular basis. The rate of frequency should be agreed at the start of the project.

‘Lessons learned’ reviews should take place during and after project completion. This should focus on positives as well as negatives. It is important to reinforce good behaviour. A ‘lessons learned’ review provides an analysis of the success of the project that may indicate future requirements/tasks. It identifies improvements/changes to be made in the approach to future projects, and can be used as a team building exercise with a client.

FAIlIng TO PlAn Is plannIng to faIl

print specific gantt chart


inprintxtra | Interfacing with your customers

peopleWhilst every company in the print industry has customers, there are only a relatively small number that are truly excellent in being customer centric.

A good measure of a company’s culture is to establish the degree to which employees understand the customer’s business plan, its organisational structure, and the different drivers of individuals who make up the customer relationships in a major account. It is not unusual to interface with finance, marketing, purchasing, facilities, retail, retail outlets, and other operational departments.

Each department will have its own drivers and priorities, and these will often be in conflict with each other. The measures of the purchasing department can be very different to those of the marketing department.The art of managing a successful relationship is to understand the total context and to agree a strategy to meet each of the different customer requirements, and then translate that strategy into operational procedures and practices within the print and media supply organisation.

Whilst a high level strategy is important, it is also essential that

basic procedures and practices of effective customer relations are built throughout the entire organisation.

A useful way to analyse customer service is to consider it under four headings:

Impression and imagen Use customer service as a competitive tooln Understand every interaction builds an impression

deliveryn Making it personaln Making it reliable n Making it easy

handling problemsn Being proactiven Keeping the customer informed n Eliminate surprises

developing relationships/performance Improvementsn Understand their pressuresn Tailor to suit their needsn Look to innovate n Measure to improven Learn their language

Particularly on larger contracts, much time is spent negotiating the starting contract and defining service reporting and pricing, yet often the legal document will only

InTErFAcIng wITH your cusTOMErs


surface at a contractual dispute or at renewal time.

A contract is no substitute for customer management meetings, building trust, and establishing value with the client. The objective of the base starting point is to build a vehicle that allows the lifetime value of a contract to be maximised. This is best achieved when the entire organisation understands how their role fits into achieving the customer’s current aspirations, and when they are involved in contributing to developing potential innovations.

This requires considerable organisational engineering, training, communication and commitment. Very often positive customer impressions are built from the moment the customer enters reception, walks around the plant and passes a job on press.

Developing a customer engagement strategy is an excellent way of focusing the entire workforce on creating a sense of ownership and excitement.

Systems exist to support the customer relationship.

workflow are directly linked, opportunities for scripting and automation are increased – reducing man-hours required for processing files between input and deliveryn Automation streamlines the job data input process, and getting it right ‘first time’ can help in reducing the manual intervention – reducing man-hours and in some cases overtimen Digitization of pre-press workflow allows job data to drive multiple output devices in a consistent manner, ensuring repeat work can be processed in the same way as the original job.

Understanding the customer dynamic is critical in defining an appropriate balance between a systems handshake and the customer seeking a personal relationship/interface when handing over their project.

The opportunities created by taking a personal brief enables the building of a customer/printer relationship that allows the printer to contribute to the early design stages, offer innovation and create a sense of trust with the customer. It also fosters a greater understanding of the customer’s business and personal drivers, and increases mutual understanding and respect. Whilst there is no doubt that systems have significant advantages and value, they must not devalue the personal relationship or minimise the product and service offering.

technology customer Interface workflowThe goal in automating the workflow is to provide a ready means for printers to communicate and collaborate effectively with designers, originators, and especially with their print order customers. The aim is to follow a job from inception to finishing with minimal manual intervention; to provide predictable steps, traceability and consistent methodology that result in materials, labour and time savings; and to achieve repeatable results. Automation of the pre-press workflow needs to support

collaborative working in ‘real time’ regardless of geographic location. Automation will also improve the quality of product by allowing all parties to work concurrently with identical images, thereby maximising the use of virtual proofing to reduce the overall timescale for the job.

Where ‘CRM’, e-commerce or ‘Storefront’ workflow modules have been applied it is generally found that: n Communication between customers, designers and press rooms are improved n Bridging this gap by application of the available technologies tends to formalize communication disciplines with fewer errors and misunderstandings, and sometimes staffing can be reducedn File variations tend to be resolved earliern Opportunities for ‘double keying and miskeying’ of data are reducedn Staff skills are better deployed in managing the workflown ‘Joined up’ MIS and pre-press workflow result in better administrative control over the pre-press workflow and improved management access and reportingn Where MIS and pre-press


inprintxtra | equipment effectiveness

Equipment Effectiveness establishes a base line

measure on capital equipment usage. It often comes as a surprise to an organisation to realise the low percentage that a piece of equipment is actually engaged in saleable product production.

The starting point for establishing Overall Equipment Effectiveness is to establish how much time you have available to use your equipment. The process of analysis then deducts the non productive time which can include standing where no work is available, make-ready, machine running below target speeds and break down and scheduled maintenance.

The effective part of the process is when the machine is generating saleable copy. Having established a benchmark you can then move through the measure, analyse, improve and control methodology discussed on page 7.

data capture for oeeIt is crucial when capturing data that the information is both accurate and relevant. Information can be obtained from a variety of sources including equipment linked terminals, in-built MIS systems or manual time sheets. The ideal situation is when the

machine itself captures data but even this can have its dangers as it does not always differentiate between good copy and make-ready times.

Often data is available but not incorporated into the overall performance improvement regimes. The culture of the organisation is critical to developing and understanding that capturing data is not a ‘spy in the cab’ to criticise individual or team performance but a mechanism to identify areas of improvement including machine performance, material performance, unrealistic estimated running speeds and training requirements. A combination of equipment, material and people performance enables a holistic approach to production planning and management.

lean managementThe 5Cs is a foundation LEAN tool for implementing a structured approach to organising the workplace. The 5Cs stand for:

n Clear outn Clean and checkn Configuren Conformityn Custom Practice

Having established the basics the next stage of process is to establish the essential maintenance requirements of equipment and to translate these into daily, weekly, monthly and quarterly activities. Research has demonstrated the importance of making these processes visible. Sign off sheets with time, date and the responsible person can be a helpful input.

OEE - OvErAll EquIPMEnT EFFEcTIvEnEss

Philip Dodd, Managing Director of Healeys, has put together a management team by recognising the people who will take his business forward. A 2-day Snapshot identified areas for improvement. The feedback he received took three hours instead of the usual one, but he realised there were many opportunities to be had. Once he had data he could

see how to move forward. His waste paper was going into a compacter, and he was five years into a seven year deal. With only two years to run, he might normally have let the contract run. But he renegotiated the contract and managed to save £10 -12,000 per year, which paid for him to address the other opportunities revealed by the Snapshot.

snapshot savings

Planning maintenance into operating schedules is important for Overall Equipment Effectiveness, but the plan is often compromised to accommodate production requirement. However postponing maintenance work without rescheduling not only impacts on equipment performance but can dilute a culture of continual perfomance improvement.

A good way to improve the operating efficiency and cost

of your facilities, is to establish within your business an energy champion who has a specific responsibility to concentrate on identifying and implementing efficiency measures. The BPIF can help you with both compliance and grant opportunities. A critical starting point is to measure your current status and to monitor progress.

Your equipment suppliers will also be able to give you advice on energy efficiency, but there are a whole range of simple starting points that can add up to significant savings. Our list below is a quick introduction

Tips for energy saving

low to moderate cost saving measures:

n Switch to energy efficient light bulbsn Utilise the ‘power save’ mode on existing pressesn When using compressed air make sure air supplies are adequate and effective, and

that there are routine leak checksn Install a ‘power saver’ device, which turns a machine from standby to off when it is left on standbyn Insulate your water heater and hot water pipesn Replace furnace, air conditioner and heat pump filters regularlyn Install or replace weather stripping around windows and doorsn Install energy star equipment*

n Install dimmers and motion censors to control electricity use

n Use ‘saver plugs’ for fridges and freezers - they contain a sensor that reduces the amount of electricity used to pump the refrigerant around the fridgen Open and close windows and blindsn Interlock heating and air-conditioning systems so they do not compete against each other.n Use water machines supplied from the mains to remove the need for plastic water containers and associated logisticsn Put springs on doors leading onto the buildings to ensure they remain closedn ‘Electrosave’ units connect to meters and display real time usage information, including CO2 electricity and costn Power regulators increase the efficiency of the electricity you use. They also help to protect equipment against surges in the grid supplyn Timers for appliances and office equipment do not need to be left on outside office hours, e.g. laser printers,

MAkIng YOur FAcIlITIEs work for you

photocopiers, coffee machinesn Replace kettles with eco kettles, which also allow you to boil the exact amount of water requiredn Fit cisterns with a ‘save a flush’ bag to reduce the amount of water per flushn Replace conventional taps with push-button taps that cannot be left on accidentallyn Consider a ground source heat pump that can be reversed to cool in the summern Run a ‘switch off’ campaign with staffn Investigate combined heat and power opportunities including grantsn Use zone temperature controls to reduce energy consumption by heating/cooling only specific areasn Set up thermostats on plant to bypass chillers/heaters when they are not required due to ambient temperatures

switching a PC off overnight and at weekends can save up to £53 in electricity costs per person per year.


inprintxtra | facilities

*The energy star programme promotes the development and introduction of energy efficient products to reduce global warming and address other environmental issues. Devices carrying the energy efficient star mark use 20-30% less energy than regular products. All products that meet the energy efficient standards bear the energy efficient logo. www.eu-energystar.org.

Environmental management is now a recognised global issue

that is seen as a high priority by governments across the globe.

The coalition is committed to being the greenest government ever. This shift to a green economy offers substantial opportunities to UK businesses, driving the development of products, services, markets and jobs, and reducing costs through the efficient use of resources by all businesses and consumers. (Defra’s Business Plan 2011-2015 Their Vision)

Decisions are taken on global issues and a number of them directly impact on the print and media industry. These include natural environment and bio diversity, green economy/green business, climate change, waste and recycling, water, air and other environment quality issues.

A number of initiatives are designed to assist businesses to develop their environmental credentials, and these include:

emas-eco management and audit schemeThis is a voluntary initiative designed to improve companies’ environmental performance.

Two Sides was founded in 2008 with members from the Graphic Communications Supply Chain, creating a forum for the industry to work together and share experiences; improving standards and practices; and maximising customer confidence in our products.

two sides mission statement‘Two Sides’ is an initiative by companies from the Graphic Communications Supply Chain, including forestry, pulp, paper, inks

and chemicals, pre press, press, finishing, publishing and printing.

Their common goal is to promote the responsible production and use of print and paper, and dispel common environmental misconceptions by providing users with verifiable information on why print and paper is an attractive, practical and sustainable communications medium.

➔ For more information go to:www.twosides.info

Two sides

Its aim is to recognise and reward those organisations that go beyond minimum legal compliance and continuously improve their environmental performance. In addition, it is a requirement of the scheme that participating organisations regularly produce a public environmental statement that reports on their environmental performance. It is this voluntary publication of environmental information - whose accuracy and reliability has been independently checked by an environmental verifier - that gives EMAS and those organisations that participate, enhanced credibility and recognition.

The ISO 14001 standard represents the core set of standards used by organisations for designing and implementing an effective environmental management system.

The BPIF Environmental Health Check questionnaire has 15 sections and it has 110 plus elements:

n General arrangementsn Internal communicationsn General training

n Emissions to airn Discharges to watern Wasten Producer responsibilityn Resource efficiencyn Handling and storagen Procurementn Legislationn Environmental impacts and aspectsn Carbon reductionn Nuisancen External communications

EnvIrOnMEnT

These Environmental management standards can provide dividends in terms of your own efficiency and your corporate social responsibility, and support your customer’s corporate responsibility. Environmental considerations are now significant in personal buying decisions.


inprintxtra | environment

www.britishprint.com | June/July 2012 | inprintxtra 15


inprintxtra | Health and safety

Not training your workforce or carrying out risk assessments

can have serious consequences beyond simply not being efficient. The cost of workplace injury, including fatalities, was £5.4bn in 2009/2010. An estimated 700,000 people suffered a workplace injury, and there were 166 fatalities. 300,000 sustained an injury that would be reportable under RIDDOR (Reporting of Injuries, Diseases and Dangerous Occurrences Regulations).

Even today when we are more safety conscious than ever, the print industry experiences a number of deaths and serious accidents each year. This year several print companies have faced prosecution and fines reaching into the hundreds of thousands of pounds.

There is an argument that the joint commitment to creating a safe working environment between management and employees is an important measure of a company and a culture of continual performance improvement. If a management team cannot agree something that is so fundamentally important, then how can it convince investors and customers

that it is able to lead its workforce to develop excellence in other areas of its business?

The BPIF Health and Safety checklist is a good starting point to evaluate your health and safety. It’s divided into 22 subheadings (see below) and the 150 plus questions enable you to indentify any gaps in your current practice.

n General arrangementn Management and communicationn General trainingn Firen Electricity and Gasn Controlling machinery and equipment hazards

n Mandatory equipment testing n Transport and traffic routesn COSH solvents and manageable materialsn Skin Caren Personal protective equipmentn Noisen Slips and Tripsn Manual handling/upper limb disordersn Working at heightn Signs and Signal’sn First aidn Health surveillancen Offices/studiosn Storagen Control of contractors/visitorsn Special risk assessments

don’t underestImate the cost of HEAlTH AnD sAFETY

“the only thing more expensive than education is ignorance.”

Benjamin Franklin.

not considering health and safety in your operation planning may have serious consequences.

“The BPIF seals of Excellence in Hr, Health and safety and Environmental Management are effective tools to drive operational performance improvement.”

tony garnish, chief executive agI shorewood

www.britishprint.com | June/July 2012 | inprintxtra 15

business as usualBusiness Continuity Management (BCM) is the process of planning to ensure that your business can return to ’business as usual’ as quickly and painlessly as possible in the event of a major disruption.

We’ve pulled together some simple information on how to plan for business disruptions. Whether you’re a micro-business or an international company, this is the information you need to help keep your business running.

why should I plan for business disruptions?A disaster can strike any organisation, large or small. It can arrive in the shape of storm,

flood, fire, a terrorist bomb, action by pressure groups, or product contamination.

Around half of all businesses that experience a disaster with no effective plans for recovery fail within the following 12 months.

how should I plan for business disruptions?This is a five-step guide to get you started on business continuity planning:

n Analyse your businessn Assess the risksn Plan and preparen Communicate your plann Test your plan

cOnTInuITY

inprintxtra | Contents

BusInEss

The BPIF has over 40 experts able to provide you with guidance and support to develop your operational improvement programs and to assist you in achieving the BPIF Seals of Excellence and ISO Standards explained in the previous pages. These are so crucial to your business strategy, companies corporate social responsibility and marketing credentials.

➔ For more information please contact Philip Thompson on 020 7915 8377 or email [email protected]

lAsT BuT nOT lEAsT...

Operations Management 2012 - British Print

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