Articles

New Year’s Revelations: Updating the Outlook for Print in 2010–2011

February 1, 2010

by: Dr. Ronnie H. Davis

Before presenting the outlook for print over the next 12-24 months, let’s review the key relationships between print and the economy. A perspective on print’s performance relative to the economy is provided by examining the relationship between the economy (inflation-adjusted or real gross domestic product) and our Print Market Index, which tracks the difference between printers experiencing increased sales with those experiencing decreased sales. Although the economy is recovering, the Print Market Index remains in extreme negative territory.

The official start of the recession was the fourth quarter of 2007, which was the first quarterly decline in real or inflation-adjusted gross domestic product since the end of the 2001 recession. While the economy recovered somewhat in the first and second quarters of 2008, it then went negative for four successive quarters – the first such prolonged decline since the Great Depression. The economy stabilized toward the end of 2009, and the recovery is on track, although it will most likely be very mild.

In this extreme economic climate, print markets hit the wall in mid-year 2008 and continued to fall throughout 2009. The Print Market Index fell throughout 2007, 2008, and the first quarter of 2009 before reaching an all-time low and recovering slightly in the second quarter.

Over the course of a typical business cycle, nominal printing shipments tend to lag economic recoveries and lead economic declines as demonstrated in the chart on this page, titled Print and the Economy. This pattern will most likely continue with the current recession and recovery.

Looking back a little further, print’s competitive landscape has changed significantly over the past five years. Printing plants, employment, and printing shipments adjusted for price have all fallen while employment per plant, nominal sales, and prices have increased although virtually all of the increases in prices and sales were from the first 2-3 years.

Mapping Print Markets in 2010 and 2011

The projected “eye of the hurricane” scenario of the next two years of economic recovery (as reported by PIA in its Flash Report), while relatively modest, will still provide some much-needed relief to stressed-out print markets in the near term. As stated earlier, print markets lead recessions and lag recoveries, so print will rebound slower than the projected modest economic recovery. However, on the plus side, the 2010 congressional and state elections are lining up to be particularly competitive and may boost print demand further. Additionally, it appears that advertising markets are beginning to rebound and, given the new-found thrift of consumers, retail print promotion may be fairly aggressive over the next couple of years.

Our bottom-line outlook is for total nominal printing shipments to stabilize in 2010 as they are aided by both the recovering economy and political printing. The outlook for 2011 is for total printing shipments to increase slightly as the economy picks up a little speed and inflationary pricing pressures return.

Conventional ink-on-paper print will most likely still decline in 2010 but stabilize in 2011. The good news is that digital print (toner-based and inkjet) and printers’ ancillary services should return to healthy growth next year. Digital (toner-based and inkjet) print is projected to increase by 4-5 percent over the next two years. Printers’ ancillary services are projected to grow by 2.7 percent in 2010 and by 4 percent in 2011.

Projected Declines in Printing Plants and Survivor Profile

Over the course of 2010 and 2011, many printing plants will go out of business for a number of reasons – liquidations, mergers, bankruptcies, and more. Perhaps around 2,000 printing plants will go out of business over the next two years – an approximate 6 percent reduction.

Based on this projected decline of printing plants and the previously stated outlook for printing shipments, we can compare the performance of those printing plants that survive through 2011 and the overall print markets. As demonstrated in the chart on this page, the typical survivor will perform much better than the market as its total printing shipments are projected to increase by over eight percent compared to less than one percent for the market. Total conventional printing shipments are projected to decline by 1.5 percent, but the average survivor will see an increase of almost 6 percent. Survivors sales percentage increase of digital (toner-based and inkjet) print and ancillary services will be approximately twice the pace of the overall market.

The typical printer that survives the next two years will have a significantly different profile from today’s printer in terms of sales and composition. In particular, digital print (toner-based and inkjet) and printers’ ancillary services will grow as a proportion of printers sales while conventional ink-on-paper declines.

For more insight into the strategies business models of these survivors, utilize the recent Printing Industries of America report Beyond the Horizon: Key Dynamics Shaping Print Markets Over the Next Decade.

As a member of your local Printing Industries affiliate and national association, Printing Industries of America, you have access to information, support, expertise, and assistance that your non-member competitors do not have. As a matter of fact, research indicates that Printing Industries of America members typically outperform non-members in sales and profitability.

Dr. Ronnie H. Davis is the vice president and chief economist at Printing Industries of America. The outlook scenarios for both the economy and print markets are based on an upcoming Printing Industries of America report, Mapping the Economy and Print Markets 20102011, which will be distributed to members in the near future. Members also may order the 20092010 Ratios report to identify possible areas to reduce cost and be profitable in these tough times, benchmarking operations against industry profit leaders. To order the volume that fits your firm profile, call (800) 910-4283 ext. 770.

Napco: Changing the Game of Loose Leaf

February 1, 2010

by: Dianna Brodine

Customers seeking loose leaf products have moved beyond the vinyl three ring binder to demand custom turned edge binders and other specialty paperboard products and packaging for more powerful marketing impact. Whether it is geared toward internal corporate communications or the end user, rigid paperboard products and packaging provide the opportunity for complete end-to-end customization. With products encompassing everything from CD and DVD collector’s edition boxed sets to coin and photo albums to elaborately decorated two-piece setup boxes, ambitious companies are pushing the envelope in terms of product and packaging design, production, and finishing effects. For NAPCO, Inc., a rigid paperboard products and packaging provider in Sparta, N.C., it’s just a part of the game.

On the Playing Board

In 1977, after graduating from Appalachian State University, NAPCO Owner and President Rocky Proffit began manufacturing rigid boxes and point-of-purchase displays for Dr. Grabow smoking pipes. The company president, a friend of Proffit’s, was unsatisfied with the quality and delivery of products being produced by another supplier. Proffit, facing an out-of-state move with a job offer to work at Holly Farms, decided to set up shop in a 2,000-sq. ft. basement with his brother, Brady. The operation was bare bones – a guillotine knife, papersheeter, gluer, and cornering machine… and a determination to succeed in this new venture.

NAPCO (an abbreviation derived from National Advertising and Promotional Co.) soon expanded into making game boards. “In the early 1980s, when electronic games first came on the scene, a lot of them had game boards that were part of the package,” explained Proffit. “We started doing more game boards and then Trivial Pursuit came along in 1983. That made us and almost broke us in a short period of time.” NAPCO was one of the original producers of the Trivial Pursuit board game, which has sold more than 80 million copies worldwide and was named to the Games Hall of Fame in 1993. The intense popularity of the game pushed NAPCO to its production limits, but the company ultimately came out on top.

As a result of its success with Trivial Pursuit, NAPCO constructed a new building, bought additional equipment, and expanded into fresh markets. Over the years, NAPCO has grown to specialize in high-end rigid paperboard products and packaging, including complex projects and those with very high-quality specifications. The company moved into loose leaf packaging in the early 1990s, when it began producing custom ring binders, turned edge binders, slip cases, and packaging for software. NAPCO positioned itself as a provider of packaging for the music industry in the late 1990s, and then went after the entertainment packaging market in the early 2000s by pursuing direct relationships with the major home entertainment studios.

NAPCO also is the largest manufacturer of coin storage products, which it began manufacturing for Western Publishing (at that time, Western Publishing owned the Whitman Coin Line) at about the same time as Trivial Pursuit. Most recently, NAPCO has moved into cosmetics packaging. “We’ve just gotten into cosmetics and that’s where we’re seeing growth,” said Proffit, “but our older specialties are still important to us. We just signed a three-year contract with the U.S. Mint to create coin storage products. We feel like we’ve got some tremendous growth coming down in the next two or three years – good manageable growth.”

Vice President of Marketing and Business Development Shelli Kaiser added, “Of course, NAPCO produces a lot of binders for retail, B2B, promotional, and material sample applications.” With binder applications encompassing 40 percent of NAPCO’s overall product mix, the company takes the segment very seriously. NAPCO recently acquired one of the fastest web-fed casemaking lines in North America, capable of producing wrapped flat components like turned edge binder covers at ultra-fast speeds. NAPCO also received 28 awards for its work in 2009, including four from Binding Industries Association (BIA), two of which were Best of Category. These Product of Excellence awards were in the categories of Turned Edge Casebound for its Worship Tracks entry and Product Design for the Johnsonite 4 Drawer Cabinet.

Detailed Start-Up Changes the Game

A company doesn’t win more than two dozen awards in one year by compromising on quality. The key to NAPCO’s achievements is a comprehensive training program that orients workers with its procedures to ensure the company maintains its high-quality standards and customer requirements. “NAPCO has more than 100 full-time employees, with flex workers utilized during busy times,” stated Kaiser, “and we do a lot of business making highly complex products that involve many functions, including very precise diecutting, gluing, and assembly.”

Proffit continued, “We have extensive procedures, manuals, and set-ups that are examined before anyone is put on the production line.” At NAPCO, even the temporary employees are required to review all applicable safety and operational procedures. The next step in NAPCO’s quality control begins with new project development. Project managers meet with a cadre of internal NAPCO departments, including the design team, production, purchasing, and the production planning team. “They talk about materials, production issues, structural design, and budget, with the focus on getting the customer the most bang for the buck,” Proffit explained. “Then they come up with a physical structure – a white sample – that is sent to the customer.” That sample process typically goes through one or two additional prototypes before the structure is finalized. The customer then lays out the artwork to NAPCO-created templates before a final sample is made, complete with graphics, and that’s sent out for final signoff. Proffit emphasized the critical nature of NAPCO’s initial project development. “One thing we found is that the project is either made or lost at the front end. If you don’t build the quality in, then it won’t meet the expectations of the customer with the finished project.”

The dedication to quality continues when the project enters production. “Every job we do, since we’re a custom manufacturer, is different,” explained Proffit, “so we have a very detailed checklist that each employee must go through prior to start-up.” Once the employee has reviewed the checklist, a supervisor has to sign off. The written job orders are bar coded and any time spent on any job, whether machine time or hand work, is recorded in real-time. “We have quality audits based on quantity, quality, and the expectation of the customers,” stated Proffit. “The employees must do those audits, beginning with the incoming materials and every manufacturing operation until the project is complete.”

Proffit believes one of NAPCO’s greatest strengths is the length of service of its employees – dedication that translates into years of experience. “Expertise is dispersed throughout all levels in the plant and that’s what allows us to create the structural design and execute it effectively. Our employees have become experts in their respective fields.”

Strategizing for Sustainability

Printing Industries of America has recognized the impact of the sustainability movement on its members, supporting the Sustainable Green Printing Partnership (SGP). Sustainability, however, goes beyond printers to the binderies and packagers that transform the printed sheet into a final product. NAPCO identified the trend and quickly countered with sustainable packaging alternatives. “Creating eco-friendly products and packaging has been a key focus for many of our customers,” said Kaiser, “and we have responded with green options including being Forest Stewardship Council (FSC) and Sustainable Forestry Initiative (SFI) chain-of-custody certified. We also are a Sony Green Partner.”

Rigid paperboard products and packaging are inherently eco-friendly since most start with a chip paperboard base that is made of 100 percent recycled paper, primarily from post-consumer sources. NAPCO then can provide printed components made with FSC-certified papers, papers with some recycled content, or even carbon-emission-neutral papers, all of which can be printed with soy-based inks and eco-friendly finishing options.

“Sustainability has certainly been gaining more traction in the news,” said Kaiser. “Consumers want to be more eco-friendly, and the customers that we work with are talking about it. The economy has been a little tough, so people haven’t been making big changes yet, but it’s important for us to be able to service those customers who want to use carbon-neutral papers or an FSC wrap.”

Made in the U.S.A.

NAPCO was founded in Sparta, and in Sparta it has stayed. Proffit is proud of running a company that keeps jobs in the U.S. and has seen one advantage of the recent poor economic conditions. “We see more packaging opportunities coming back from China due to less acceptance of long lead time, increasing quality demands and safety issues, and some neutralizing of price differences.”

Proffit further explained, saying, “In tough times, people start trying to predict sales volume, and they’re afraid to order too much too early. When your manufacturer requires a five-month lead time, a miscalculation on order quantity can really affect business.” He also pointed out that the price differential between product manufactured in the U.S. and that produced overseas isn’t as great as it once was. “People now realize there’s a lot more to consider than just unit cost. There’s also the lost opportunity cost, the obsolescence cost, problems with non-real-time communication, and the uncertainty of what you’re going to get.” Highly automated production lines also bring piece prices down, eliminating costly hand work.

“We put together a presentation about those costs,” said Kaiser, “and we included those things that may not be immediately obvious, including shipping, duties, damaged product from excessive handling and shipping requirements, container unpack and repack, expensive and lengthy travel requirements of executives, as well as many other associated costs.” In the end, said Proffit, it comes down to reliability. “If the product comes in after a long lead time and it’s not what you expect, what do you do?”

Playing to Win

With an unyielding attitude toward quality and an eye on the sustainability trend, NAPCO has maneuvered itself into a winning position and is ready to take on additional challenges. Currently occupying just under 80,000 square feet, the company plans to add 65,000 square feet of manufacturing and warehouse space to accommodate its projected growth over the next two years. In addition, it will acquire four additional automated rigid box lines and upgrade its converting and die-cutting capabilities to allow for expansion into new markets.

“As we continue to diversify our business,” said Proffit, “we’ll still tackle the complex projects, getting them done efficiently and on time. When it comes to what we do, I think we’re one of the best.”

Seaboard Bindery Writes Its Own Story

November 21, 2009

by: Dianna Brodine

By nature of the work, every bindery has a story. Decades of bundling pages into a cohesive entity lend themselves to history, stretching each year into another chapter, telling anecdotes of prosperous times and periods of struggle. The story at Seaboard Bindery began in 1977 with a man looking to further his entrepreneurial career in a new industry. Its chapters unfolded as he learned the binding trade from the ground up, bringing his sons into the business and specializing in difficult projects to meet the specific needs of his customers. The tale followed the man and his sons as they sailed uncertain economic waters, climbed the rocky demands of the digital markets, and walked the smooth path laid by dedicated employees. The ending to the narrative is not yet written, but the reading of the journey could inspire other small binderies to begin a new chapter.

Chapter One: The Beginning

Twenty-two years after Seaboard Bindery was founded, Harold Shear purchased the business on the recommendation of his accountant. Formerly a partner in a retail clothing business, Harold had no background in binding. His desire for sole ownership – a business that was truly his own – convinced him to take the leap. “It was the kind of business that allowed you to see what you’d done at the end of the day,” said son Frank Shear, current president of Seaboard Bindery. “Whether Dad had good bindery knowledge at the time or not, he certainly knew how to run a business, and his business skills and professionalism allowed him to prosper.”

Luckily, Harold had a pretty good sense of how books were made and how the machines worked. He hired an old bindery manager as a consultant to teach him from the ground up what a saddlestitched book was and what a folding machine did. A few of the employees stayed when the business ownership was transferred, and Harold the entrepreneur was on his way as a successful trade binder.

In 1983, Frank Shear joined his father at the bindery, despite Frank’s insistence up to that point that the bindery was not on his career path. “Dad needed someone to get a sales effort going. There was a lot of potential out there, but no one to go out and find the business,” explained Frank. “It was the idea of building the business through effective sales and marketing that hooked me. I wanted to build a relationship-oriented business.”

Frank’s brother, Jim, also joined Seaboard Bindery and has been with the company for 15 years. Jim is the chief estimator and IT manager, and also handles the purchasing and billing. As with many family businesses, it’s all hands on deck. Harold still comes in to work every day at age 85.

Today, the bindery operates from a modern, 17,000-square-foot building in a pleasant industrial area of Woburn, Mass., a suburb of Boston. The area is strong in the graphic arts, with five printers located within a couple of miles from the bindery and two diecutting plants within five minutes. The bindery’s core services include perfect binding, layflat binding, mechanical binding, saddlestitching, and diecutting. Over the years, Seaboard has upgraded into PUR perfect binding and extended its support services for bookwork to include film laminating, index tabbing, sheet collating, and pocket folder gluing.

“What really makes us unique,” said Frank, “are the specialty perfect binding jobs that we can do. We’ve become known for our ability to do complex perfect binding jobs, dealing with difficult paper stocks, difficult cover designs, landscape-oriented covers, pockets with flaps, and very thin books – even as thin as 1/16th of an inch.” The bindery’s experience in dealing with that complexity became an asset when the digital world came calling, bringing with it its own challenges.

Chapter Two: The Digital World Is at the Door

The explosion of the on-demand world caught some small binderies unprepared, finding them struggling with the shorter timelines and small run lengths. At Seaboard Bindery, the digital world has changed everything about how the company does business. “First of all, the jobs are always on fire,” explained Frank, “so it means that we have to devote more resources per dollar sale with a digital job than we do with a larger offset job. It can be challenging to deal with all the little jobs, when the real money is made on the larger job. Seaboard continues to look for ways to simplify the administrative side, exploring cost efficiencies, but Frank admits that the bindery hasn’t found the magic bullet yet.

There are binderies that specialize in small digital jobs and binderies that do only large commercial binding orders, and Seaboard is trying to mix the two – not always an easy task. “If we have a large job working its way through the bindery, it’s difficult to pull employees off that large job to work on a small digital project,” Frank said. He has struggled with the need to juggle the two. “We don’t turn down any smaller jobs, but sometimes we lose them because we can’t turn it around as quickly as the customer would like.”

When scheduling conflicts arise, Seaboard works with its customers to find space on the machines, even if it means putting in a tremendous amount of overtime to get all the work finished. The bindery also geared up for the digital challenge by purchasing computerized makeready machinery for perfect binding and wire-o binding, two of its core services, making its ability to set up and run small jobs quicker than ever. Seaboard has redundancy in nearly every area of its business, so that if one machine is occupied there is another available to service another customer.

“The pressure level has definitely increased,” laughed Frank. “That’s what digital customers want – fast turnarounds. It’s on and off the press, so it blends into on and off the binder as well. It’s all geared toward speed and immediacy.” The key to Seaboard’s success has been its employee base, a group of 18 full-time employees who are dedicated to doing what needs to be done for the customer.

Chapter Three: Cross-Training Becomes Critical

As with many small businesses, cross-training is a must at Seaboard Bindery and all of its employees are capable of operating more than one piece of equipment. “Everyone needs to fill multiple roles,” said Frank. “Otherwise, if you don’t have a replacement for someone, you can’t run the machine.” So, as employees have indicated a desire to learn to run new pieces of equipment, Seaboard Bindery has cross-trained them.

The bindery works to identify aptitudes, and then fills in the holes from there. “What are people good at? Are they good at tweaking machines or setting up machines? Do they have patience or dexterity? It’s very informal,” explained Frank, “but under pretty much any circumstance, we have enough skill to run a machine every single day of the year.” This employee flexibility benefits all involved parties, giving employees the opportunity to earn higher wages and overtime. “We started cross-training long ago as a way to cover our rear ends,” explained Frank. “But it’s blossomed into a way of looking down the road at what our needs are.”

Seaboard Bindery typically runs its shifts according to whatever time is required to complete the work, which can include evenings and Saturdays. In addition to the 18 full-time employees, Seaboard also has temporary assistance – up to five regular interim employees who fill in at the lower skilled functions when needed.

Chapter Four: Educating the Customers

With the variety of job types in today’s marketplace and the specialty work performed at Seaboard Bindery, a smooth relationship between binder and customer is fashioned through straightforward communication. Frank noted, “Since the onset of digital printing, more and more of our customers need instruction and advice as to how to prepare a job for the greatest binding efficiency. With new customers, we nearly always ask to review their layouts and, often, we provide our own.”

Aiding in bindery/customer communication is Seaboard’s quarterly newsletter, featuring topics relevant to job planning and binding-related matters. “We gained a reputation for putting out good advice and good information,” explained Frank. The newsletter began three years ago as a marketing effort and morphed into an educational tool. Marketing, however, is still a top priority at Seaboard. “It’s one of the things I firmly believe in – that no matter how bad things are, you have to be out there in front of the customers.

As a small family business, the family members are on the front lines every day. Being directly in touch with the customers in regards to their needs has the benefit of providing immediate feedback. According to Frank, “If we need to make improvements, ownership takes responsibility.”

Seaboard Bindery also devotes more of its resources to customer service than many other trade suppliers, including keeping a full-time customer service professional on staff. “Customer service is the foundation of our business,” Frank said. “We are in the business of making our customers look good to their customers.” One way of doing that is to proactively provide information about job status. Seaboard’s customer service professional, Phil Rutzick, calls the bindery’s printing customers with regular updates.”He has a drive for keeping on top of things, and he can communicate with printers in their language,” said Frank. “Printers are always nervous about turning their jobs over to the bindery, so his chief job is to allay that fear and make people feel that we’re a good, safe home for their work.”

Chapter Five: The Story Continues

A strong business takes the lessons from the past, turns them into plans for the future, and continues to grow. Seaboard Bindery has actively searched for areas of improvement by undertaking the lean manufacturing process. In 2008, Seaboard’s accountant made the company aware of a grant offered through the Commonwealth of Massachusetts workforce improvement program. Designed to put small businesses in a better position to hire additional employees, the fund contributed half of the money needed to begin the lean manufacturing process.

“Our lean manufacturing process is made up of several components, including 5S, which involves maintaining a neat, organized workplace; continuous training, allowing operators to keep building their skills; and a standardization of processes, so that there is a ‘best way’ of accomplishing a particular task,” explains Frank. Although the initial steps in lean manufacturing have provided benefits, the continuation of training is a work in progress at Seaboard. As a small company, it’s difficult to maintain a formal program when the daily focus must remain on job production. Frank also admits that the cost of implementing lean can be a barrier to many small businesses, but he believes that it has provided immeasurable benefits.

“We don’t spend a whole lot of time here collecting data because every job is unique,” Frank explained. “For us, the benefits of lean have been seen in the accumulation of a lot of strategic moves, like set-up reduction, continual cross-training, and process standardization. We’ve integrated many of the lean processes into our way of life, making it an ongoing process that really never ends.”

And the story is not at an end either. Through careful expansion, aggressive marketing, and a commitment to customer service, Seaboard Bindery has grown into a successful trade bindery serving commercial printing companies throughout New England. With its eye on the improvements that can be made through the lean manufacturing process and meeting demanding turnaround times, Seaboard Bindery is well positioned for the next chapter in its book.

In-line Finishing Techniques Enhanced with the Use of Electrostatics

November 21, 2009

by: Ken Troemel, Andy Grzesik, and Mark Blitshteyn, MKS Ion Industrial

Thanks to the one-stop-shop nature of today’s print customers, binderies are increasingly becoming involved with in-line finishing processes – which can include slitting, folding, diecutting, gluing, coating, perforating, perfume scenting, rotary cutting, shingling, sheeting, and stacking. While the majority of the process involves mechanical devices that perform all those functions, electrostatics is utilized in the in-line finishing process to assist in the production of unique products.

Electrostatic Pinning of Folded Webs

Folding a web in preparation of making an envelope-like construction is one of the most common in-line finishing processes, which most often uses a folding section called a plow tower or plow folder. With successive plow folds, air can be trapped within the layers eventually “inflating” the folded web into a “football.”

To avoid air entrapment, nip rollers can be used, although they will not stop the web from opening downstream. Electrostatic charging can squeeze the air out of the folded web and keep the web halves charged together, preventing them from opening in downstream processes. The best location to charge the plow folded web is at the point where the folding process is complete. Charging where the folding process is complete or registered ensures a good location to charge (all the webs are in intimate contact) and that what is charged together is intended to be held (so a charge does not prevent completion of a fold).

Whether in the case of a folded web or several ribbons of printed stock, a single charging bar in combination with an idler roller (as shown in Figure 1) or a pair of charging bars can be used.

In the case of the single charging bar, the bar is connected to a charging generator with the negative polarity output. In the case of the two charging bars, one bar is placed above the web and the other placed below. The ionizing pin electrodes of the two bars are generally aligned against each other. The positive polarity voltage is applied to one bar and the negative to the other from a pair of high-voltage charging generators or from a single generator with dual polarity outputs.

The distance between the single bar and the metal roller should generally not exceed one inch. The distance between a pair of bars should generally be two inches or less. The lesser the bar gap, the lower the voltage required to generate a sufficient tacking effect.

The immediate effect of the charging is that the web will “tighten up” or compress and be held closed by the electrostatic force between the front and back web surfaces. Any remaining air will be forced out from between the layers. This charging process can be repeated as more webs are folded.

A single web can be “married” into an existing plow folded web to add an extra unbound page. Static charging is an excellent way to make sure the single web does not slip out of register after it joins the existing web.

Electrostatic Tacking of Diecut Coupons

Coupons may be precut pieces loaded into a magazine and inserted with a special device, or the coupons could be in the form of a web, which needs to be diecut and placed onto the moving web. In either case, once the coupon is completely registered on the web, the coupon needs to be held in place to prevent it from shifting or slipping off the web. That can be done by a combination of pinch rollers and belts, or with glue.

Electrostatic tacking, with its ability to tack a coupon without any contact and with electrostatic force acting past the point of charge application, could eliminate the need for glue dispensing equipment and consumable material, as well as simplify equipment design by eliminating rollers and belts.

Figure 2 shows one common arrangement of placing a diecut coupon on a carrier web. There, the die roller, anvil roller, and the carrier web all converge in a very tight fit. A small charging bar is installed directly above the metal and electrically grounded idler roller, which guides the carrier web. The coupons exit the nip and cross a short air gap to land on the carrier web. As soon as its leading edge enters the space under the charging bar, the electrostatic force pins the coupon to the carrier web. Static charge will keep the coupon from slipping.

Guidelines for Using Electrostatic Systems in Finishing Processes

Rule 1. Use charging bars with the effective lengths one inch shorter than the most common web widths. If the bars are too long, extending beyond the edges of the web, a high portion of the charging current is flowing through the air between the bar and the grounded metal roller or between a pair of bars.

A single common length of charging bar can be used and angled when bar length exceeds web width. Holders normally used with in-line accessories, such as a fold helper or brush, also can be used to hold the angled charging bars.

Rule 2. Adjust the output of the charging generator to achieve optimal tacking. Notice the charging current value, because the electrostatic pinning force is determined primarily by the value of the charging current, not the voltage.

The most effective operation can be obtained with charging generators featuring a constant current (CC) mode. In the constant current mode, the generator automatically adjusts the voltage to maintain the preset current. In this mode, the system maintains stable and strong pinning power adjusting output when there are changes in the line speeds, ambient conditions, or paper-dust buildup on the ionizing electrodes.

Rule 3. Don’t apply excessive voltage to the bars.

If a distinct purple or bluish glow is observed at the end of the bars, then the voltage is too high. Turn the voltage down until the glow disappears. Generally, with properly installed bars, voltage below 15 kV will be sufficient for most in-line applications.

Rule 4. Keep the ionizing electrodes clean.

Paper dust should not be allowed to build up or cover the electrodes. Clean the charging bars often. Use a metal brush to scrub through the electrode channel during makeready. This allows the strongest pinning power over a longer press run.

Note: Because in-line finishing products are shingled or stacked together, it can be useful to neutralize the exterior of the product before shingling or stacking. It also is recommended to neutralize the charged web before and, in some cases, after a rotary diecutter. Doing so will allow the completed products to shingle or stack without “clinging” together.

Ken Troemel, Andy Grzesik, and Mark Blitshteyn of MKS Ion Industrial have many years of combined experience in creating effective electrostatic solutions for various printing and converting applications (working for Tantec Inc. and later for MKS Ion Industrial). In 2006, Tantec USA became part of the Ion Industrial product group formed to service the paper and film converting and plastics industries in 1997. For additional information on MKS Ion Industrial, visit the MKS Ion Industrial website at www.mksinst.com/ion-industrial.

Targeted Bindery Automation

November 21, 2009

by: Brad Emerson, www.fixyourownbindery.com

Efficient operations often hinge on automated equipment that increases production efficiency while also decreasing makeready times. However, these objectives also can be met through targeted automation, rather than through six- or seven-digit silver bullet investments. Improving bindery quality and identifying obtainable returns on investment requires a surgical approach to automating bindery operations.

Automation Options for Bindery Operations

1. Motorized Adjustments
With motorized adjustments being added in almost every industry to save operator footsteps and minimize operator-input errors, remote servo/actuator adjustment is no longer just for the pressman’s ink keys. Automation has migrated into the bindery with predictable and reliable results. While a “lights out” bindery solution is conceivable in a digital plant with an unlimited capital budget, targeted automation of the adjustments routinely used on existing equipment can provide measurable R.O.I.

For example, many buyers making a large capital investment in a new perfect binding line with over 50 servo motors from gatherer through trimmer would be surprised by how few of the motors are actually used on a typical product mix. Many plants do not raise or lower milling units, gluepots, and nipping stations from one job to the next. Focusing automated adjustment on a handful of thickness adjustments could generate real bang for the buck in the vast majority of plants.

Some of the early bindery automation pioneers with retrofit kits on paper cutters have already incorporated the bolt on kits to include modern CIP4 and JDF technology. I would expect this same technology to migrate into future aftermarket kits for saddlestitchers and perfect binders, as well as the use of off-the-shelf motors and control modules where possible.

2. PUR Adhesive Upgrades
We have been hearing for more the 15 years that the glue or adhesive of the future is coming, and that adhesive is PUR. Well, up until a few years ago, you could almost count all the PUR binderies from coast to coast on both hands. Binderies soon learned that PUR was not just a direct replacement of the hotmelt they were currently running. Many prerequisites had to be met before making a successful transition to PUR. Machine wear regarding book clamp guidance, spine preparation, increased daily gluepot maintenance with a given OEM’s gluepot design, conveyor length, and smooth conveyor transitions all had to be factored in sooner or later. Conversions to existing perfect binders often can be accomplished for less than 10 percent of the cost of a completely new line.

Possibly the only growing sector in the printing industry today is the digital market, and you would be hard pressed to find a digital press OEM that would recommend anything other then PUR for reliable binding strength. It seems the sometimes brutal process of digital print combined with the recycled papers of today makes for increased binding challenges. As recently as five years ago it was difficult to purchase a new PUR perfect binder for under $1 million. With many small perfect binders with automation entering the equipment market today, specifically targeting the digital shops, it is possible to purchase a new perfect binder with PUR and motorized adjustments for under $100,000.

3. Bookblock Feeders, Cover Feeders, and Web Bundle Feeders
With the combined use of the Internet search engine and the seemingly endless supply of surplus equipment through closures, auctions, and downsizing, the hard to find add-ons of yesteryear often can be located today. These feeders can be automated, made portable, interchangeable, or permanently added to a line by your own in-house maintenance personnel or a preferred bindery technical partner. A bookblock feeder running bookblocks at the greatest possible speed without the tedious repetitive pace of human labor can increase margins, as well as differentiate a plant from a competitor. The same R.O.Is often can be realized on web bundle feeders, cover feeders, book stackers, in-line mailing, etc.

4. Signature or Pocket Readers
ISO standards, end user expectations, and the need to minimize product-spoilage cost is pushing binderies towards some type of automatic verification of products being gathered correctly on saddlestitchers, perfect binders, or loose inserters. Many binderies have these systems, but choose not to use them due to poor performance or time required to set up and maintain them properly. When choosing an aftermarket system, samples technically approved by a prospective vendor in advance can eliminate many headaches and finger pointing. There really is no system that can be purchased and forgotten about – all systems require plant management and operators to take ownership and commit time to perform routine cleaning, calibration, or maintenance of the system.

5. Training
Beyond the safe-operation training of a given piece of bindery equipment, focused training can trim hours off makeready time and reduce equipment damage and downtime when a plant’s typical product mix is factored into the training. Sharing bound and unbound product samples of the typical product mix in a given plant in advance can allow a professional trainer to tailor a training session with optimal long-term results.

Additional Factors to Consider
All of these above items require an investment, but still pennies on the dollar compared to the complete replacement cost of a new machine. Some careful “crossing of T’s and dotting of I’s” can prevent the same gremlins that hampered production prior to the automation investment from returning once the investment is made. Before writing a down payment check for automation or expansion, binderies should evaluate the decision from several perspectives, including:

Has the machine been evaluated overall by a qualified technician (other than, or in addition to, an OEMs new equipment technician) to determine if the machine is in acceptable mechanical condition? Fully rebuilding a worn gluepot – possibly the highest maintenance item on a used perfect binder – can be less than 1 percent of the cost of a new binding line.
Do the production scheduling associates optimize the schedule for the bindery? Scheduling two jobs of nearly the same size is as efficient as the highest level of automation on even the most prehistoric piece of bindery equipment.
What are the bindery capability “wish lists” of existing customers, new prospects, and team members?
Should an independent bindery consultant with experience in bindery production and automated equipment provide a report and recommendations?
Are the current operators properly trained on the most difficult products you produce?
Do the machine operators have the proper manuals and documentation?
Is this the best time to rethink the machine and/or entire bindery layout?

Brad Emerson is the general manager of www.fixyourownbindery.com, a company specializing in consultation, turnkey new and used equipment, automation, equipment fabrication, and training. Emerson’s bindery background includes bindery supervision, as well as marketing and consultation with a global bindery equipment leader. For more information, email brad@fixyourownbindery.com.

Delivery Management: Increase Productivity, Customer Service, and Profitability

November 21, 2009

by Mark Porter, Dienamic MIS Software, Inc.

The past year has proven two things to those of us in binding and print finishing. One, we must be more productive. Our existing staff must be more efficient and perform more tasks with fewer resources. Two, we must provide extraordinary service, especially to our good customers. It is generally accepted that 80 percent of revenue comes from 20 percent of our customers, so we need to lock those customers in to ensure it takes a bigger price difference or bigger mistake for them to take their business elsewhere.

Productivity and service are objectives that can be achieved in many ways, but one way is through delivery management. The binding and finishing companies – the post press industry by definition – cannot begin a job until goods are received from the printer. The efficient management of these goods, combined with the timely receipt of goods from suppliers, can greatly contribute to the profitability of a job.

Nobody has to tell you how competitive it is in the marketplace. Printers are continually being pushed toward smaller production runs, lower prices, and quicker turnarounds. Binders and finishers, as the last step in the production process, bear the brunt of this pressure. Even if the end customer provides an allowance for extra time in the production schedule, in all probability it will be sucked out by the design, prepress, and printing processes long before the job gets to the post press stage.

It is a constant challenge for binders and finishers to meet the production needs of their printing customers profitably. But there are procedures, policies, and tools that can be implemented to help manage jobs and increase customer loyalty.

Controlling the Flow of Jobs into Post Press

By managing the delivery of both printing from customers and purchases from suppliers, you can maximize the time available to produce jobs, thereby limiting the risk of incurring overtime costs, disrupting other jobs, or missing deadlines.

The key to this problem, like many problems, is communication. Knowing what you are expecting, when you have received it, or when it is late can greatly increase your ability to manage jobs. These jobs are then produced on time and more efficiently for your customers and more profitably for your business.

Communication starts with knowing what job is coming in and when to expect it. Too often jobs just appear in the shipping/receiving area, causing production disruptions. Not controlling the receipt of jobs exposes your company to customer claims that goods were received earlier than they actually were, forcing interruptions in the production schedule. Sometimes your customer honestly believes that the job arrived early in the morning – he doesn’t realize his driver diverted his route. Providing a notification of received goods not only can provide your company with the evidence it needs to support the actual delivery, but also can provide the customer with information to manage his delivery resources.

Maximizing Production Time

Giving customers the ability to pre-book jobs and/or shipments via a computerized goods management system provides your business with notice of what jobs are coming in and allows you to plan for their arrival. Offering incentives, such as providing first priority status, supplying notification to the printer when goods are received, or advising the customer when his goods are not received by the required time are all motivation for the printer to pre-book his jobs.

Once the jobs are received in-house, it is critical that not a minute of valuable production time is lost. As soon as goods are received, people both within your organization and at the printer should be notified of receipt. The quantity and the condition of the goods can be verified against the information entered by the printer. If the counts are short or the material was damaged in transit, these issues can be dealt with immediately. Placement of the goods within your plant can be documented and a skid tag can be generated and attached to the skids or containers for easy identification.

Often, jobs are not just waiting for printed matter from your customer but also spine material, dies, or other items from suppliers. A quick look-up of all receipts for that specific job will quickly provide the information required to coordinate production.

Building Customer Loyalty

The additional benefit of a delivery management process is that customer loyalty is built through the addition of convenience and value to the printer. The ability to enter print job information 24/7 provides a printer with unparalleled access to your services. If it is 8 p.m. and a printer needs a job done tomorrow, is he going to enter it into your system – thereby gaining a priority place in your workflow – or wait until the morning to start calling binders/finishers?

Back in the ’80s, just as the printing industry was getting into desktop publishing, files were being generated on disks and couriered to printers. One of my clients had invested in providing his best customers with modems. These customers then had the choice of generating disks, filling out courier slips, experience delays in delivery of the disks and – if there were mistakes in the file – repeating the procedure – or they could simply click a button and electronically send the file to our printing client. It was an easy choice and I am sure this customer service won jobs for his company. Automatic electronic notification when shipments are received or are late provides peace of mind and eliminates the time required for the printer’s staff to follow up with you. This provides the printer’s staff with more time to do their jobs.

Automatic electronic notification of short counts and damaged goods provides the printer maximum time to correct these issues and ensures the printer can meet the customer’s deadline. Obviously, the use of a manual delivery management system makes this process very time-consuming and difficult to maintain, but the Internet provides the perfect communication system for the receiving process. Through your website, customers can have the ability to enter data, such as sheets to be delivered. An automated delivery management system can email the customer and your internal staff automatically when events happen, such as shipments received, short counts, damaged goods, or late shipments. This ensures that everyone involved is provided the maximum time to produce the order or correct the situation.

A solid management process for receiving goods will increase customer loyalty, save time on both your end and the customer’s, and improve your chances of producing jobs profitably.

Mark Porter is the president of Dienamic MIS Software, Inc. Dienamic offers a wide variety of software products and services designed specifically for trade binderies and print finishers. Dienamic can offer full systems, including estimating/management information/e commerce, and individual software tools such as delivery management, die management, foil management, and budgeted hourly rates. Contact Mark Porter at (800) 461-8114 or visit www.dienamicmis.com.

Cadillac Looseleaf Products: Loose Leaf Goes Digital In Detroit

August 21, 2009

by: Dianna Brodine

It’s rare to hear good news out of Detroit these days. Concerns about the automotive industry hang over the city like a dark cloud, and Detroit has become the media symbol of the downturn in the nation’s economy. However, Cadillac Looseleaf Products, Inc. isn’t letting its suburban Detroit location slow it down. The company, which celebrated its 80th year in 2008, is moving forward with a multimedia approach to traditional loose leaf, expanding beyond the paper boundaries of binders and tabs to organize information in new ways for its customers.

We were the first ones in the recession so we’ll be the first ones out of it. – Suzanne Medinis

Cadillac does minimal work for Detroit car companies, perhaps saving it from a deeper impact as a result of the auto industry collapse. Cadillac President Kurt Streng, however, believes things aren’t as negative as painted by the news. “I almost feel it was worse eight years ago. Business-wise, it was worse because there was no new business on the vine. The strong survived in 2001 and there were a lot of guys who were smart enough to prepare for the future.”

Streng continues, saying Detroit has been in a recession since 2001, with unemployment rates steadily climbing over the past eight years. The lessons discovered by smart business owners included tighter budgeting, continuing business as normal, and effective marketing of services. “The people who continued to sell with a smile on their faces, they’re making it,” explains Streng. Suzanne Medinis, controller, chimes in. “I always say that Detroit is either high or low – business is either booming or at rock bottom. But people are optimistic we were the first ones in the recession so we’ll be the first ones out of it.”

Cadillac emerged with strength from 2001 and has taken advantage of the lessons it learned. “You keep working hard, position your company for growth, and keep your eye on the trends,” Streng explains.

We’ve never considered ourselves a bindery. – Kurt Streng

Watching industry trends was a key factor in Cadillac’s transition from traditional loose leaf services to a more robust way of looking at ways to organize information. For decades, Cadillac, located in Troy, Michigan, was a provider of binders and tabs for conventional loose leaf information presentation and storage. However, Streng believes the company has always had a larger view of itself, saying, “We’ve been around this business a long time and, typically, binderies stay binderies. We’ve never considered ourselves a bindery, and that’s allowed us to migrate.”

That migration was primarily customer-driven. In the early 1990s, in response to the needs of existing customers, Cadillac added full service collating, diecutting, and finishing to its line-up, and soon after, fulfillment and distribution. Streng explains that fulfillment and distribution are a natural extension of information packaging: “Part of what we do is build product so that it can be delivered. With that in mind, it has to survive delivery.” By bringing fulfillment in-house, Cadillac can now work structurally on the delivery, reviewing substrate and decoration techniques and evaluating its impact on the company’s choice of delivery methods.

Medinis also points out the additional control that in-house fulfillment provides. “Other binderies are traditionally sourcing delivery out. But from my perspective, we could not only save time and shipping by bringing it in-house, but we could control everything right here, reducing lead time.”

Additional changes were in store when Cadillac saw the market moving away from paper-based information storage. “Catalog binders were moving on,” says Streng, “and instead of walking away from those customers, we knew we could produce the catalog binder virtually.” Cadillac began producing CD sleeves, along with the print collateral. From there, it was a logical step to digital printing.

It’s about letting people purchase what they need to use. – Suzanne Medinis

Cadillac purchased a Canon ImagePRESS C6000 in 2008. The ImagePRESS produces digitally printed pieces that for short-run production of books, brochures, or customized CD packaging. It also has the capability of producing customized manuals, print on demand projects, and other 1:1 marketing pieces. Using web and digital print technologies, Cadillac has provided custom solutions that work for its customers.

Says Streng, “CD sleeves, text, binders inserts, tabs’ it’s all interrelated. Digital print offers an affordable way to get full graphics and exceptional quality at an affordable price.” Noting that his customers’ budgets are tighter, Streng points out that digital print allows Cadillac to offer unique solutions on a value basis, while also reducing the chance of mass-printed inventories growing stale.

“Some of our people thought we were stepping on the toes of printers,” says Medinis. “But it’s not about that – it’s about letting people purchase what they need to use, rather than purchasing binders they don’t need right now.” Streng chimes in, “A big part of our business is the trade and finishing side, with print product coming in the door and needing to be collated, bound, and shipped back. There are a lot of printers without digital print capabilities and we’ve offered a safe environment for them to go out and sell digital print and bring it back to a trusted source.”

The key, says Streng, is that Cadillac is simply taking its customers’ needs one step further, helping them to organize and present information in new ways. Now, rather than providing just the binder and tabs, Cadillac also can help to create customized, variable data to populate the binder. “Communication needs to be authored, produced, packaged and distributed,” explains Streng. “Through its many forms we take to market to allow our customers to effectively get their message across.”

We’re in the organization business. – Kurt Streng

Cadillac Looseleaf Products has a full service multimedia department to assist customers with the design technology-based information packaging solutions. Whether the need is video production, CD-ROM and DVD authoring, animation, or web sites, Cadillac’s staff of 35 employees is able to help. This multimedia approach may seem to be a departure from the company’s primary business model; however, Streng believes it goes back to the very roots of what the company provides in terms of information organization. “A binder or a web site – there’s no difference. When a user pulls up the first page of a website, that’s the binder cover. And each button that a user pushes is an index tab. A website is essentially an electronic ring binder,” he explains.

That outlook coincides with the transformation in the way information is collected and disbursed. “The buyer of tomorrow is well aware that there is more to learn and more to pass on with less time. Cadillac has responded to this by immersing our customers into a multimedia experience that complements our bindery and production shop,” says Streng. Services include digital video, photography, and web site production, and the facility has a sound booth as well as blue and green screen capabilities.

Whether multimedia or paper-based, Cadillac remains in the organization business. Customers approach the company with information that must be compiled, presented, and stored. Through a series of questions, Cadillac helps to determine the best way to package the information. What does the customer want the end user to walk away with? What type of environment will it be used in? How appealing does it need to be? How will it be used?

Cadillac will continue to introduce custom and cutting edge technology forms to deliver information, but as a complement to traditional loose leaf packaging. “We will always produce ring binders, diecut, collate, punch, and bind,” says Streng. “Considering the electronic versions of that production allows our customers choice in media form. Once we learn what our client does, the challenges he faces, and where he wants to go, we can start plugging in the variety of offerings we have.”

We are like none other. – Kurt Streng

Cadillac considers itself print, product, and virtual media packagers – perhaps the only company of its kind in the country. “It’s kind of a running joke around here,” says Streng. “We are like none other.” In this economy, that has allowed Cadillac to go virtually anywhere and sell a product that is appropriate to its customers’ needs and budget.

What Cadillac offers is experience – experience in taking information and the need to communicate it effectively, and transforming it into a solution for its customers. By remaining small and focused, Cadillac operates as a family business. “I still believe in a handshake,” explains Streng. “I still believe that there’s good in the words that people say. We operate our business that way, because you’ll forget about the product and the price down the road, but if you have a sour taste in your mouth, you’re probably not coming back.”

Pay It Forward with Needed Training and Preventive Maintenance

August 21, 2009

by: Steven Calov, Heidelberg USA

Difficult economic conditions and depressed sales of new bindery equipment have imbued issues relating to maintenance and training with fresh urgency. Although binderies will always be production oriented, they also should understand that their ability to improve production efficiency and reduce their total cost of ownership is tied to decisions they make about preventive maintenance and the care they take to ensure their operators elicit nothing less than peak performance from their equipment.

Faulty Assumptions Can Rue the Day

Regrettably, many customers tend to regard employee training as a form of overhead instead of a mission-critical investment. It’s a logical misconception: because the equipment is under warranty already, problems must always be the fault of the machine. While this is often true, it is not necessarily the case.

Especially when – as now – the trend is to hold off replacing equipment until economic conditions improve, lack of attention to training and maintenance can have serious consequences. Say a seasoned bindery operator leaves or moves on to another position within the plant after passing on his operational knowledge to his successor in the job. Say it happens again. And again. The net effect of this progressive degradation in the expert knowledge needed to keep that piece of equipment running efficiently can show up in slower speeds and dramatically lower productivity. In fact, as well-intentioned employees pass along training from one to another, it is not uncommon for the quality of the information to degrade until it is dangerously far removed from the manufacturer’s recommendations.

Save the Live Jobs for Later

To get the full benefit of manufacturer-provided training, it’s best to hold off running live jobs until a machine is fully up and into production. While it may seem desirable and efficient to combine post-installation training with live jobs, the decision to do so could well force additional training down the line at additional cost to the customer. Training is intended to give the crew an opportunity to gain experience and achieve a reasonable comfort level with the equipment. Activities that distract operators from that goal can be counter-productive. Otherwise, the crew may run into difficulties and start pointing fingers, complicating an otherwise easy transition from training to production.

Best Trained Employees Do the Best Job

Everybody says it – “Owners must invest in their employees” – but what does it really mean? Today’s bindery employee must possess an increasingly sophisticated skillset, including knowledge of how paper moves, the principles of lean manufacturing, and the efficient use of bindery personnel. Given the range of available training opportunities, there is no reason for a bindery’s productivity and profitability to suffer for want of an appropriately skilled operator. Heidelberg, for example, provides a variety of intermediate skill and refresher training courses at its Print Media Demonstration Center in Kennesaw, Ga., as well as through its Print Media Academy. After all, a warm body can make a machine run, but it takes a well-trained professional to make it sing. These days, it is a business imperative for production equipment throughout the plant to be warbling arias.

Preventive Maintenance: Whose Job Is It?

The phrase “unplanned downtime” generally denotes a business liability to be avoided at all costs. The default position for many binderies, unfortunately, is to keep machinery running, then limping, if necessary, toward the finish line. Machine maintenance is presumed to be the manufacturer’s job when, in fact, the reverse is true. Regular preventive maintenance, performed during periods of “planned downtime,” will ensure consistent high-quality production, optimized equipment settings, and higher throughput, thereby protecting the investment and increasing its resale value.

While the largest binderies may have dedicated maintenance departments, smaller companies have the same needs, although their resources may be more limited. Busy plants of all sizes, in fact, should give serious attention to establishing a dependable rhythm of preventive maintenance.

It likely will cost more to troubleshoot than to invest in a program of regular preventive machine care. Lack of regular preventive maintenance causes machines to run at slower speeds, sacrificing efficiency and productivity for “one more day of operation” before the inevitable breakdown. In the end, neglecting preventive maintenance hurts customers because it’s more costly to fix things when they finally break. Heidelberg Systemservice currently performs about 80 percent repairs, 10 percent preventive maintenance, and 10 percent rebuilds of existing equipment. Given these percentages, it’s common sense to conclude that customers can and should do much more to prevent problems in the first place.

A Change of Focus

Over the years, Heidelberg’s service organization has sought to shift its emphasis from reactive repair to proactive preventive maintenance. Uptime can be maximized and breakdowns minimized by following a regular schedule of inspections with a detailed checklist.

The sale of any piece of equipment inaugurates a long-term partnership with the customer. Likewise, the printer who owns that piece of equipment also inaugurates a long-term relationship with that machine, which means maintaining it on schedule, servicing it when service is needed, and supporting it with manufacturer-branded parts and consumable supplies that have the same reputation for quality as the hardware itself.

Be Prepared

Maintenance and operation are both part of the training process. Customers need to invest the money in maintenance to reduce unplanned downtime and in ongoing training to guarantee optimum performance of both machine and employee. Printers and binderies should work hand-in-hand with their equipment suppliers on issues such as maintenance, training, and fine-tuning of equipment in order to optimize production speeds and capabilities and avoid problems down the road. No one knows when an economic turnaround will come, but savvy customers should position themselves now to be first out of the gate for the recovery by making sure their employees have the skills they need to take advantage of the upturn. Viewed in this way, maintenance and training can be seen as windows of opportunity to prepare for success when the economy rebounds.

Steven Calov is postpress product manager for Heidelberg USA, with particular expertise in post press stitching and perfect binding. He is a graduate of New York City Technical College, where he earned a degree in Graphic Arts Production Management. He has worked with Heidelberg for 19 years. Contact him at Steven.Calov@heidelberg.com.

Best Practices for Paper Cutter Knives

August 21, 2009

by: Woody Powers II, Jorson & Carlson

A knife supplier or servicing company with expertise in knife quality, knife handling and product application, as well as the know-how to install cutting knives properly, can provide useful best practices to improve cut quality and increase knife life. In most cases, implementing new procedures will increase quality and production time by eliminating costly knife change time.

Fundamental Questions for Cutting Jobs

When cutting products such as books, labels, and letterhead, it is paramount that operators abide by strict fundamentals to achieve optimum cuts and production. Questions to ask before making the first cut include the following:

Has the job been coordinated with prepress, press, and bindery to supply the most efficient layout for all involved? Are the right paper weight and paper size being used for the job? Too much trim can cause excess waste and deflection problems, like back bone chipping on a perfect bound book.
Is the correct equipment being used for the job? Is proper maintenance provided for the equipment per OEM recommendations?
Will the cutter, folder, stitcher, or perfect binder produce a product quality that is acceptable to your customer?
Does the operator have the knowledge needed (and the ability to engage that knowledge) for the job given to him?

Good housekeeping, proper job layout, good machinery, the right paper, and the correct cutting knives, ground by a professional knife grinding service, will provide a quality finished product.

Increasing Cut Quality

A full-time bindery with multiple shifts should be using inlaid knives manufactured with 18 percent tungsten alloy or – the ultimate in wear resistance – carbide. Both of these out-produce carbon steel cutting knives. Many people are confused by the term “18 percent tungsten” – it is not carbide, but rather an alloy steel with 18 percent tungsten mixture. The term “carbide” also is misrepresented and misunderstood. There are different grades of carbide. One of the best, most wear-resistant grades is MG28, an ultra-fine grain.

Using upgraded metallurgy maintains the desired cut quality for a longer production time. Never upgrade knife quality to improve cut quality. There are companies that sell coatings or offer to rebuild old knives; however, there are no substitutes for upgrading the metallurgy to improve longevity.

Proper Installation

Proper installation of cutting knives is very important in achieving longer lasting cut quality. Changing knives quickly will not improve quality. A job done right will improve quality and longevity, while also allowing distortion-free cuts.

When changing knives, never place a new knife on the cutter bed. This will ensure a knick-free knife is installed. Instead, always place the knife on a piece of chipboard or on a changing table with the cutting edge facing away. Using Kevlar gloves, clean the knives with a solvent to remove any oil, dirt, etc. Visually check the knife edge for imperfections. The same cleaning procedures must be applied to the cutting machine where the knives are mounted. With 3-knife trimmers, clean the holders where the knife is mounted. Remember that any surface upon which the knife is mounted becomes an extension of the cutting knife. Any paper, dust, or grease trapped between the knife and the machine can cause problems.

When installing guillotine knives as per OEM instructions, always back off the knife setting adjustments so the knife will not cut through the last sheet of paper. When tightening mounting bolts on larger knives, always start tightening from the middle out to the sides; smaller knives tighten from one side to the other side. Using this procedure nearly ensures that a bow will not be trapped in the knife, causing deflection in the cut and making it hard to seat the knife. Make the final knife adjustment in the cutter as needed – just enough to cut through the last sheet of paper.

When using cutting sticks, make sure the stick is properly seated in the stick channel. Cleaning this channel is very important in getting an even setting of the knife. If the channel is not clean, the blade will be damaged on the first penetration. Once the blade has been seated to the cutting stick, do not cycle the knife lower into the stick to get a cleaner cut. If needed, change the stick. If this needs to be addressed often, a blade change is needed.

Knife Grinding

When the knives are dull, send them to a qualified knife grinding service. Just as bindery equipment has evolved, so has grinding equipment and the techniques used to sharpen knives and remove burrs.

A grinding service that grinds the knives first, and then hones the knives by hand is using an older, outdated procedure. With this process, the degree of sharpness depends on the pressure exerted by and the steadiness of the person honing the knives. This will leave scratches, marks, and back bevels on the face of the knife, which can lead to knife deflection problems and product marking.

The new knife grinding technology incorporates state-of-the-art grinding equipment to grind and mechanically hone knives on the same machine. This guarantees burr removal and precise blade sharpness, ensuring consistent repetition from knife to knife.

With the help of the right vendors, implementing new procedures will increase quality and production time by eliminating costly knife change time. A few simple changes can help bindery owners improve quality without spending a lot of money by using the equipment on hand.

Woody Powers II has served as the president and owner of Jorson & Carlson since 1992, after beginning employment with the company in 1964. Jorson & Carlson is a third generation company, which began in 1917. It is a full service company specializing in precision grinding, with six locations in the United States. For more information, call (800) 656-7766 or email sales@jorsonandcarlson.com.

Custom Binding: Dedicated Customer Service Meets DIY Convenience

August 21, 2009

by: Renée Varella

Today’s loose leaf market offers a range of options for consumers who want it all – whether that be the convenience of ordering custom binders through a strictly “do-it-yourself” online service or the attraction of learning about all of the custom features available from an experienced customer service rep. In this article, The Binding Edge explores different ends of the custom binding spectrum, starting with Avery Signature Binders and its exclusively online service and then highlighting the more traditional customer service approach from American Thermoplastic Company.

A Tale of Two Binders

Avery Signature Binders, based in Brea, Calif., is a division of Avery Dennison Corp., which got its start when R. Stanton Avery manufactured the first self-adhesive label in 1935. Today the company provides pressure-sensitive materials, retail information services, and office and consumer products. The company’s Signature Series allows customers to go online and order any quantity of personalized binders, even just one – with logo, photos, and graphics printed on the cover in full color – and the binders are guaranteed to ship within five business days. Customers handle the transactions totally on their own; the company responds to questions primarily via email.

“We’ve been looking at personalization and trends in the marketplace,” said James Johnson, director of global business development for Avery Signature Binders. “Our concept is based on ‘mass customization’ – consumers want very personalized products at mass production prices.” He said that Avery built the business based on the principle of giving people the opportunity to produce short- run, no-minimum orders, which has brought new people into the marketplace. “We’ve gotten tremendous customer feedback,” he added. “Our latest survey indicated that 90 percent would ‘definitely purchase again,’ while 10 percent were ‘likely to purchase again.'”

American Thermoplastic Company, based in Pittsburgh, Pa., manufactures custom-imprinted binders and related loose leaf products for business, industrial, and educational accounts. In 1954, Aaron Silberman started providing local businesses with foil stamped vinyl products. Thanks to the addition of four-color digital process printing in 1998, customers can order smaller quantities and design different variations and special messages on their products that can change from copy to copy during a print run. A customer service team works with each customer, even those who start the ordering process online. American Thermoplastic’s QuickShip program sends custom-imprinted binders to customers in six days, and stock items can be shipped within 24 hours.

“We’re serving customers with slightly different needs,” said Steve Silberman, who succeeded Aaron, his father, as president of American Thermoplastic in 1986. “We think there’s value in the customer being able to talk to a customer service representative. Customers may not end up with everything they want if they don’t hear about their options.” He added that customers who need exactly what DIY companies offer may be satisfied. However, he gave the example of a customer who ordered a 1½” binder when what she really needed was a 2″ binder. “Through our customer service process we can help customers figure out exactly what they need,” he said.

Customer Service: A Balancing Act?

Both American Thermoplastic Company and Avery Signature Binders offer the consumer a variety of custom binding options, speedy turnaround and competitive pricing. However, their approach to customer service highlights certain differences.

For Avery, the biggest advantage of its do-it-yourself option lies in taking away the expensive part of the process: interacting with the consumer. “What was initially costly and time-consuming is now easy,” Johnson said. “Our online system helps consumers find a photo they like, type in their text, and upload their logo. It also helps them along the way – for example, if they try to size a low-resolution logo too big, a warning message will pop up, telling them they need a higher-res logo.

“Our software is designed to help consumers help themselves,” Johnson added. “They like the ability to play with the layout and design, see a 3-D preview of their finished product, and get their pricing questions answered without having to send someone their contact details and wait for a call back or, worse, fill out a form for a quote.”

According to Johnson, Avery is looking for underserved consumers – those looking for six to 10 custom binders. “Ninety-seven percent of our orders are for less than 25 binders,” he said. “However, about 50 percent of our total volume comes from orders of more than 25 binders, because customers liked the service.” Avery also is targeting those who prefer to do everything online, with Johnson noting that 98 percent of his customers never communicate with a customer service representative.

For American Thermoplastic, walking consumers through the custom binding process is paramount – with a level of attention not available through an exclusively online system. American Thermoplastic’s Silberman said his customers want to be taken care of by a knowledgeable customer service person and need products that are not off-the-shelf. “Someone who places an order every few years doesn’t know all of the options – for example, that they can put their business card on the front of their binder, or have a variety of pockets or a DVD holder,” he said. Silberman added that each company has a different mindset when it comes to an online ordering system: “At American Thermoplastic, we’re interested in how to get customers the options they need, such as matching digitally printed index dividers v. a plain binder with a certain set of specifications.”

Johnson said Avery’s take on the customer service issue is this: “If you’re not ready for the next wave of business – how to communicate with this new generation who expect to handle the entire transaction themselves – you’re going to be in trouble.”

Transaction Land

One element of Avery’s process that Silberman admires is that the entire transaction is handled through Avery’s website. “The process accomplishes a number of things for the seller: the customer has to take responsibility for the final product and has to pay for it upfront. That’s everything we dream about – we don’t want customers to call back and say, ‘That’s not what I wanted,'” he said. “Avery has figured out how to do it all online, and I applaud them for it.”

In fact, Silberman was so intrigued by the process that he went to Avery’s website, went through all of the options, and bought a binder for himself. The only catch: “I intentionally put in typing errors and put the text off-center to see if someone would catch it, but they did not,” he said. That’s why Silberman believes it’s important for his company to offer customers a level of oversight that exclusively online systems don’t provide. “For us, many times a customer will send in artwork or do something else that doesn’t work. So we always call the customer and ask, “Are you sure you want this word spelled that way or want this text off-center like this?”

Avery’s Johnson agreed that not having a traditional proof process could be a disadvantage for some customers, noting that with Avery’s system, “what you see on the screen is what you get.” Even so, Johnson said customer complaints to Avery are the exception. “A few customers have thought the computer misspelled a word after they’d given their approval of the job, but most customers will eventually come clean,” he said. “If there’s a mistake, we’ll usually offer a discounted remake or make a new binder for a customer who ordered just one binder.” What’s more, Avery will make the occasional customer service exception: “One customer needed help and asked me to do a web conference with her and walk her through the process of ordering custom binders through our website,” Johnson said. “Now she orders 10 binders a week from us.”

Johnson acknowledged that Avery’s digital printing process doesn’t offer economies of scale, so prices aren’t negotiable. In addition, Avery doesn’t churn out thousands of binders or match PMS colors. “My suggestion is that the customer order one binder – if we nail the color on it, I tell the customer that we can guarantee that the rest of the binders will be just like it,” he said.

While Avery does serve the home application market with such materials as scrapbooks, recipe books, and school binders, Johnson noted that law offices and financial companies are especially well-suited to the process offered by Avery Signature Binders. “These companies can create the background of their binders once, use Avery’s text merge tool to customize their binders, and binders can be produced with an individual name or company on it,” he said. “The variable data can be anything, even white. Consumers really like the actual quality of our binders (printing on vinyl vs. a laminated look), and some don’t care about price. Those are nice customers to have.”

The Road Ahead

Despite some differences, Silberman and Johnson are anticipating future needs – and share the attitude that the loose leaf market offers plenty of opportunity for progressive companies. “There’s a place for a lot of different manufacturers and different products out there,” said American Thermoplastic’s Silberman. “My hope is that customers will be able to figure out which kind of supplier they need.”

Johnson of Avery agreed, stating his belief that there will always be a need for custom binders. “When Avery looked at the market 25 years ago, we saw the rising popularity of the clear view binder and got out of the silkscreen binder business altogether,” he said. “We don’t see what we’re doing now as taking away that business.”

In response to the changing demographics of today’s young consumers – many of whom are enamored of new media offerings like the Apple iPhone and Twitter – American Thermoplastic may eventually offer a way for customers to place orders completely online, something the company’s sales reps are currently doing. That said, American Thermoplastic’s Silberman doesn’t consider younger consumers to be all that different from other customers. “Even young people tuned in to social media really want special attention paid to their needs and to how their product looks,” he said. “I suspect that younger customers may be even more demanding of attention and want binders to reflect who they are.”

Avery’s customers tend to be small business owners, with a slight majority of customers female and a bit younger than average. “We plan to aggressively go after the younger market, which lends itself to school binders,” Johnson noted. “We’re also getting ready to enter a relationship with a very large social media network where we’ll put our application into the middle of a community of users, so people can create binders for themselves and sell them to others.”

Stay tuned for future updates in the loose leaf market – with its ever-changing landscape of technological innovation and strategic marketing initiatives.

« Previous Page