2015 Nov/Dec

The Three P’s of Powerful Leadership

December 14, 2015

by David Waits, Waits Consulting Group, Inc.

Leadership is not a position!

A local newspaper has a daily section titled “Progressions,” allowing companies to publicly recognize employees who have been promoted to leadership positions, such as general manager. The announcement is a very nice recognition for the new leader, but the promotion, in and of itself, doesn’t make the person a powerful, productive leader. The promotion does allow the new leader to exercise the roles and responsibilities of the position, but the promotion has very little to do with the leadership effectiveness of the person who received it.

The power of the position and the potential of the leader are maximized only when the leader understands and leverages their performance, presence and profitability.

1. Performance is what you do. Like it or not, at the end of the day – or quarter, or year – leaders are evaluated by what they get done and get done through others. Leaders are paid to get results. They are not paid for their intentions or mere activity.

Intentions matter, but results rule!

“I meant to have a discussion with the underperforming team member, but I just haven’t had a chance to talk to them,” says the well-meaning leader. The question is not, “Did you talk to them?” The question is, “Did the underperforming team member’s behavior improve?” Intentions without actions create nothing. Action, such as having the talk with the underperformer, that doesn’t produce results is simply activity, not productivity. Performance is measured by results.

Aesop rightly stated, “When all is said and done, more is said than done.” Performance, measured by results, is the metric of your leadership ability.

2. Presence is who you are. You can’t be one type of person and another type of leader. Although you can try to fool people and maybe even obtain pseudo-success for a short season, time ultimately will reveal the real you. Who you are, in the core of your being, will determine your presence. How big is your presence?

Someone who is physically large is noticed when they simply walk into a room. Former NBA superstar Shaquille O’Neal is over seven feet tall, weighing in at over 300 pounds. Everywhere he goes, his physical presence is commanding.

When you enter a room, are you noticed? Are you respected? Do people want your input? Are you listened to? Are you commanding? Your presence is the key to positively and powerfully influencing people.

Remember, a title or position does not a leader make. A position can be conferred on you. When something is conferred, it is placed and bestowed on you by someone else. It is recognition of a position. Your position allows you to perform the roles and functions of a leader, but it is your presence that determines your effectiveness. Presence is inferred upon you. Something inferred involves a conclusion. People are concluding, “This person has a dynamic presence that makes me want to follow them.”

Are you working as hard on who you are as you are working at the job you do? Your job functions are important and your ability to be highly functional in your job as a leader is directly proportional to your presence. Your presence increases as you grow as a person. When you become great at who you are, you become remarkable at what you do! Constantly invest time and money in personal growth.

3. Profitability is the value you bring to those you lead. The bottom line number reflects profitability, but it is more than that. Is your team profitable because of you?

In the arena of interaction with those you lead, are you profiting from them? Are they better – more profitable themselves – because they are around you? Do you inspire? Do you motivate? Do you create synergy?

There are many world-class athletes playing in team sports who have tremendous individual skills, yet the team fails to obtain championship status. Michael Jordan was arguably the greatest basketball player of all time. His greatness wasn’t only measured by his ability to make baskets and his incredible desire to win, but by making others better. For many of his years in the NBA, he was surrounded by, at best, serviceable role players. Yet his presence made others profitable because he brought out the best in his other team members. He helped raise the entire team to a winning, championship level.

Your potential is maximized and your power exploited when you leverage all of the following:

Your productivity: your effective actions, not your noble intentions.
Your presence: constantly investing in yourself, stretching and growing to increase the size of your presence.
Your profitability: evaluate yourself by looking to the outcome – is there profitability in your leadership in the bottom line and are people better because they have been influenced by you?

When you maximize the Three P’s – Productivity, Presence and Profitability – it is likely you will not only show up in the “Progressions” section of your local newspaper, but also make the front page headline as well. If you are not on your newspaper’s front page, you certainly will make the headlines with the most important people in your sphere of influence – those who are following you.

David Waits, founder of Waits Consulting Group, Inc., is a consultant, speaker and author. As a proven expert in developing powerful initiatives that revolutionize culture, Waits helps his clients create a thriving organizational environment that facilitates rapid growth, innovative development and on-going profitability. He has worked with clients in all 50 states, including Quest Diagnostics, General Dynamics, Major League Baseball, Walmart, Walt Disney World and numerous other world-class organizations. For more information, visit www.DavidWaits.com.

Print Influencer: Rock LaManna

December 14, 2015

Rock LaManna is president and CEO of LaManna Alliance. Based in West Palm Beach, Florida, LaManna Alliance works with owners in the global printing and graphic communications industry who are ready to sell, merge, retire or make a strategic transition. LaManna has unique insight into a number of specialty finishing and print sectors, including wide format/signage, screen printing, packaging, labels and more. With 35 years in the industry and an ownership background, LaManna has a straightforward business style and a large network of connections and strategic partners to help selling owners achieve their ideal transition.

How did you find the printing industry as a career?

Growing up, my family owned a converting/printing company in St. Paul, Minnesota. Six miles down the road from our facility was the 3M Company, and my father had a tremendous relationship with them for over 30 years. I started in the family business in 1975, when I was 21 years old. I was thrown into the world of manufacturing and business growth. We were a beta site for 3M, and through that I was exposed to innovative products, specialty applications and global markets for the graphics and printing industries.

How have your experiences put you in a position to influence the printing and postpress markets?

I spent many years building manufacturing businesses for others and buying and selling those businesses. I sold my last manufacturing business in 2000, and that’s when I decided to become a business advisor. I looked around and thought to myself, “I’ve seen a lot of ups and downs over the years. Someone needs to look into the future and help owners who have so many important decisions to make. I have the expertise, passion and energy to stay on the cutting edge of this industry.”

Working with 3M, the first thing we learned was to analyze the market before even starting to look at developing a new product: what is the size of the market and is it worth going into that market? Now, when I walk into a plant, I look at how the products are being manufactured. I look at the company’s processes and how print and products are converted. I observe how the company has overcome production challenges. I track how quality is achieved, supplies are utilized and how time savings are enabled. I’m taking note of new technologies and figuring out where or if there is a market for them. I help owners understand that we’re always looking ahead at the next five to 10 years, which means looking at technologies for 2025.

What’s the most critical investment for owners to make now?

The three most important things for any manufacturing business are product, process and people. Most of my clients come to me as if they are a one-man band, and they’re not. In some cases, they’ve spent 25 years taking care of themselves instead of their employees or instead of focusing on their product. Now, their business is in crisis.

Owners need to see that growth, expansion and product development are all about people. They don’t just happen. The print industry itself is growing, and it’s also consolidating. In the last two or three years, if a printing business is not growing at 10 to 30 percent, it is doing something wrong. When I tour plants, the first thing I notice is if the employees say hello to the boss and how the owners interact with their employees. I observe which employees look happy and who looks unhappy, and I start to determine why the business is not growing.

With LaManna Alliance, I have people that I have worked with for 25 years who I handpicked. I invest in people and advise my clients to do the same. Your people are the future of your business. They’re the ones who are going to implement your vision and your game plan. It’s important to invest in their growth and happiness.

What do you see for the industry as you look five to 10 years into the future? How will you and LaManna Alliance still be influencing the print industry?

I’m very excited about what’s coming down the road in the next few years. There’s a myth that the printing industry is dead, but that’s just not true. Printing is in favor now, and there’s a lot of talent out there today that is underutilized. Specialty finishers and producers of printed effects are strategically positioned to capitalize on the growth being predicting for the label and packaging sectors. Companies that can create products for global consumption will have an advantage. In addition, specialty printers and finishers would do well to look at serving the needs of niches such as food-safe packaging or security printing for pharmaceuticals.

There always are print sectors that are growing and sectors that are contracting. Looking down the road at what people will need in the future for print will help business owners make decisions today.

Rock LaManna will speak at the FSEA National Conference in Orlando, Florida, on Sunday, April 3, 2016. For more information, visit www.fsea.com or www.rocklamanna.com.

Printers’ Profits Up in 2015

December 14, 2015

by Dr. Ronnie H. Davis. Printing Industries of America

Printers’ profits rose modestly during the past year, according to Printing Industries of America’s (PIA) Ratio Survey, the industry standard for tracking industry financial performance. The typical printing firm’s profit as a percent of sales increased from 2.6 percent last year to 3.0 percent this year. Industry profit leaders – firms in the top 25 percent of profitability – saw their profit rates on sales remain stable at 10.3 percent, the same as last year.

The full series of Ratios volumes now are available in the PIA Bookstore, accessible at printing.org. A glimpse of 2015 trends is shown here.

Tracking profit trends

From 2004 to 2015, printers participating in the Ratios averaged 2.1 percent profit on sales. This year’s 3.0 percent not only is nearly one point above the average, but also only the third year with profits on sales in the 3.0 percent or higher range. For profit leaders, the 2015 profit on sales rate of 10.3 percent ties last year with the highest rate during the last 12 years. On average, profit leaders earned 9.5 percent over the last 12 years.

Printers in the bottom 75 percent of profitability, also known as profit challengers, actually lost money in six of the last 12 years. Overall, they lost an average of 0.5 percent of sales 2004-2015. However, their profit rate of 0.6 percent this year was the highest ever for the 12-year period.

The lowest profit year for all printers, profit leaders and profit challengers came in 2010 at the end of the Great Recession as both industry sales and profitability were most impacted. This dramatically demonstrates the fact that print does best in mature economic recoveries and does worst at the bottom of recessions.

Sizable profit gap between profit leaders and profit challengers

The profit gap between profit leaders and profit challengers averaged 10 percentage points during the last dozen years – a whopping difference of $1 million in profits for a $10 million-a-year printer. The profit gap actually expanded during the Great Recession years, reaching a peak of 11.2 percentage points in 2010. In contrast, the profit gap typically recedes during economic expansions, with the smallest gap appearing in 2007 at the end of the economic expansion.

The explanation for this pattern may be that the strategic and tactical advantages that profit leaders possess are most important during challenging times. But, during better times, a rising tide does indeed lift all ships and the profit gap recedes.

Does firm size matter in financial performance?

Firm size does have an impact on profitability, as profit rates vary considerably by the size of the printing firm. All printers’ profit rates generally increase as firm size increases, except for the $10 to $18 million size category. For all printers, getting larger generally increases profitability. In contrast, however, for profit leaders, size is not as strong a predictor of profitability. The size pattern for profit leaders is that smaller and larger firms are most profitable and midsize firms less profitable. This relationship has existed for a number of years.

Major costs benchmarks

As has been the case for the last few years, the composition of costs for major expense items as a percent of sales changed very little. Total factory cost averaged 77 percent of sales for all printers. Total materials costs (paper, plates, ink, other chargeable materials and outside services) accounted for 35.8 percent of total sales. Factory payroll and factory expenses amounted to 41.2 percent of the typical printing sales dollar. Administrative and selling expenses comprised 19.4 cents of every sales dollar.

Sales and value added per employee benchmarks

During the past year, profit leaders were 10 to 18 percent more productive in terms of sales per employee or factory employee and value added per employee and factory employee. In terms of operations, this means that profit leaders have fewer employees at the same level of sales compared to all printers and, in particular, profit challengers. Correspondingly, other Ratios metrics indicate profit leaders are more capital intensive than the average printer and profit challengers. Thus, profit leaders are substituting capital for labor at a higher rate.

Print sector profit benchmarks

Profit rates always vary considerably by product specialty. Of the eight printing product specialties covered in the survey, the top profit producing segments were forms/documents, direct mail, binders and converters/label and wrapper printers. At the other end of the spectrum, the lowest profit rates were for commercial/advertising printers and magazine/periodical printers.

Benchmarking your operations

The Ratios reports can be used to evaluate a companys performance against industry profit leaders. From this information, businesses can evaluate their strengths and weaknesses in terms of expenses, productivity, revenue sources, assets, liabilities and much more. Specific reports are available for various firm profiles by size of firm, printing process and print market segments.

Dr. Ronnie H. Davis is senior vice president and chief economist for the Center for Print Economics and Market Research, Printing Industries of America. To order the latest Ratios Volume, go to www.printing.org.

Reducing the Risk of Combustible Dust

December 14, 2015

Provided by Grainger

The presence of combustible dust, both in open and unseen areas, can present a grave hazard to employees, employers and facilities as explosions can be catastrophic in nature.

Combustible dust, as defined by the Occupational Safety and Health Administration (OSHA), is “a solid material composed of distinct particles or pieces, regardless of size, shape or chemical composition, which can present a fire or deflagration hazard when suspended in air or some other oxidizing medium over a range of concentrations.” The presence of this dust, both in open and unseen areas, can present a grave hazard to employees, employers and facilities as explosions can be catastrophic in nature. An OSHA Fact Sheet, titled “Hazard Alert: Combustible Dust Explosions,” explains how dust explosions can occur.

Five factors (oxygen, heat, fuel, dispersion and confinement) are known as the Dust Explosion Pentagon.

“In addition to the familiar fire triangle of oxygen, heat and fuel (the dust), dispersion of dust particles in sufficient quantity and concentration can cause rapid combustion, known as deflagration. If the event is confined by an enclosure such as a building, room, vessel or process equipment, the resulting pressure rise may cause an explosion. These five factors (oxygen, heat, fuel, dispersion and confinement) are known as the Dust Explosion Pentagon (Figure 1). If one element of the pentagon is missing, an explosion cannot occur.”

Combustible dust explosions typically occur in two waves. The first wave, also known as the primary explosion, starts with just the “right” concentration of airborne accumulated dust. This dust is held captive within a limited or enclosed space, such as inside the chamber of processing equipment. This captive dust then is subjected to a heat source, which causes the dust to ignite. The ignited dust can burn very rapidly and release gases, causing the pressure to rise within the enclosure, and can result in an explosion.

Secondary explosions often are more destructive than primary ones because of the sheer volume and concentration of additional dust available to fuel them.

Unfortunately, the first explosion usually is only the beginning. The primary explosion disturbs and shakes up dormant dust, which has collected over time on a variety of surfaces within the area. Some examples of these surfaces can be on top of or underneath machinery, ledges, rafters, duct work, inside suspended ceilings, on top of support beams, etc. The second wave, or secondary explosion, occurs as this additional dust becomes suspended in the air and also ignites. Secondary explosions often are more destructive than primary ones because of the sheer volume and concentration of additional dust available to fuel them (Figure 2).

Many employers and employees are unaware of the potential threat of dust explosions or fail to recognize it as a serious hazard in their facility. In the Chemical Safety Board (CSB) video, “Combustible Dust: An Insidious Hazard,” Stephen Selk, a CSB investigator, says, “The big problem with combustible dust is that we underestimate its hazards. We become complacent and we fail to take the necessary precautions.” There also may be inadequate information available to help employers recognize a combustible dust hazard on their Safety Data Sheets (SDS). After reviewing the SDS of 140 substances known to create combustible dust, the CSB found they contained insufficient information to assist the end user in determining the hazard: 41 percent of the documents did not warn of the potential hazard at all, while the remaining 56 percent did not clearly or specifically describe the hazard in a way which was easy to identify (CSB, 2006).

There is a long list of industries vulnerable to the hazard of dust explosions, including, but not limited to, the following: agriculture, chemicals, food (such as sugar, candy, spice, starch, flour, feed), grain, fertilizer, tobacco, plastics, wood, forest, paper, pulp, rubber, furniture, textiles, pesticides, pharmaceuticals, tire and rubber manufacturers, dyes, coal, metal processing (such as aluminum, chromium, iron, magnesium, zinc), recycling operations and coal.

OSHA suggests completing an in-depth dust hazard assessment analyzing the following areas:

Materials that may be combustible
Processes that utilize any combustible dust
Open and especially hidden areas where dust may collect
Opportunities that may cause dust to become airborne
Any source of ignition

The key to the hazard assessment is correctly identifying whether or not the dust is indeed combustible. The National Fire Protection Agency (NFPA) Standard for the Prevention of Fire and Dust Explosions from the Manufacturing, Processing and Handling of Combustible Particulate Solids (NFPA #654) and NFPA #454, Standard for Combustible Metals, Metal Powders and Metal Dusts, both define combustible dust as “any finely divided solid material that is 420 microns or smaller in diameter and presents a fire or explosion hazard when dispersed and ignited in air.” Other variables to consider, in addition to particle size, are how the dust will be dispersed, what kind of ventilation is available, air currents, sources of ignition and the presence of physical barriers to either provide dust confinement or which provide separation of work processes one from another.

In addition to the hazard assessment, controlling and eliminating combustible dust also is critical. Per OSHA, the following are ways to mitigate combustible dust:

Create a program to inspect for and test for the presence of dust; implement housekeeping and control measures.
Use only appropriate dust collection systems and filters.
Recognize and eliminate fugitive dust, which may escape from process equipment or ventilation systems.
Reduce the amount of horizontal surfaces which may collect dust and require cleaning.
Regularly inspect for dust residue in hidden and open areas.
Provide access to hidden spaces to facilitate inspection.
Identify specific housekeeping practices close to ignition sources so dust clouds are not created.
Use only explosion-proof vacuum cleaners.
Do not place relief valves in close proximity to dust deposits.

OSHA also provides several suggestions for controlling ignition sources, including the following:

Only utilize approved electrical and wiring equipment and methods.
Bond and ground equipment to the ground and control static electricity.
Control open flames, sparks, smoking and friction.
Segregate materials to prevent combustible material from work processes.
Put distance between heated surfaces/systems and dust exposure.
Follow proper operating instructions when using cartridge-activated tools.
Implement a preventative equipment maintenance program.

The 2006 CSB investigative study concluded engineering controls and adequate safety practices exist in general industry to control combustible dust, but no comprehensive federal standard was in place to require adherence to these practices. The CSB advocated for OSHA to form a new combined standard based on the existing five NFPA standards (NFPA Standards 654, 664, 61, 484 and 655). In 2013, CSB voted to put this issue on its “Most Wanted Safety Improvements” program. The CSB has recommended the following codes be included in the proposed combined standard:

Hazard assessment
Engineering controls
Housekeeping
Building design
Explosion protection
Operating procedures
Worker training

Grainger has the products, services and resources to help keep employees safe and healthy while operating safer facilities. It also provides a network of safety resources that help companies stay in compliance and protect employees from hazardous situations. Count on Grainger for lockout-tagout, fall protection equipment, confined space products, safety signs, personal protective equipment (PPE), emergency response and so much more. For more information, visit www.grainger.com.

This publication is not a substitute for review of the applicable government regulations and standards, and it should not be construed as legal advice or opinion. Readers with specific compliance questions should refer to the cited regulation or consult with an attorney.

Sources for information

www.csb.gov
Combustible Dust: An Insidious Hazard

www.osha.gov
OSHA Fact Sheet, Hazard Alert: Combustible Dust Explosions
Hazard Communication Guidance for Combustible Dusts
Combustible Dust
Combustible Dust in Industry: Preventing and Mitigating the Effects of Fire and Explosions

www.nfpa.org
NFPA 654, Standard for the Prevention of Fire and Dust Explosions from the Manufacturing, Processing, and Handling of Combustible Particulate Solids
NFPA 664, Standard for the Prevention of Fires and Explosions in Wood Processing and Woodworking Facilities
NFPA 61, Standard for the Prevention of Fires and Explosions in Agricultural and Food Processing Facilities
NFPA 484, Standard for Combustible Metals
NFPA 655, Standard for Prevention of Sulfur Fires and Explosions (Rev. 5/2014)

Scodix Prestige Box Makes an Impact

December 14, 2015

GRAPH EXPO was the first time that Scodix displayed the Scodix Foil and was the first time the foil technology was introduced to the industry.

At GRAPH EXPO, Scodix, Rosh Ha’Ayin, Israel, featured the Prestige box as a way to highlight digitally enhanced packaging with its digital inkjet UV and new Scodix Foil technology.

The boxes first were printed CMYK on a KBA offset press on standard SBS 300gsm paperboard, which was coated on one side. They then were decorated in two separate passes on the Scodix Ultra Pro, one for the foil and a second pass for the clear coating.

The printed sheets were loaded into the press. There were marks (printed black dots) in all four corners of the printed sheets that were used for registration. Then, the clear inkjet UV and foil PDF files were created with these same four registration dots. The press’s four cameras read these dots and adjusted the PDF file accordingly via an algorithm which distorts/rotates the file to match the printed sheet for precise registration.

For the first pass of the raised foil on the “Prestige” lettering and border, a polymer was applied and then cured via LED lamps. This curing step holds the polymer in place so that it is tacky, but not completely cured, making it act as the glue to which the foil sticks. The sheet continued on through the press, going into the Scodix foil unit, created in cooperation with Compact Foilers, using the company’s knowledge and expertise in foil. Here, the foil was applied only to the areas with the raised polymer. Finally, the sheet went through a UV station to finish the curing process.

During the second pass through the Ultra Pro press, the small UV inkjet raised dots were applied over the printed black area of the box, providing a unique and elegant touch to the design. The clear digital UV inkjet then was UV-cured in a final step in the process.

GRAPH EXPO was the first time that Scodix displayed the Scodix Foil and was the first time the foil technology was introduced to the industry. “It was a huge hit,” according to Matt Giandonato, application specialist for Scodix North America.

The process for foil and digital inkjet UV fits into the folding carton industry by changing the way people look at foil and raised UV workflows. This type of system offers a fully digital workflow that will work for static packaging, as well as for variables. By utilizing a barcode system for each package, every carton that comes off press can be unique and personalized.

Tech Watch: KAMA ProCut 76, Absolute Printing Equipment

December 14, 2015

by Brittany Willes, PostPress

The KAMA Automatic Die Cutter ProCut 76 is available from Absolute Printing Equipment Service, Indianapolis, Indiana.

This year’s Graph Expo featured many new and exciting products from companies around the world. Among the various technologies on display was the KAMA Automatic Die Cutter ProCut 76 from KAMA. The ProCut 76 was introduced by Absolute Printing Equipment Service, Indianapolis, Indiana, the North American distributor for the KAMA line of diecutters, foil stampers and folder/gluers. Designed with user-friendly features, quick job change and lower setup times, the ProCut 76 serves as a practical solution for printers and packaging manufacturers.

According to Marcus Tralau, CEO of German-based KAMA, “currently we see the industry facing two challenges in postpress: ‘How can we convert digital prints at high quality?’ and ‘How can we arrange for an efficient and profitable short-run production?'” The new generation of the ProCut 76 provides a camera-based AutoRegister for high-register precision for each digital print, as well as a device for inline stripping and blanking. Further benefits of the new system for added value finishing include changeover from diecutting to finishing by hot foil stamping (or optionally hologram) in just a few minutes and a performance of up to 5,500 cycles per hour.

Unique to the ProCut 76 is the Stripping and Blanking Unit with a tool-less design, meaning there is no tooling to buy or maintain and setup can be accomplished in minutes. The programmable feature of the SBU has job storage, allowing seconds to set up repeat jobs. A blow-down device takes care of small to medium holes and waste is shredded for easy disposal. Furthermore, the SBU is equipped with a denesting feature to spread the product apart for easier removal.

The ProCut 76 has been designed to handle a variety of applications using new tools and solutions. For example, the machine is equipped with a universal chase, which can hold dies of any size while allowing fast adjustment using the integrated adjusting device. A prepared mounting plate affixed to a basic plate allows for improved setup times, especially when it comes to repeat orders that require a lot of creasing lines. Additionally, a special chase enables users to mount existing dies on a predrilled chase or a chase with clamping bars.

Thanks to the machine’s improved design, the ProCut 76 is capable of processing a wide variety of materials, including paper and paperboard, cardboard, and micro-corrugated board (including laminated), as well as plastic materials. Further improvements include the AutoRegister, which aligns every sheet to a printing mark with an accuracy of one tenth of a millimeter. The AutoRegister offers diecutting and line creasing, in addition to accurate blind embossing and reliefs for digitally printed sheets. Unlike traditional machines which position by means of the sheet edges, the AutoRegister aligns each sheet to a print mark. A camera captures sheet by sheet the actual print position and servomotors compensate smallest deviations in the positioning. Should a sheet register as out of place, two servo motors allow for quick placement correction both in and across the direction of sheet travel (x and y direction).

An Optical Registration System looks for a target printed with the sheet. According to Larry Hollingsworth, sales representative for Absolute Printing, “It makes no difference what the sheet was printed on as long as the target is printed with the sheet. The ORS finds the target and registers the print to the die at running speeds. Our customers are finding that foiling and embossing jobs are registered perfectly and ‘cherry picking’ for good sheets are a thing of the past.”

Technical Details:

The KAMA ProCut 76 is capable of handling paper, cardboard and plastics materials from 100-800gsm (6-32pts), compared with the KAMA ProCut 58 80-800gsm (4.4-32pts). When using a cardboard kit (optional) or single sheet feeding, the ProCut 76 handles micro flute corrugated board up to 1,500gsm/1.8mm (80pts).

Maximum sheet size is 760x600mm (30×235/8in) with a minimum sheet size of 279x210mm (11×8¼in). Maximum cutting size is 750x590mm (29½x23¼) while the maximum cutting force consists of 165t (180 US tons).

The maximum stacking height for the feeder runs 1,160mm (46in), with the maximum stacking height for the delivery unit at 985mm (39in). The cutter’s minimum gripper margin consists of 10mm (0.4in).

Additionally, the machines maximum performance (dependent on material, size and cutting sheet arrangement) is capable of 5,500 sph. The ProCut has a cutting line height of 23.8mm.

The KAMA ProCut 76 measures 4,870×2,960mm (194¾x106 in) with a net weight of 5,500kg and connecting power of 13kW.

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