ImagesMagUK_February_2021

BUSINESS DEVELOPMENT www.images-magazine.com 40 images FEBRUARY 2021 the overall reject rate. The development team could then address the core issues and measure success through durability and the B grade data. For example, lint was 20% failure rate, but when development added a ‘lint removal screen’, it dropped the lint failure to less than 6% and improved overall durability. The daily ink report showed consumptions of all products in grams, which again helped with targeted training when we saw misuse, and also helped when looking at consumable order accuracy. The daily screen report showed all screens made daily, daily humidity levels, broken screens, and reclaim waste in grams. We also measured high-density screen emulsion in grams, which reassured us that measurements taken by the micrometre were accurate as we were able to crosscheck them with the emulsion usage. Reducing waste Waste data showed the largest margin increase in relation to the factory profitability. It provided the most opportunity for behaviour improvements and reduced waste, which should be a target for everyone. To begin waste monitoring, the factory used an opportunity to print 1.5 million units in water-based ink with a left-sleeve imprint. The process required three screens of white ink, with each screen labelled A, B or C. We standardised flashes, squeegees, screens and flood bars. We took 30kg drums and placed them on the floor and labelled them A, B and C, and we labelled the production ink A, B or C. We removed all the trashcans. We told the employees that any ‘garbage’ ink was to go into the corresponding 30kg drum. The ink room took the 30kg container and removed anything truly ‘dead’, refreshed the rest and returned it to the floor the next day. At the end of 1.5 million units we had one 30kg drum full of truly ‘dead’ ink. This ink was refreshed using a strong additive for this product and was then used for future training and contests. This meant that at the end of 1.5 million unit run with a consumable product that has potential to create waste, we had zero waste. We then took the experiment shop-wide. Waste measured in grams was reported by inks and screen reclaim daily. Each week the target waste percentage was reduced, mainly through on-press training and handling procedures. After we finished the initial ink training, the average set-up shirt number was also reduced. We set a reasonable amount for ‘set-up shirts’ and included this as part of the operating cost. Anything in excess of this was noted as being ‘out of range’ and targeted and reduced. The final results for Factory A Initially, the factory was measuring 27% consumable waste. At the end of the programme, the measurable waste was less than 2%. There was a significant margin increase in profits, over 35%. The factory was not profitable when the programme started and was well within target at its completion. The factory saw an increase in business from 4 million to 12 million units with the retail brand it had already established, and additional retail brand growth. www.mrprint.com This article was originally published in the Printing United Journal June 2020 edition. Visit SGIA.org to learn more about Printing United Alliance’s membership benefits. As set-up times and shirt set-ups decreased (from 48 minutes to 9 minutes, and 158 shirts to 32), so did costs The ink cost per impression reduced dramatically as the usage of consumables was closely tracked and acted on The consumable waste produced by the factory went from 27% to less than 2% in just two years