Motion This includes time wasted searching for and retriev- ing tooling and materials, getting around equipment and processes, and making numerous equipment adjustments. Other causes for excess motion are adjustments due to broken and poorly function- ing tools, ineffective color management, abnormal equipment conditions, and lack of teamwork and process organization.


Extra Processing Companies sometimes spend extra time and effort to manipulate a product in a way that customers don’t perceive as valuable. It might be in how jobs are packed or tight production tolerances. Extra process- ing also happens because of redundant actions and activities required due to poor job planning, fixing errors and mistakes, inadequate materials, and sud- den mechanical problems from substandard press and equipment conditions.


Non-Utilized People Can we agree that it’s a waste not to utilize people’s abilities, input, creativity, and teamwork? This type of waste is caused by antiquated thinking, depart- mental silos, resistance to change, lack of timely feedback, poor hiring practices, and little or no investment in training and education.


Summary Despite production pressures in a growing market, printers must find ways to improve or find them- selves at a competitive disadvantage. Creating an improvement culture isn’t easy. It starts with hon- estly evaluating the extent to which time, materials, money, and brainpower are wasted, pinpointing the worst examples, and bringing employees together to problem solve and test new approaches.


Looking for improvement ideas, inspiration, and know-how? Attend the 2017 Continuous Improvement Conference, April 2–5 in Pittsburgh, PA. The event, presented by PIA in partner- ship with SGIA, covers how printing companies can use the concepts of Lean manufacturing and other management and quality systems to out-perform the competition. Information at ci.printing.org.


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