4. Results The results expressed here are a brief description of the business processes, bottlenecks found, description of the scope of the short-term plan and description of customer behavior, a short summary of the impact of a PMS requirement, including the results.
1. Process. Workflow studies and bottlenecks analysis have focused on two web offset presses, one gravure, two sheetfed offset printing presses, and a postpress business. With reference to several other printing companies, more general conclusions can be drawn. In this analysis, a rather crude process description was used.
The printing shop accepts semi-finished or completed prepress data as a computer document or accepts film from subcontractors or customers. It is quite common that the input material is a mixture of physical and digital.
From a process flow point of view, customers can be seen as subcontractors. Postpress capabilities are either retained in the workshop or outsourced to the contractor (completely or partially). The process covers the following steps: prepress, printing form production, printing, binding, and distribution. In the printing shop, this process is a very common process.
For post-press processing companies, the process also covers the finishing work: cutting, folding, binding (especially metal nails), plastic packaging and distribution processes.
2. bottleneck. In this study, web printing companies have many obvious bottlenecks. In addition to the selective bottleneck for TOC, there are bottlenecks in the prepress range and printed form products. The bottleneck situation does not spread evenly in time, but relies on the main type of product being printed to occur at very specific times. For example, a printing company prints daily newspapers, which will peak at night; another cyclical change depends on the high circulation of newspapers' weekend supplements, which will peak at the end of each week; the third change will be made by the printing companies when the monthly publication is issued. It reached the selling point on the day of the monthly readers' salaries, which caused a peak at the beginning of the day.
In companies printing magazines and newspapers, due to the timeliness of magazines and newspapers, the production cycle of printing companies is very tight and easily influenced by many external factors. However, they still try to make all products according to strict plans.
Sheet-fed printers have not yet found these obvious bottlenecks. Their problem is different.
3. Short planning scope. One of the difficulties faced by the leaflet printer is the short planning scope, which affects the requirements of the production management system. According to research, orders for more than one week in the future are only initially planned. The actual date has not been determined in detail, meaning that the work printed in one week is considered for planning. The detailed plan (on which sheet and on which machine) can be made up to the day before or on the same day the work is due. Replanning is usually required.
There are several reasons for the scope of the short-term plan: jobs are usually small, so the production time is very short; usually the input of materials (computer documentation or film) is delayed, making it difficult to accurately predict when they are ready to start printing. Since the customer usually wants to deliver the input material as late as possible and wants to get the shortest possible transfer time from the printer, the production time is very short (usually less than one week). This situation is very similar to the immediate production type.
4. Enter delayed delivery of material. Printers, whether they are sheet-fed or web printers or post-press processing companies, have their main challenge is the delay or irregularity of customer input materials. In this study, all the companies interviewed pointed out that this issue is the most serious issue that they have to deal with in their daily work. In a dual position, customers are both customers who purchase printers (or post-processing companies) and semi-finished products as subcontractors. Printers feel that they cannot put pressure on customers to deliver on time. In order to improve the quality of imported raw materials, they have to spend a lot of time to communicate with customers.
Input delivery issues have a considerable influence on the way the work plan is formulated. In the near-term situation, the tracking of the job is also very important, not only to pay attention to the actual job status but also to pay attention to which tasks are actually being executed. In order to allow customers to know the status of the work in a timely manner, a considerable number of project leaders spend their time tracking information on orders.
5. Impact on demand. The two methods based on the capabilities mentioned in the previous workflow strategy section require different characteristics of the production management system. The first is to make the best use of a special resource or a group of resources. Therefore, a good plan is very important. Order tracking is also very important. The second method of adaptability is the focus of attention. One of the main requirements of the system is to quickly re-plan the entire production process when the order entry situation changes. The purpose of course is to be able to use as much production capacity as possible, depending on which orders are being prepared. In the post-press processing enterprises studied, the replanning of production occurred several times a day.
V. Conclusions In order to elaborate on the needs of PMS or MIS, it is necessary to conduct a thorough analysis of the entire company. In order to complete the description, it is necessary to analyze the workflow and use the SDA method of the behavior chart as a method. Since capacity and time are not easily included in the SDA method, this information should be added. This paper examines a bottleneck that finds print production. It is important to carefully consider the details of when the PMS needs to be developed. According to the company's choice of strategy, these requirements are also different.
1. Process. Workflow studies and bottlenecks analysis have focused on two web offset presses, one gravure, two sheetfed offset printing presses, and a postpress business. With reference to several other printing companies, more general conclusions can be drawn. In this analysis, a rather crude process description was used.
The printing shop accepts semi-finished or completed prepress data as a computer document or accepts film from subcontractors or customers. It is quite common that the input material is a mixture of physical and digital.
From a process flow point of view, customers can be seen as subcontractors. Postpress capabilities are either retained in the workshop or outsourced to the contractor (completely or partially). The process covers the following steps: prepress, printing form production, printing, binding, and distribution. In the printing shop, this process is a very common process.
For post-press processing companies, the process also covers the finishing work: cutting, folding, binding (especially metal nails), plastic packaging and distribution processes.
2. bottleneck. In this study, web printing companies have many obvious bottlenecks. In addition to the selective bottleneck for TOC, there are bottlenecks in the prepress range and printed form products. The bottleneck situation does not spread evenly in time, but relies on the main type of product being printed to occur at very specific times. For example, a printing company prints daily newspapers, which will peak at night; another cyclical change depends on the high circulation of newspapers' weekend supplements, which will peak at the end of each week; the third change will be made by the printing companies when the monthly publication is issued. It reached the selling point on the day of the monthly readers' salaries, which caused a peak at the beginning of the day.
In companies printing magazines and newspapers, due to the timeliness of magazines and newspapers, the production cycle of printing companies is very tight and easily influenced by many external factors. However, they still try to make all products according to strict plans.
Sheet-fed printers have not yet found these obvious bottlenecks. Their problem is different.
3. Short planning scope. One of the difficulties faced by the leaflet printer is the short planning scope, which affects the requirements of the production management system. According to research, orders for more than one week in the future are only initially planned. The actual date has not been determined in detail, meaning that the work printed in one week is considered for planning. The detailed plan (on which sheet and on which machine) can be made up to the day before or on the same day the work is due. Replanning is usually required.
There are several reasons for the scope of the short-term plan: jobs are usually small, so the production time is very short; usually the input of materials (computer documentation or film) is delayed, making it difficult to accurately predict when they are ready to start printing. Since the customer usually wants to deliver the input material as late as possible and wants to get the shortest possible transfer time from the printer, the production time is very short (usually less than one week). This situation is very similar to the immediate production type.
4. Enter delayed delivery of material. Printers, whether they are sheet-fed or web printers or post-press processing companies, have their main challenge is the delay or irregularity of customer input materials. In this study, all the companies interviewed pointed out that this issue is the most serious issue that they have to deal with in their daily work. In a dual position, customers are both customers who purchase printers (or post-processing companies) and semi-finished products as subcontractors. Printers feel that they cannot put pressure on customers to deliver on time. In order to improve the quality of imported raw materials, they have to spend a lot of time to communicate with customers.
Input delivery issues have a considerable influence on the way the work plan is formulated. In the near-term situation, the tracking of the job is also very important, not only to pay attention to the actual job status but also to pay attention to which tasks are actually being executed. In order to allow customers to know the status of the work in a timely manner, a considerable number of project leaders spend their time tracking information on orders.
5. Impact on demand. The two methods based on the capabilities mentioned in the previous workflow strategy section require different characteristics of the production management system. The first is to make the best use of a special resource or a group of resources. Therefore, a good plan is very important. Order tracking is also very important. The second method of adaptability is the focus of attention. One of the main requirements of the system is to quickly re-plan the entire production process when the order entry situation changes. The purpose of course is to be able to use as much production capacity as possible, depending on which orders are being prepared. In the post-press processing enterprises studied, the replanning of production occurred several times a day.
V. Conclusions In order to elaborate on the needs of PMS or MIS, it is necessary to conduct a thorough analysis of the entire company. In order to complete the description, it is necessary to analyze the workflow and use the SDA method of the behavior chart as a method. Since capacity and time are not easily included in the SDA method, this information should be added. This paper examines a bottleneck that finds print production. It is important to carefully consider the details of when the PMS needs to be developed. According to the company's choice of strategy, these requirements are also different.
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