Process Improvement
Lean Manufacturing

Vision in Print

Based originally on the Toyota Production System "lean" manufacturing provides a radically different way of running manufacturing processes, equally applicable to aerospace engineering or print production. In simplistic terms 'lean' focuses on the removable of all waste, so that products are manufactured at a rate determined by the customer, with minimal inventory

Lean encapsulates the teachings of many business gurus. It brings together such concepts as total quality (TQM), Just in Time, supplier integration, automation, team working, preventive maintenance (TPM), delivery frequency, selling techniques and agile manufacturing.

At Vision in Print, we use a five-step process to help printers adopt the principles of 'Lean' to deliver higher productivity, performance and profit.

Benefits include:

  • Reduced human effort
  • Better use of capital investment
  • Improved use of time
  • Lower raw materials requirements
  • Efficient use of space
Applying and sustaining Lean

We have taken the most effective attributes of Lean, gathered from world-class manufacturing industries, added our own print-based expertise and developed a series of hands-on programmes that will coach your business in the application of lean and best practice techniques. During these programmes, our engineers will help you:

  • Establish what creates value from the customer's perspective 
  • Identify all steps that have an impact on that value across the whole value stream 
  • Arrange all the steps that truly create value so they occur in logical sequence to optimise efficiency 
  • Only make what is required by the customer 
  • Strive for perfection by continually removing successive layers of waste

Applied consistently and systematically Lean reduces the use of human effort, capital investment, materials, time and space. It does this by focusing on key areas of waste:

  • Defects (the effort involved in inspecting for and fixing printing defects)
  • Overproduction (printing more than what is needed, or printing it earlier than needed)
  • Transportation (moving products further than is minimally required - both internally and externally)
  • Waiting (products waiting on the next production step, or people waiting for work to do)
  • Inventory (having more inventory than is minimally required)
  • Motion (people moving or walking more than minimally required)
  • Processing itself

Typically, an implementation of Lean with ViP's help will include:

  • Agree and discuss lean vision
  • Brainstorm key objectives
  • Communicate plan and vision
  • Form the Lean Implementation team (5-7 works best, all from different departments)
  • Train the Implementation Team in the various lean tools
  • Select a Pilot Project
  • Run the pilot for 2-3 months - evaluate, review and learn from your mistakes
  • Roll out pilot to other factory areas
  • Evaluate results, encourage feedback
For more information please contact:
Garry Mellor
Garry Mellor
Senior Process Improvement Engineer
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