Maximizing Workflow

IPG interviewed Howard Fenton, senior digital technologies consultant for NAPL, on a host of technological and workflow issues of concern to in-plant managers.

IPG: In your experience of consulting with in-plant managers, what's their biggest prepress challenge today?

Fenton: By far, the biggest problem they're facing is working with and training customers to prepare files correctly. Although this issue is one commercial printers face as well, it seems for be more challenging for in-plants. Somewhat surprisingly, the need for proper training in file preparation often is not recognized by large organizations.

Ongoing collaboration between the customer and the print provider about proper file preparation is an essential part of an efficient digital workflow. To this end, in-plant operators should be proactive in providing the customer with detailed guidelines on which fonts to use, which file formats and programs work best, how much resolution is needed for scans, the best way to create PDF files, and a host of other issues that influence if and how well files will print.

If the in-plant fails to communicate this information, they'll increase their chances of receiving a "bad" file. The time and effort needed to make the file printable puts an unnecessary burden on workflow and resources, while working with the customer to produce "clean" files will both reduce mistakes and enhance the quality of the product.

It's also important that, if bad files do make it into the in-plant, the flaws are detected early in the process, before they reach the prepress or the production area. A bad file that makes it to production can stall the process by several days as production staff scramble to repair the files or gather the missing elements. CSRs can play a key role here by checking the file carefully before sending it on to prepress.

For most companies, I recommend a strategy I call "fast response preflight," which helps printers discover 75 percent of problems within a few hours of the file entering the plant. With this approach, when the plant finds a problem with the file, it immediately calls the customer and offers either to fix the problem for a price or allows the customer to send a new file.

The strategy provides several benefits: The printer recovers some of the time and costs associated with fixing files, resulting in a more profitable job, and the process opens up a dialog with customers about proper file preparation and training opportunities.

IPG: Any advice for getting this customer-collaboration going?

Fenton: In-plants can enlist their CSRs to provide customers with file-preparation guidelines and offer one-on-one training. Another effective strategy is to develop "How-To" instructions for the various platforms used, such as "How to Create Files from Microsoft Word," and post them on the in-plant's Web site or a customer intranet.

A technology solution that is often helpful in this area is online preflight, which allows a customer to submit a file to a Web site and have it automatically analyzed. The preflight site then sends the customer appropriate feedback about the particular file and what can be done to improve it.

Alternatively, a number of companies request that their customers submit PDF files, which have been preflighted within Acrobat Professional version 6 or 7. I have worked with printers in implementing each of these strategies, and all of them can work. The key is to choose the approach that works best within your workflow, a determination I can help printers make.

IPG: Are there common output problems that can be avoided?

Fenton: The same output problems we had a decade ago still exist today. Most of these pertain to fonts and graphic file formats. One pervasive problem is that many customers don't send their fonts along with the file. Unless clients send a PostScript file or a correctly prepared PDF file, they need to send their fonts. Programs such as QuarkXPress, InDesign and PageMaker typically embed low-resolution versions of high-resolution files, making the file unprintable.

Another problem is that many customers are not sending the preferred file formats, such as TIFF or EPS. Many PC users still send GIF, BMP and WMF files, none of which are preferred options. Even when customers send TIFF files, the files often are too low in resolution, in a wrong color space or too highly compressed.

These problems were supposed to be alleviated by a PDF workflow, but many printers don't train their customers on how to create high-quality, printable PDF files. Each of these issues needed to be addressed in ongoing printer/customer collaboration.

IPG: What's the number one mistake made by in-plants that are new to digital printing?

Fenton: Based on my experience, the greatest mistake made by digital printing novices is underestimating the importance of an experienced and well-trained staff. Digital printing—and the customization and personalization that adds value to the capability—requires both technological skill and a high degree of interface with the customer. Yet printers often expect people with little experience, virtually no training or limited people skills to work with sophisticated, digitally savvy customers. Working this way will both frustrate customers and prohibit a printer from tapping into the full capabilities of their digital printing systems.

Ironically, it doesn't take an inordinate amount of time or effort to correct that mistake by providing adequate training to employees. I find that one or two days annually of focused training can greatly improve customer satisfaction, workforce productivity and company profitability.

IPG: What's the biggest difference between digital and offset printing that traditional printers often don't recognize when making the foray into digital?

Fenton: One of the most important distinctions between the two processes is the cost-per-page for certain run lengths. Costing for digital is a complex issue and one I've helped many printers address. Some of the costs associated with offset that are not incurred by digital printing are makeready and, generally, offline finishing and warehousing. As a result, it costs less to print run lengths of less than 2,000 units with a digital, toner-based press than it does with offset technology. Knowing that cut-off point is critical in helping printers determine which technology to use.

Other than mere cost, there are other considerations, however. In general, offset printing offers better color fidelity and consistency than toner-based printing. Depending on a customer's quality requirement, this factor must also be part of the decision process.

IPG: How should traditional in-plants evaluate one vendor's equipment versus another?

Fenton: One easy but effective method is to ask each manufacturer for the names and phone numbers of a few of their customers. Then the printer should call each of these referrals and take notes as he talks to them.

The Internet also offers some useful information-gathering tools, such as online vendor or printer forums and newsgroups. Once the printer narrows his or her choices down to two or three vendors, a consultation with an equipment specialist can help identify the advantages/disadvantages of each offering.

IPG: What elements should in-plant managers insist be included in an equipment purchase contract?

Fenton: In addition to price, anything a vendor has promised in terms of support, service, performance parameters, etc., should be clearly stipulated in the contract. Then, if the vendor and/or the equipment fails to meet those standards, the print has a legal "leg" to stand on. Making sure contracts are clear and complete at the outset would go a long way toward minimizing the number of disputes between vendors and printers.

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Howard Fenton, senior digital technologies consultant for NAPL (www.napl.org), provides an array of technology and workflow-related services to in-plant and commercial printers, including new equipment audits, workflow maximization, productivity enhancements and quality control initiatives. For more information, call (800) 642-6275, ext. 1394, or email hfenton@napl.org