Sheet fed offset press operating: Importance of Strategic Operation Management

SHEET-FED OFFSET PRESS
OPERATING:
IMPORTANCE OF STRATEGIC
OPERATION MANAGEMENT
Kareem Abdulazeez Majek fss
May 2015

| Title Page ii
SHEET-FED OFFSET PRESS
OPERATING:
IMPORTANCE OF STRATEGIC
OPERATION MANAGEMENT
Kareem Abdulazeez Majek fss
May 2015
BA (Hons) in PRINT AND DIGITAL MEDIA TECHNOLOGY MANAGEMENT
Dr Kevin Byrne
Supervisor

| Table of Contents iii
Table of Contents
Title Page……………………………………………………………………………………….....ii
Table of Contents………………………………………………………………………………….iii-v
Declaration…………………………………………………………………………………………vi
Acknowledgement…………………………………………………………………………………vii
Dedication…………………………………………………………………………………………viii
Abbreviation……………………………………………………………………………………….ix
List of Figures………………………………………………………………………………………x
Abstract……………………………………………………………………………………………xi
1.1 CHAPTER ONE………………………………………………………………………………12
1.1 Introduction……………………………………………………………………………………12
1.2 Research Question……………………………………………………………………………..13
1.3 Aim…………………………………………………………………………………………….13
1.4 Objective……………………………………………………………………………………….13
1.5 Rationale……………………………………………………………………………………….13-14
CHAPTER TWO…………………………………………………………………………………...15
2.1 Introduction…………………………………………………………………………………….15
2.2 Sheet-Fed offset Lithographic Presses…………………………………………………………15-18
2.3 The Six Major Operating Units of Offset Lithographic Presses……………………………….18
2.4 Feeding Unit……………………………………………………………………………………18
2.5 Registration Board and Insertion Unit………………………………………………………….19
2.6 Printing Unit…………………………………………………………………………………….19
2.7 The Characteristic of Sheet-Fed Offset Lithography…………………………………………...20
2.8 Inking Unit……………………………………………………………………………………...21
2.9 Dampening Unit………………………………………………………………………………...22
2.10 Delivery Unit………………………………………………………………………………….22
2.1.1 Print Quality………………………………………………………………………………….23-24

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2.1.2 Quality Policy………………………………………………………………………………..25
2.1.3 Six Sigma……………………………………………………………………………………25-26
2.1.4 Hidden Factory………………………………………………………………………………26
2.1.5 14 Deming Points…………………………………………………………………………….26-28
2.1.6 Make-Ready………………………………………………………………………………….28
2.1.7 Print Operations Management……………………………………………………………….29
2.1.8 Efficiency……………………………………………………………………………………29
2.1.9 Effectiveness………………………………………………………………………………...29
2.1.10 Productivity…………………………………………………………………………………30
2.2.1 Press Automation………………………………………………………………………….....30-31
CHAPTER THREE
3.1 Introduction………………………………………………………………………………….........32
3.2 Research Objectives………………………………………………………………………………32
3.3 Scientific Method in Research Design……………………………………………………………32
3.4 Qualitative Research……………………………………………………………………………...33
3.5 Quantitative Research……………………………………………………………………….........33
3.6 Data Selection…………………………………………………………………………………….34
3.7 Data Collection…………………………………………………………………………………...34
3.8 Observation……………………………………………………………………………………….35
3.9 Primary Research…………………………………………………………………………………35
3.10 Secondary Research……………………………………………………………………………..35
3.1.1 Data Analysis…………………………………………………………………………………...36
3.1.2 Reliability and Validity…………………………………………………………………………37
3.1.3 Limitation……………………………………………………………………………….............37
3.1.4 Delimitation…………………………………………………………………………………….37
CHAPTER FOUR
4.1 Introduction………………………………………………………………………………………38
4.2 Make-Ready efficiency/effectiveness Survey…………………………………………………...38

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4.3 Presentation of Survey: MANAGEMENT and OPERATOR……………………………38-57
CHAPTER FIVE
5.1 Introduction ……………………………………………………………………………. 58
5.2 Objective One………………………………………………………………………….. 58
5.3 Objective Two…………………………………………………………………………. 59
5.4 Objective Three……………………………………………………………………….. 60
5.5 Objective Four………………………………………………………………………… 61
5.6 Objective Five………………………………………………………………………… 62
CHAPTER SIX: CONCLUSION AND RECOMMENDATION
6.1 Conclusion……………………………………………………………………………. 63
6.2 Recommendations……………………………………………………………………. 64
6.4 References and Bibliography………………………………………………………… 65-69
7. Appendices…………………………………………………………………………….… 70

| Declaration vi
Declaration
This dissertation is submitted in part fulfilment of the BA (Hons), Print and Digital Media Technology
Management from Dublin Institute of Technology. It is my own independent work, and the primary
and secondary sources are acknowledged accordingly
Signed ………………………………………………….
Date…………………………………..

| Acknowledgements vii
Acknowledgements
The author would like to express his gratitude to Dr. Kevin Byrne, the Head of Department, for being
the architect of my programme at the department of Print and Digital Media Technology
Management, Dublin Institute of Technology. I searched for DIT on the Internet and got Dr, Byrne’s
email address and I vividly remember the initial email that I sent to him in 2011 enquiring about the
programme. I received a positive reply from him within a very short time, which inspired me a lot.
Furthermore, his encouragement and support during our academic programmes and his continuous
mentoring and guidance throughout the development of this thesis is acknowledged. So, I use this
opportunity to say thank you, Sir, for your kind help.
I would also like to express my appreciation to the following lecturers in the department: Dr. Lorcán
Ó hÓbáin, Mr. Gerard Cooley, Mr. Conor Heelan, Mr. Noel Bright, Mr. Andrew and all the lecturers
from other departments that taught me during this programme. I thank you all for your time and the
knowledge that you all gave me.
I also thank my wife and my children for their support and endurance.

viii
Dedication
I dedicate this study to my late father, Alhaji Kareem Majekodunmi; my Mother, Alhaja Memunat
Kareem Majekodunmi; my wife, Mrs. Abibat Abimbola Kareem; and my three sons, Ahmed Majek
Kareem, Akeem Majek Kareem and Ali William Majek Kareem, and my daughter, Azeezat Majek
Kareem.

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ABBREVIATION
DIT Dublin Institute of Technology
DMAIC Define, Measure, Analyse, Improve Control
fss Force Service Star

x
LIST OF FIGURES
Fig. 4.3.1 Strategic Operational plan
Fig. 4.3.2 Quality management system
Fig. 4.3.3 Standard operating procedure
Fig. 4.3.4 Preventive Maintenance
Fig. 4.3.5 Standard Operating (2)
Fig 4.3.6 Policy Review
Fig. 4.3.7 Qualification
Fig. 4.3.8 Received Training
Fig. 4.3.9 Amount of Training Received
Fig. 4.3.10 On-Going Training
Fig. 4.3.11 Recommended Make-Ready Time
Fig. 4.3.12 Typical Make-Ready Time
Fig. 4.3.13 Delay in Make-Ready Time
Fig. 4.3.14 Working Shift
Fig. 4.3.15 Press Automation
Fig. 4.3.16 Initial Make-Ready
Fig. 4.3.17 Subsequent Make-Ready
Fig 4.3.18 Run Length
Fig 4.3.19 Standard Confirmation

| Abstract xi
Abstract
This study is intended to examine the operation of a sheet-fed offset press, the problems and their
causes and the strategic management required to prevent operating problems or find possible
solutions. A sheet-fed offset press is designed to print a single sheet of paper at a time.
The problems encountered on a sheet-fed offset press are related to inking, dampening, operating,
paper and machine maintenance. This study considers the relevance of make- ready and machine
maintenance policy for printing companies.
The dissertation also focuses on how strategic management decisions could prevent, detect or solve
printing-related problems and how print quality could be improved so that customer satisfaction can
be achieved.
The research methodologies that will be used in this study are questionnaire and press observation.

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CHAPTER ONE
1.1 Introduction
This dissertation examines sheet- fed lithographic printing operations, the press, operational units
and press maintenance. Dejidas and Destree claim that `the modern offset lithographic is the
product of a range of historic technological innovations` (Dejidas and Destree, 2005, p.3). A sheet-
fed offset press is a printing machine that prints consecutive single pages; it uses the offset
principle to carry out printing operations on the substrate. Dejidas and Destree further state that
`an offset press...is a mechanical device that dampens and inks the printing plate and transfers
the inked image to the blanket and then to the printing substrate´ (p. 16). The image area is ink
receptive, while the non-image area is water receptive.
The author suggested that there are many problems associated with sheet-fed press print operations,
such as registration, paper quality, relative humidity, ink distribution, printing unit and so on. The
author will examine these factors and, through the primary and secondary research, identify the
causes and the remedies. Martinich defines operation management as, `a discipline and profession
that studies (and practices) the process of planning, designing and operating production systems and
subsystems to achieve the goals of the organization` (Martinich, 1997, p.10). As the Six Sigma roadmap
is used to detect and remove defects and to assist with quality standards improvement, the author
will also use the roadmap to define, measure, analyse and improve sheet-fed offset operations.
Print problems on a sheet-fed offset press may be caused by press operation, the materials (paper)
that come together in the press or as result of any situation that occurs, either by accident or
operator`s error, during the press run. In addition, the problem could also be a combination of many
factors, such as mechanical, chemical and physical variables. Therefore, the ability to identify and
control these variables as quickly as possible, during make-ready or press operation, will reduce
downtime and increase efficiency, effectiveness, productivity and profitability.
The problems encountered on a sheet-fed offset press are related to inking, dampening, operating
and paper and machine maintenance. This study will consider the relevance of strategic operation
management and its application, along with machine maintenance policy for enhancing print quality.

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1.2 Research question
The research question examine areas as yet unclarified in the reasons for the research. The research
question is:
Can controlling printing variables during make- ready reduce downtime and increase efficiency,
effectiveness, productivity and profitability?
1.3 Aim
This study aims to identify the various factors responsible for poor quality of print products on a sheet-
fed offset press as well as how the print problems and the make-ready on a sheet-fed offset press
could be defined, measured, analysed, improved and controlled.
1.4 Objective
The objective of this study is to examine how operational management strategy can improve print
quality and customer satisfaction, and also to create a means to improve print product specifications.
1.5 Rationale
This dissertation is grouped into five main areas, followed by a bibliography, appendices and
references.
CHAPTER ONE
This provides insight into and background of the study, the research questions, and the aim, objective,
rationale and scope of the study in regard to sheet-fed offset lithography and the importance of
strategic management.
CHAPTER TWO
This is a literature review section and seeks to provide an answer to the research questions. The
literatures are read, examined, paraphrased and analysed by the author to provide evidence for his
claims.
CHAPTER THREE
In this section, the research methodologies used for this study are extensively discussed to show how
the data are selected and collected. This research study used quantitative design and press
observation. However, qualitative study is also briefly discussed.

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CHAPTER FOUR
This shows the presentation and analysis of the primary research data. The results are examined and
evaluated to test the research questions.
CHAPTER FIVE
In this chapter, the author gives his conclusion and recommendations. This study is designed to give
the reader the opportunity to identify the likely print problems during a sheet-fed offset operation
and also to serve as a reference point for both students and printers in the printing industry.

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CHAPTER TWO
LITERATURE REVIEW
2.1 INTRODUCTION
This chapter begins with the background to this study, Sheet-fed Offset Press Operating: the Importance
of Strategic Operation Management. The author will review different literatures and discuss the
different opinions and assertions made by the authors within the area of sheet-fed offset printing,
operation and strategic management.
2.2 SHEET-FED OFFSET LITHOGRAPHIC PRESSES
Hird asserts that `the different brands and models vary in certain details of construction, operating
controls, cylinder arrangements, feeding, and delivery. However, the principles of operations are
basically the same for all offset printing machines ` (Hird, 2000, p.451). Sheet-fed offset presses are
designed of units and ‘sheet travels between plate, blanket and impression cylinders with the aid of
`chain grippers`’ (Speirs: 1992). Since a sheet-fed offset press consists of printing unit, inking unit,
dampening unit, delivery unit and feeding unit as well as sheet registration system and other mechanical
components, this study will explore these printing units and their components, press condition and
machine maintenance. Defining the lithographic process, Kipphan says:
`here, printing and non- printing elements are at the same planographic level but are usually made from
different chemical and physical surface properties. During printing, non- printing elements are usually
made ink repellent first (by wetting) and plate is then inked so that the ink is taken up only by the
printing areas.’ (Kipphan, 2001, p.30).
Speirs asserts that `the printing and non- printing surfaces are to all intents and purposes on the same
plane and the substrate is pressed into contact with the whole surface` (Speirs, 1992, p.8). According to
Dilworth, ´the scope of operations is broader than some readers may initially have in mind. In a
manufacturing company, for example, operations is much broader than just the activities that occur in
the factory’ He adds, ´we consider the operations function an integrated system that obtains the

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necessary inputs, transforms them to make them desirable to the customer`( Dilworth, 1996, p.3) In the
printing industry, lithographic offset operation is different from letter press relief process. In the
lithographic process, the image and non-image areas are on the same level so that no image is raised
above the other, unlike in the letter press relief method. The sheet-fed offset lithographic process, its
structure, properties and the interaction between the water, ink and substrate (paper) are explored in this
study to show how important these elements are in reducing downtime and increasing the efficiency,
effectiveness, productivity and profitability.
Edvardsson et al. assert: ´production should always be seen in relation to quality and profitability`
Although `productivity and quality are both concerned with income as well as expenditure and tied-up
capital, there is a different emphasis` (Edvardsson et al., 1994, p.26) Lloyds et al. state: ‘Among the
requirements for successful press operation is the smooth and consistent flow of paper through the
press` (Lloyds et al., 1987, p.7). Paper is made from pulp and used to write or print on. Therefore, a
good quality paper flows easily at the press and prevents press problems of any kind. However,
operational problems are not limited to paper or its characteristics alone. In other words, press operating
problems could arise from the printing unit, ink and feeding distribution, plate dampening, plate and
press, offset blanket, ink or paper. The consistency and free flow of paper on a sheet-fed offset press is
part of the `requirements for successful press operation` (GATF staff, 1994). The printing unit of a
sheet-fed offset press contains three cylinders, plate cylinder, blanket cylinder and impression cylinder.
The plate on the plate cylinder receives the inked images in right reading, transfers them to a rubber
covered blanket (offset) and subsequently to the substrate under high pressure. Dejidas and Destree
argue that `the plate was the most important source of problems in lithography during the first half of
the twentieth century` (Dejidas and Destree, 2005, p.11). If the plate lacked affinity for ink, it would
fail to print in either one colour or full colour (CMYK) process on a sheet-fed offset press. Hird asserts
that `today, offset lithography relies not only on quality chemicals, films, inks, papers, plates, and
related materials, it also depends on computer technology`. He adds that `skilled personnel are needed
at every stage of the process to perform high-quality colour printing on fast precision presses` (Hird,
2000, p.25). In quality service, Dilworth asserts that, ´quality is encouraged at all stages of the operation`
(Dilworth, 1996, p.36). High-Tech offset presses (automated presses), qualified press operators and
quality materials play significant roles in achieving efficiency, effectiveness and productivity in a sheet-
fed offset operation.
Edvardsson et al. claim that ´a noticeable shortcoming in many studies of productivity is that they do
not take quality and income into account` (Edvardsson et al., 1994, p.27). Bann states that `offset litho
requires minimal make-ready and the rubber blanket compensates for differences in the surfaces being
printed by adapting itself to the profile of the material´ (Bann, 2006, p.88). One the reasons that an
intermediary cylinder carrying the rubber blanket is used on sheet-fed offset lithographic presses is to

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prevent the metallic lithographic plates from having direct contact with the substrate (paper). According
to Johnston and Clark ‘Process design describes and prescribes the procedures to be followed in service
delivery and also how they will use or interact with other resources such as materials or equipment`
(Johnston and Clark, 2005, p.171).
Therefore wear and tear of the lithographic plates during press operation can be reduced and, in turn,
produce quality prints that will be acceptable to the customers. Modern sheet-fed offset lithographic
presses have automated control devices to `adjust` and regulate inks and colour registrations and also
to `reduce make-ready` (Bann: 2006). According to Hird, `make-ready covers all the activities the press
operator performs between starting the job and running the job` (Hird, 2005, p.496).
Industry Week website identifies five keys to effective operating problem-solving techniques: Focus on
root cause (s) not symptoms; turn-off all root causes; don´t mistake containment for resolution; audit
result of problem-solving; and, don´t over adjust. When ink and paper are not compatible, sheet-fed
press operating problems develop and this will prolong the operational time in the press and also mar
the print quality. However, the problem can be corrected by changing either the paper or the ink, as the
paper may be too acidic or dusty or the ink may be too tacky.
Hill and Hill state that, ´operations management contributes hugely to business success-and if managed
badly, it can lead to disaster`( Hill and Hill, 2011, p.3) The problems could derive from various sources:
the printing unit, such as uneven impression, marking of the printed sheet, doubling or misregistration;
from the sheet feeding and delivery, such as feeder misses, sheet jam on the conveyor, side guide or
sheet fail; from ink feeding and distribution, such as uneven ink feeds ]; from inking, such as hickeys,
ink drying too slowly, scumming, set-off, slur or colour fades; or from the paper, such as creasing, white
spots, etc..
The study will consider the primary and secondary research. Marchington and Wilkinson assert ´this is
particularly pertinent in the service sector where workers are the primary source of contact with
customers` (Marchington and Wilkinson, 2012, p.4). To determine the causes and remedies of all press
problems so they can be corrected or prevented as soon as possible. They add ´the way in which human
resources are managed is seen as an increasingly critical component in the production process, primarily
in terms s of quality and reliability` (p.44). This study will explore and assess the importance of strategic
management in the area of sheet-fed press operation and how it helps printing companies to achieve
their organisational goals and objectives.
It is important to identify and evaluate ‘what is to be managed` (Porter: 1993). This study will also
identify and examine the various problems associated with print operations on a sheet-fed press as well

18
as exploring how strategic planning could provide answers to the problems. According to David,
`strategy formulation is positioning forces before the action` and that `strategy implementation is
managing forces during the action` (David, 2013, p. 243).
If strategy management is about formulation, implementation and evaluation of strategic ideas, then the
author intends to predict, identify and examine the likely causes of printing problems on a sheet-fed
offset press as well as putting all necessary strategic solutions in place to manage the problems during
operation.
The study focuses on the sheet-fed press operating system, operating problems, paper, image carrier
and the strategic management of how print quality, efficiency and printability can be improved. For any
printing company to remain in business, customer satisfaction is a must; therefore, quality printing
promotes customer loyalty.
This inspired the author to choose this topic and to critically examine the problems, causes and possible
remedies in sheet-fed press operations.
2.3 THE SIX MAJOR OPERATING UNITS OF OFFSET LITHOGRAPHIC
PRESSES
According to Hird (2005), offset presses are divided into six major operating units, namely:
(1) Feeding unit
(2) Register Board and Insertion unit
(3) Printing unit
(4) Inking unit
(5) Dampening unit
(6) Delivery unit
2.4 FEEDING UNIT
This is a unit whereby a sheet of substrate (paper) is fed into the press, either continuously or
successively. It has a feed board, conveyor belts, front guides, side guides, suckers and double sheet
detector. The sheets of paper move from the feed board, and the position is adjusted by the front guides
and side guides. The front guides are the mechanisms that control the sheet`s movement from the front
and position it in line with the plate cylinder, while the side guides push or pull the sheet by the side for
its proper alignment. Through the suckers and other infeed systems, the sheet of paper is sucked and
moved from the feed board to grippers on the impression cylinder.

19
The front guides square the sheet of paper in relation to the impression cylinder and determine the front
margin for press registration. Kipphan states that `the feed system has the task of picking up the sheets
from the feed pile, separating them, conveying them to the feed table via a feed system, and aligning
them at the feed guides`( Kipphan, 2001, p. 229). However, improper positioning of the sheet on offset
presses could lead to poor registration of a multi-colour job. A continuous sheet feeding system is
known as stream feeders and a successive feeding system is known as single-sheet feeders. This feeds
one sheet at a time, but a continuous sheet feeding system allows the rear sheet edge of each sheet of
substrate to overlap the front edge of the preceding sheet while on the feed board.
2.5 REGISTER BOARD AND INSERTION UNIT
After the sheet of substrate is lifted up and moved from the feeding unit, a register board and insertion
mechanism take control and insert it into the register for the actual printing operation (Hird: 2005). To
register sheets of substrate on sheet-fed offset presses, the sheet must be properly aligned with regard
to the image on the printing unit. The registering mechanism must be controlled and adjusted on sheet-
fed offset presses to achieve single or multi-colour registration.
Hird identifies three types of press register and insertion methods: three-point guide system, the feed-
roll system and the swing-feed system. According to Kipphan, `the infeed system now has the task of
bringing the sheet, guided accurately in grippers, up to production speed and passing it on to the grippers
of the impression cylinder` (Kipphan , 2001, p. 236.) It is important that each and every sheet of
substrate must be in a correct and accurate position throughout the press cycle. The insertion control
devices are now adjusted automatically on sheet-fed offset presses, which reduces machine downtime
and production time during press operation.
2.6 PRINTING UNIT
This is the `heart` of the sheet offset press because every single thing about press operations and actual
printing is determined in this unit (Hird: 2000). This unit consists of three cylinders: plate cylinder,
blanket cylinder and impression cylinder. The parts of a plate cylinder include the main body, gears,
bearings and the bearers that keep the cylinder in motion. The plate cylinder accommodates the
lithographic plate, and the image on the plate is right reading. The image on the lithographic plate and
the non-image area are on the same level, and the image area is made to accept ink while the non-image
area is made to accept water. It has front and back plate clamps, with the front clamp holding the leading
edge of the plate while the back clamp holds the tail edge of the plate securely. According to Kipphan
(Kipphan, 2001, p. 241):
‘The printing plate is clamped in the plate cylinder gap by two clamping bars. The cylinders on sheet-
fed offset presses usually have a wide gap, thereby offering good accessibility for manual mounting of

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the plates. Thanks to modern set-up technology, register errors occurring during assembly, platemaking,
and plate clamping are so minor that accurate positioning can be achieved by circumferential, lateral,
and diagonal register adjustments via the control console without stopping the press.’
Since the blanket cylinder holds the rubber blanket, the rubber blanket receives the image from the plate
cylinder and transfers the image onto the sheet while the blanket cylinder is pressed against the
impression cylinder.
2.7 THE CHARASTERISTIC OF SHEET-FED OFFSET LITHOGRAPHY.
The Print and Production Manual (Smyth, 2003, p. 217) identifies the following as the features of offset
lithography:
(a) No impression or squash is apparent at the edge of type, which is sharp even at small point sizes
(b) Thinner ink-film than the other processes
(c) Good uniform ink-coverage density in the image areas, even on rough paper
(d) Good uniform halftone printing with smooth vignettes, even on rough paper
(e) Halftone tones will normally be at a finer screen ruling than other processes on similar substrates
(f) Halftone dots may appear circular, elliptical or square in midtones
(g) Small specks of ink may be apparent in non-printing areas, but are less common with CTP
(h) Under magnification, it may be possible to see evidence of doubling
(i) Conventional oxidation drying inks have a characteristic oil-based odour when books or brochures
are opened
Dejidas and Destree remind us that `a variety of sheet-fed printing presses are available…….For sheet-
fed offset lithographic printing, there are three basic press configurations` (Dejidas and Destree, 2005,
p.18). These press configuration are: Single–colour sheet-fed press, Multicolour sheet-fed offset press
and perfecting sheet-fed offset press.
SINGLE- COLOUR SHEET-FED PRESS
This press is designed to print a single colour on one side of a sheet at a time.
MULTICOLOUR SHEET-FED OFFSET PRESS
This press allows more than one colour to be printed on one side of a sheet during printing. This press
has more than one printing unit.
PERFECTING SHEET-FED OFFSET PRESS
This press has the ability to print on both sides of the sheet during printing operation.

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Porter (1993: 2) poses the following questions:
‘We need to ask ourselves what exactly our company is. What are its functions and how does it
currently operate? Finally, how can it be controlled to allow progression? Only when these questions
are properly answered will it be possible to concentrate on examining and assessing operating and other
problems and the possibilities that exist to improve the management of the situation.’
Management functions include five basic activities: Planning, Organizing, Motivating, Staffing and
Controlling (David: 2009). This study will investigate how strategic planning can assess and examine
operating problems on a sheet-fed offset press as well as how strategic management decisions are
formulated, implemented and evaluated to manage these problems.
2.8 INKING UNIT
According to Kipphan, á thin film of ink is transferred from the image areas of the plate to the
substrate (ink film thickness on the substrate around 1µm).The inking unit’s function is to provide a
constant supply of fresh ink to the image areas on the plate to maintain a constant inking process`
(Kipphan, 2001, p.213). The Graphic Arts Technical Foundation (2001: 41) identifies four basic
functions of inking system.
They are:
(1) It moves the ink from the ink fountain to the plate
(2) It breaks down the thick charge of ink into a thin, uniform film around the rollers
(3) It works the ink into a printing solution
(4) It removes image repeats on the form from previous printing cycles.
The inking system consists of the following parts:
(a) Ink fountain
(b) Ductor or ductor roller
(c) Oscillators or Vibrators
(d) Intermediate rollers
(e) Form rollers
The ink is transferred from the ink fountain via the rollers on to the image areas on the plate. Kipphan
states that ´there must be an equal balance between ink fed and ink dispensed in order to avoid
variations in the ink density on the printed image` and adds that ánother important factor for the

22
print quality is the uniformity of the ink film thickness on the image areas of the plate or the image
areas of the substrate` (Kipphan, 2001, p. 213).
The flow of ink and ink consistency are essential during press operation to achieve efficiency,
effectiveness and productivity. Dejidas and Destree state that ´depositing, a metered, exacting film of
ink on the printing plate is essential to quality printing` (Dejidas and Destree, 2005, p. 227). On the
other hand, inconsistency of ink and poor flow of ink during press operation has a negative effect on
the colour and mars the print quality.
2.9 DAMPENING UNIT
The offset lithographic plate is designed to make the image areas ink receptive and non-images water
receptive. According to Dejidas and Destree, ´the wet dampening film applied by the dampening
system serves to repel ink from the nonimage areas of the plate` (Dejidas and Destree, 2005, p. 313).
According to the printwiki website, ´the dampening system of an offset press keeps non-image
areas of the plate moistened so that they will repel ink.
The non-image areas of a plate have been desensitized during platemaking to facilitate
water receptivity. An offset press dampening solution, commonly referred to as a fountain
solution, can consist entirely of water. As this is generally ineffective for long print runs,
synthetic desensitizers are added to the fountain solution to maximize the ink repellency
of the non-image areas of the plate.` Shafer and Meredith state that ´managing and
running a production system efficiently and effectively is at the heart of the operations
activities` (Shafer and Meredith, 1998, p. 7).
Kipphan notes that ´dampening units have developed from the “dampening roller” used to dampen
the lithographic stone. Vibrator-type dampening systems and continuous flow dampening systems are
systems with contact between the dampening solution pan, the dampening vibrator, and the printing
plate. ` He also adds that ´the disadvantage of these dampening systems lies in the fact that substances
(e.g., particles of ink, paper dust) can get from the printing plate into the dampening solution pan and
can lead to contamination` (Kipphan, 2001, p. 218). If the dampening system and the solutions are
effectively controlled on the press, most especially during initial make ready operations, machine
down time would be reduced, which, in turn, improves the print quality, efficiency and effectiveness
of press operations.
2.10 DELIVERY UNIT
According to Kipphan, á straight-edge delivery pile is usually required, where each of the delivered
sheets is jogged one by one to produce a neat pile. The deliveries of sheet-fed offset presses are
equipped with sheet joggers, which take every sheet to the same position on the pile. Exact pile
formation is essential to avoid a manual or automated sheet alignment before subsequent finishing

23
operations can be performed` (Kipphan, 2001, p. 247). Shafer and Meredith note that óperations is
the part of the organization concerned with transforming inputs into outputs` (Shafer and Meredith,
1998, p. 16).
Blank sheets of paper are fed on to the sheet-fed offset, either by a successive or stream feeding
system via a feeding unit as input and are delivered as printed sheets of paper during press operation
to the (output) delivery unit. According to Dejidas and Destree, ´the most common types of delivery
systems found on sheet-fed presses are the chute delivery and the chain delivery. With the chute
delivery, paper is delivered to a receiving tray that must be emptied frequently. ` They continue, ´trays
may include jogging mechanisms that stack the sheet neatly on chain delivering tray. With the chain
delivery paper is delivered by gripper bars revolving on chains to a table that automatically lowers,
allowing sheets to be stacked` (Dejidas and Destree, 2005, p. 129). The chute delivery is meant for
small duplicator sheet-fed presses and the chain delivery is designed for high-speed sheet-fed offset
presses. The constant flow of sheet of paper (substrate) during press operation enhances productivity.
2.1.1 PRINT QUALITY
Quality printing jobs depend on the work activities in the prepress, the actual printing process (press)
and the press techniques as well as the material (ink and paper) availability for production (Kipphan:
2001). Quality is frequently used to indicate the éxcellence` of a product or service (Oakland: 1989).
According to Dale, ´there are a number of ways or senses in which quality may be defined, some being
broader than others but they all can be boiled down to either meeting requirements and specifications
or satisfying and delighting the customer`( Dale, 1999, p. 5). Kipphan (2001) identified the factors of
influence and specifications that determine the quality of print. They include:
INFLUENCES
Prepress
(a) Scanning
(b) Colour separation
(c) Screening
(d) Plate imaging
(e) Calibration, colour management
Print
(a) Technology
(b) Ink and material, transportation/flow

24
Post press
(a) Coating
(b) Folding
(c) Binding
Material
(a) Paper
(b) Ink
(c) Extra additive
SPECIFICATIONS
COLOUR
(a) Colour coordinates
(b) Optical density
(c) Dot gain
(d) Ink trapping
(e) Doubling
(f) Evenness of ink distribution (ink layer)
RESOLUTION
(a) Sharpness
(b) Gradation, tone value range
REGISTER
(a) Dot/colour separation position
(b) Printed image position
SURFACE
(a) Glass
(b) Mottling

25
(c) Evenness
2.1.2 QUALITY POLICY
In today’s print market, customer requirement for quality product or service is high, so a company´s
quality policy can help management in satisfying its customers’ needs. According to Dale, ´customer
requirements for quality are becoming stricter and more numerous, and there are increasing levels of
intolerance of poor–quality goods and services and low levels of customer service care` (Dale, 1999,
p. 10). Business Dictionary.com defines quality policy as ´top management´s expression of its
intentions, directions, and aims regarding quality of its products and processes` (2015)
However, customers may have totally different thoughts about print quality. So print quality policy
should be tailored in conformity with the customers’ specification or requirement. Porter asserts that,
´quality control should not be the responsibility of one final inspecting department. It must be the
concern of all the production staff at each stage of production if work is to be consistently produced
to the required standard to meet agreed specifications` (Porter, 1994, p. 198). He further adds that
´management should adopt a positive attitude to quality and develop high standard and effective
communication` (Ibid: 199). Therefore, a company´s quality policy gives the staff a focus and direction
on what to do, how to do it, when to do it and the standard.
2.1.3 SIX SIGMA
Bill Smith, a senior engineer, presented the concept of Six Sigma to Motorola in 1986. As part of a
business strategy, the objective was to identify and remove defects from business operations. Six
Sigma was applied across the system to enhance manufacturing processes for improved product
quality and client satisfaction. Truscott (2003) (cited in Henderson, 2006, p. 3). states that ´Six Sigma
focuses on establishing world-class business-performance benchmarks and on providing an
organizational structure and road-map by which these can be realized.
D is the define phase in which the customer´s needs and project goals are defined and considered
during the implementation of Six Sigma for process improvement projects and new product
development projects.
M is the measure phase for measuring the market needs, collecting relevant data and examining the
current processes for a new product or service.
A is the analyse phase in which data are investigated, and cause and effect are verified prior to the
production process.

26
I is the improvement phase, which ensures the current process or data collection and analysis by using
techniques such as mistake proofing, design experiment and standard work to create a new, feature
state processes.
C is the control phase, which ensures that any deviations from the target are corrected before they
result in defects. Quality control systems such as statistical process controls are put in place.
According to Harmon, ´projects begin with problems. The challenge is to figure out the nature of the
problem, and then to consider what kind of intervention might be required to resolve the problem`
(Harmon, 2007, p. 203). The application of the Six Sigma roadmap in this work in defining, measuring
and examining the sheet-fed operational problems, causes and remedies would help to boost the
efficiency, effectiveness, production and quality management in the printing organisation.
2.1.4 HIDDEN FACTORY
Business Dictionary.com (2015) defines Hidden Factory as ´activities that reduce
the quality or efficiency of a manufacturing operation or business process, but are not initially known
to managers or others seeking to improve the process. Six Sigma initiatives focus on identifying
"hidden factory" activities in order to eliminate sources of waste and error`.
2.1.5 14 DEMING POINTS
W. Edwards Deming offered 14 key principles for management to follow for significantly improving
the effectiveness, efficiency and productivity of a business or organisation. Many of the principles are
philosophical and others are more programmatic. The details were first presented in his book, ´´Out
of the Crisis``. The 14 points are extracted from Deming.org
1. Create constancy of purpose toward improvement of product and service, with the aim to become
competitive and to stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken
to the challenge, must learn their responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass
basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move
toward a single supplier for any one item, on a long-term relationship of loyalty and trust.

27
5. Improve constantly and forever the system of production and service, to improve quality and
productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership (see Point 12 and Ch. 8). The aim of supervision should be to help people and
machines and gadgets to do a better job. Supervision of management is in need of overhaul, as
well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company (see Ch. 3).
9. Break down barriers between departments. People in research, design, sales, and production
must work as a team, to foresee problems of production and in use that may be encountered with
the product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new
levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the
causes of low quality and low productivity belong to the system and thus lie beyond the power of
the work force.
 Eliminate work standards (quotas) on the factory floor. Substitute leadership.
 Eliminate management by objective. Eliminate management by numbers, numerical goals.
Substitute leadership.
11. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility
of supervisors must be changed from sheer numbers to quality.
12. Remove barriers that rob people in management and in engineering of their right to pride of
workmanship. This means, inter alia, abolishment of the annual or merit rating and of
management by objective (see Ch. 3).
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The transformation is
everybody's job.
The relevancy of these 14 points today is examined to show how printing variables during make- ready
reduce downtime and increase efficiency, effectiveness, productivity and profitability.
2.1.6 MAKE-READY
Make-ready refers to the processes that are used to organise the sheet-fed offset press to print a
particular work. It covers all the activities the press operator performs between starting the job and
running of the job on the press (Hird: 2000). According to Dietz, ´make-ready in printing is the process

28
of building up type and illustrative plates by means of overlays to obtain a balanced impression (Dietz,
1942: 393).
Make-ready has to do with the preparation of the press for printing operation. Faux asserts that ít
begins when the last printed job is completed and the press is set up for the new production job which
follows` (Faux, 1983:76). Faux identifies the essential steps, traditional printing, to good make-ready
as:
a) Check the work instruction
b) Prepare the pile
c) Feeder setting
d) Feedboard setting
e) Set the sheet path
f) Delivery setting
g) Fitting the plate
h) Preparing the dampers
i) Ink preparation
j) Wash off plate
k) Printing
l) Setting register controls
m) Obtaining the pass sheet and running on
n) Wash up
To carry out make-ready for print operation, according to Kipphan, Áfter completion of the various
cleaning processes, presetting the units for paper and ink feed as well as changing plates, the final
step in the preparation of the press for the next print job can take place, that is, fine adjustment during
paper travel.` For an automated press, he adds, ´Like the preparatory operations prior to paper travel,
this can be done straightforwardly, simply, and quickly from a central control console` (Kipphan, 2001:
329). In automated press, the printing variables and operations are monitored and adjusted from a
digitally controlled console.
2.1.7 PRINT OPERATIONS MANAGEMENT
According to Heizer and Render, óperations management (OM) is the set of activities that creates
value in the form of goods and services by transforming inputs into outputs´ (Heizer and Render
2004:4). An operating system is a ćonfiguration of resources` put together for the provision of goods
or services (Wild, 1995). The person in charge of print operations is known as the operations or
production manager, as the case may be, so he or she is concerned with physical resources (inputs),
machines (presses) and labour (operators).

29
Heizer and Render remind us that, áll good managers perform the basic functions of the management
process` and that the ´management process consists of planning, organizing, staffing, leading, and
controlling. Operations managers apply this management process to the decisions they make in the
OM function` (Heizer and Render, 2004:6).
So, it is important to check all the printing variables before the press is run and the operator´s manual
should be well understood, and, according to Krajewski and Ritzman, óperations management is
crucial to each type of organization because only through successful management of people, capital,
and materials can an organization meet its goals.’ They further add that ´today, the term operations
management refers to the systematic direction and control of the processes that transform inputs into
finished goods and services` (Krajewski and Ritzman, 1993:3).
Hird notes that, á standard procedure of starting a press should always be followed. In this way, you
will find that a minimum of time will be consumed in setting up press` (Hird, 2000:498). This reduces
production time and machine downtime, and increases efficiency, effectiveness and productivity.
2.1.8 EFFICIENCY
Dictionary.com (2015) defines efficiency as ´the state or quality of being efficient, or able to
accomplish something with the least waste of time and effort; competency in performance. It notes
that, áccomplishment of or ability to accomplish a job with a minimum expenditure of time and
effort`. This means the extent to which time, effort, or cost is well-utilised for the designated project or
operation; thus, efficient performance of printing variables will boost the press operation.
2.1.9 EFFECTIVENESS
Businessdictionary.com (2015) defines effectiveness as ´the degree to which objectives are achieved
and the extent to which targeted problems are solved. In contrast to efficiency, effectiveness is
determined without reference to costs and, whereas efficiency means “doing the thing right”,
effectiveness means “doing the right thing”`.
2.1.10 PRODUCTIVITY
Investopedia.com (2015) defines productivity as án economic measure of output per unit of input.
Inputs include labor and capital, while output is typically measured in revenues and other GDP
components such as business inventories. Productivity measures may be examined collectively (across
the whole economy) or viewed industry by industry to examine trends in labor growth, wage levels
and technological improvement`.

30
Porter notes that ´printing companies are fast becoming aware that the cost of work to the client is
not the criterion by which the company will be judged` (Porter, 1994:197), but they would be
considered for patronage when they could produce good print quality, prompt delivery and cost
leadership. Faux stresses that ´the standard of quality for the job is set when the pass sheet is
obtained. This establishes the image position, register, image quality, ink density and half tone
reproduction quality` (Faux, 1983:99).
2.2.1 PRESS AUTOMATION
Modern printing presses are equipped with automatic integrated systems, which have improved press
performance, reduced wastage, increased speed and also reduced power consumption. In a conventional
press, the feeding, delivery, registration, plate and other mechanical and electrical parts were all
adjusted and controlled manually by the operator. Kipphan asserts that `the printing industry as a whole
has generally been undergoing enormous structural and technological change for several years`. He
adds that `increasing automation of all the steps in the process of printing house will create an enormous
potential for innovation in the field of machinery and equipment but also in processing in the coming
years` (Kipphan, 2001:10). According to Groover “the use of automated equipment compensates for
the labor cost disadvantage relative to international competitors. Automation reduces labor costs,
decreases production cycle times, and increases product quality and consistency“(Groove, 2008 p.3).
LEVEL OF AUTOMATION.
Groover (2008) identified the level of automation as: semi-automation and total automation.
SEMI-AUTOMATION
A semi-automated machine executes a part of the work phase with a controlled system in conjunction
with the operating system, and human effort is required for the other part of the work phase during
the machine operation for efficiency, effectiveness and productivity.
FULL AUTOMATION
A fully automated system is when the whole machine or equipment system is a motorised integrated
system. The automated equipment works with no human attention, but the automatic processes may
be monitored on the computer system or the control console. Groover claims that “a worker is not
required to be present during each cycle. Instead, the worker may need to attend to the machine
every tenth cycle or every hundredth cycle” (Groover, 2008, p.6).
According to the Siemens website on automation of printing press applications “the printing
marketplace with printing systems and auxiliary equipment,… press automation, drive and motor
packages. These integrated systems result in higher speed, improved performance, lower power
consumption and less waste” (Siemens, 2015). With press automation, printing machine efficiency,
strength and productivity are improved.

31
The automation and digitalization of press operations have reduced machine downtime, increasing
efficiency, effectiveness and productivity while print quality and customer satisfaction have also been
improved. With press automation, printing operations are monitored on a control console and the plates
are fixed and removed (automated plate mounting) on the press automatically. The presses also have an
inbuilt colour control system that controls the inking and registration on the press.
According to Dejidas and Destree (2005), the process of fixing and removing the plate automatically
(automated plate mounting) is as follows:
(a) New plates are loaded into a plate cassette by the press operator
(b) The unit that needs the new plates is selected and the push button is depressed to begin the mounting
(c) The safety guards open automatically and the plate loader moves towards the plate unit
(d) The plate clamp is opened and the old plate is removed and kept in the loader automatically
(e) The new plate is moved from the loader and positioned for automatic plate mounting on the plate
cylinder
(f) The plate clamp is closed, returned to its original position and, finally, the safety guard is closed.
Automated press operations have the following advantages over conventional press operations:
(a) Ink consistency
(b) High quality
(c) Greater productivity
(d) Reduce machine downtime
(e) Reduce production time
(f) Save operational costs

32
CHAPTER THREE
METHODOLOGY
QUANTITATIVE RESEARCH DESIGN
3.1 INTRODUCTION
Quantitative research method was used for this study, and, according to Creswell, ‘A survey design
provides a quantitative or numeric description of trends, attitudes or opinions of a population by
studying a sample of that population’ (Creswel, 2009:145). May (2011) stresses that a self-completion
questionnaire offers ‘a relatively cheap method of data collection over personal interview’ (May, 2011:
103). As a result of this assertion, the author has chosen a self-completion questionnaire to carry out
the study. A self-completion questionnaire was designed through surveymonkey.com and also
manually distributed to printing companies to complement the online respondents.
The self-completion questionnaire was well-structured and designed with the assistance of my
supervisor.
Research question
The research question examines areas as yet unclarified in the reasons for the research.
The research question is:
Can controlling printing variables during make- ready reduce downtime and increase efficiency,
effectiveness, productivity and profitability?
3.2 RESEACH OBJECTIVES
 The research objectives were based on Six Sigma- DMAIC Roadmap.
 To define the printability and quality of a print job on sheet-fed offset
 To measure, collect data and examine the printing process on a sheet-fed offset press
 To analyse the collected data, and the causes and effects of a good quality print job
 To improve on a quality printing job
 To control and sustain the standard of a quality printing job
3.3 SCIENTIFIC METHOD IN RESEARCH DESIGN
Scientific method is the study which forms the basis of advanced scientific research. It is, therefore,
important to raise some of the main assumptions in this method of enquiry, and to identify some of
its major features (Walliman: 2005). Domegan and Fleming note that “an overall framework for the

33
research process to facilitate later decisions that need to be made. It can be exploratory, descriptive
or casual” (Domegan and Fleming, 2007: 24).
Walliman states that “Research is a term loosely used in everyday speech to describe a multitude of
activities, such as collecting masses of information, delving into esoteric theories and producing
wonderful new products” (Walliman, 2005: 8).
This study is exploratory in nature and meant to discover a new way to improve on print quality and
customer satisfaction. May (2011) claims:
“The planning of a social survey requires attention to both the research design and the method of data
collection. Virtually all surveys aim to describe or explain the characteristics or opinions of a
population through the use of a representative sample” (May, 2011: 94).
3.4 QUALITATIVE RESEARCH
Domegan and Fleming define qualitative research study as “the collection of data which is open to
interpretation, for instance on attitudes and opinions, and which not be validated statistically”
(Domegan and Fleming, 2007: 158). Malhotra argues that qualitative research methods can be defined
as “an unstructured, exploratory research methodology based on small samples, which provides
insight and understanding of the problem setting” (Malhotra, 2010: 171).
Berg and Lune attempt to differentiate between the qualitative and quantitative approaches, noting
that “qualitative research, thus, refers to the meanings, concepts, definitions, characteristics,
metaphors, symbols, and descriptions of things. In contrast, quantitative research refers to counts and
measures of things, the extents and distributions of our subject matter” (Berg and Lune, 2012: 2).
3.5 QUANTITATIVE RESEARCH
According to Bordens and Abbott, “a quantitative theory defines the relationships between its
variables and constants in a set of mathematical formulas. Given specific numerical inputs, the
quantitative theory generates specific numerical outputs” (Bordens and Abbott, 2011: 38). Malhotra
argues that quantitative research is “a research methodology that seeks to quantify the data and,
typically, applies some form of statistical analysis” (Malhotra, 2010: 171).
The author has chosen this method, so that a statistical analysis can be used for the data, findings and
results. Almost all surveys aim to ´describe or explain the characteristics` or views of the population
through the utilisation of a representative sample (May, 2011)

34
3.6 DATA SELECTION
The design selected must indicate ‘the selection process for individuals’ (Creswell, 2009). Thus, a
random sample was chosen. The study considered printing companies that have sheet-fed offset
presses. However, the approach of a qualitative method to investigate data selection and collection is
different, ‘although the processes are similar’ (Ibid). The selection process for the participants was
random, and the study focus was in Dublin and its environs. Creswell (Ibid: 148) stresses the need to
“indicate the number of people in the sample and the procedures used to compute this number.”
May (2011) argues that “The self-completed questionnaire sequence is relatively better to be arranged
social-psychologically rather than logically”. The questionnaire was well-structured, and
surveymonkey.com platform and its tools were used to arrange the questions with the help of my
supervisor. Brook asserts that ”the most effective method of documenting an improvement project is
through use of a project working file that is written as a presentation, kept updated as a presentation,
and structured clearly around DMAIC phases” (Brook, 2006: 27). This study explored the DMAIC
roadmap to define, measure, analyse, improve and control the print quality and productivity on offset
sheet operating systems.
3.7 DATA COLLECTION
The population sample were fifteen (15) printing companies and the author considered reliability and
standard in choosing these printing companies, although, the responses remained anonymous for
privacy and security reasons in this research work.
The author, with the assistance of the supervisor, considered the following eleven factors when
designing the self- questionnaire, as indicated by May (2011).
a) The questions should not be too general: the questions were grouped into two categories: (1)
Operation and (2) Management. They were all printing operation and management-related.
b) The simplest language should be used: the words and terms used were simple and easy to
understand.
c) Prejudicial language should be avoided: biased words, languages or terms were avoided.
d) Vague words should be eliminated: all the words used were clearly understood.
e) Leading questions should be avoided: leading questions were not given or used when
designing the questions.
f) The participants should not be caught unawares: enough time was given to the respondents
to answer the questions.
g) The questions should be open: hidden questions were avoided.

35
h) Hypothetical questions should be avoided: the questions were straightforward, easy and
direct.
i) The researcher should not include any personal questions in the questionnaire: all the
questions were related to sheet-fed offset printing operation, but not personal.
j) The researcher should build questions that would lead to problem-solution analysis: the
questions were set to test the research question.
The study ran for almost two months on surveymonkey.com platform (online). However, due to low
online response, the author then printed out the questionnaire, bound them together, and manually
passed around then to random respondents.
3.8 OBSERVATION
The author has chosen observation method to complement the self-questionnaire in order to gather
additional data for this study. Walliman explains that “Observation is a method of recording
conditions, events and activities through the non-inquisitorial involvement of the researcher”
(Walliman, 2011:195). The author intended to use this method to evaluate and analyse the
operational procedures of sheet-fed offset press. Creswell states that “researchers collect data on an
instrument or test (e.g., a set of questions about attitudes towards self-esteem) or gather information
on a behavioral checklist (e.g., where researchers observe a worker engaged in using a complex skill”
(Creswell, 2009:15).
3.9 PRIMARY RESEARCH
There are various methods of conducting primary research methodology, including qualitative,
quantitative and mixed methods approaches. Therefore, the choice requires selected which design
can be best utilised to examine a subject (Creswell: 2009). According to Smith, Todd and Waldman,
“the first stage in quantitative data analysis is getting your data into a format that you can analyse”
(Smith, Todd and Waldman, 2009:97).
For this study, quantitative research methodology was used as the primary research method so that
the data selection and collection could be analysed and interpreted by using tables, charts and
statistical methods.
3.10 SECONDARY RESEARCH
All research studies demand secondary sources for the background to the subject. The researcher will
necessarily need to identify what the context of his or her research inquiry/problem is, and he or she
will equally get an approximation of the current theories and thoughts (Walliman: 2011). According
to O’Leary, “The production of new knowledge is fundamentally dependent on past knowledge”
(O´Leary, 2004:66). Walliman describes the advantages of using secondary research as “they have

36
been produced by teams of expert researchers, often with large budgets and extensive resources way
beyond the means of a single student”(Walliman, 2011: 177).
According to Bryman, “secondary analysis is the analysis of data by researchers who will probably not
have been involved in the collection of those data, for purposes that in all likelihood were not
envisaged by those responsible for the data collection” (Bryman, 2012:312). The secondary data used
in this study, as shown in the literature review, made reference to books, paper articles, academic
journals and any other relevant newspapers or online sources. The author engaged in the secondary
research study in advance, so this afforded an in-depth knowledge of the topic before carrying out the
survey.
3.1.1 DATA ANALYSIS
When data are collected using the self-completion questionnaire, it is of paramount importance to
analyse them (May, 2011). Creswell (2009) recommends the following research plan: a table with
numbers and percentages showing the respondents and non-respondents and vital information about
data selection, collection and analysis.
a) The researcher should explore the ‘response bias’.
b) The researcher should discuss the overall plan to give a descriptive analysis of data for
independent and dependent variables.
c) The researcher should indicate the ‘statistics for testing the hypothesis’ (Creswell
d) 2009).
e) The researcher should maintain reliability and consistency by showing the statistical procedure.
f) The researcher should produce the results in tables or figures and interpret the results from the
statistical test.
The recommended research plans were put into consideration during the discussion and data analysis.
May (2011) stressed that ‘The initial phase will involve describing the sample survey data using tables,
graphs and descriptive statistics’ (May, 2011: 122). The author analysed and interpreted the data using
tables, charts and statistical methods. This study used the questionnaire response to collect and
analyse data so that the research question could be tested.
3.1.2 RELIABILITY AND VALIDITY
The author ensured that the research study was reliable and consistent, and ambiguous questions
were avoided for the purposes of clarity. The results were illustrated through use of tables and figures.

37
3.1.3 LIMITATIONS
Time constraints, the semester allowed less time than may be ideal for a quantitative design study,
and the low response of respondents via surveymonkey.com prevented the author from obtaining
more than fifteen (15) respondents. There were 9 respondents from surveymonkey.com, while the
remaining six respondents submitted their data through hard copy, i.e. face-to-face. As a student,
economic reasons also prevented the researcher from going beyond this scope.
3.1.4 DELIMITATIONS
The researcher chose DIT Press as the place to carry out the practical observations; however, DIT’s
sheet-fed presses were under repair at the time of this study and, therefore, press observation was
not carried out. In addition, the author was not allowed to carry out press observation for the study
in other printing companies because of staff restrictions in the printing companies in Ireland.

38
CHAPTER FOUR
4.1 INTRODUCTION
A survey on `Sheet-fed Offset Press Operating: the Importance Of Strategic Operation Management
was conducted from March 11th
to May 10th. Respondents were sampled using the Survey Monkey
platform and a hard copy was distributed manually to boost the total number of respondents. A
detailed overview of the survey methodology has been described in chapter two. The survey
questionnaire was divided into two categories. The first was for the Sheet-fed offset press operator
(15 questions) and the other for the management (13 questions). This study was intended to examine
the operation of a sheet-fed offset press, the problems and their causes and the strategic
management required to prevent operating problems or to provide possible solutions
4.2 MAKE- READY EFFICIENCY/EFFECTIVENESS SURVEY
4.3 PRESENTATION OF SURVEY RESPONSES: MANAGEMENT AND OPERATOR
Question 1
Do you have a strategic operational plan established?
The respondents were asked about strategic plans in their organisations, of which 67% answered YES
while 33% respondents said No. This shows that most of the sheet-fed offset presses put in place a
strategic operational guideline to prevent and correct any print defects that could affect the print
quality.

39
Figure1 (4.3.1)
Question 2
Do you have a quality management system?
Figure2 (4.3.2)
YES NO
9 Responses 77.78 22.22
77.78
22.22
-20
0
20
40
60
80
100
120
Quality Management
9 Responses
0
10
20
30
40
50
60
70
80
YES NO
STRATEGIC OPERATIONAL PLAN

40
In quality management, 77.78, which is approximately 78% of the respondents, agreed that a quality
management system was available in their firms while 22% said one was not available.
Question 3
Do you have a standard operating procedure for press operations, including-make ready?
Figure 3 (4.3.3)
The respondents were asked if a standard operating procedure for press operation was included in
the make-ready. The majority of the respondent (78%) answered YES, while the remaining 22%
respondents said NO.
Question 4
How do you benchmark make-ready time?
Six respondents specified how they benchmark make-ready in their organisations. Some of the
respondents indicated that it was done manually and that it depends on availability of jobs,
requirements, processes and sizes, whereas another group said it depended on the press
manufacturer’s manual and the last group benchmarked through the control system with the aid of
automatic units. Thus, the settings were achieved and recorded for future make-ready lists.
Standard Operating Procedure
YES NO

41
Question 5
What impacts on planned make-ready time?
Out of nine respondents, only five showed interest in this question. According to those, the impacts
on planned make-ready time dependent on job’s availability, quality of substrate, colour issues,
mechanical or operator issues. Other factors were substandard material delivery, files availability and
queries at the prepress and press stages.
Question 6
Do you have a preventive maintenance policy for your printing equipment?
Figure 4 (4.3.4)
The respondents were asked whether they had a preventive maintenance policy for the sheet-fed
offset presses. Interestingly, all the respondents chose YES, not including those that did not participate
in the management part of the survey questions.
0
10
20
30
40
50
60
70
80
90
100
YES NO
Preventive Maintenance
Series 1

42
Question 7
If yes, who looks after your preventive maintenance?
The respondents stated that the person in charge of preventive maintenance was either the
preventive manager, maintenance manager, maintenance officer, safety manager, or the press
operators.
Question 8
If no, how then do you look after your equipment?
There were no respondents for this question
Question 9
How much downtime (own plant) do you experience because of machine break down?
Five respondents indicated that it all depended on the age of the press, press condition, press run and
press maintenance, while the others skipped the question.
Question 10
What repair costs have you had in the last year?
Most of the respondents remained silent on this question, but two respondents gave a hypothetical
statement that they spent between 250 -10000 Euro annually
Question 11
How do you handle customers’ complaints?
Seven respondents indicated that customers’ complaints were received through feedback and others
skipped the question
Question 12
How many complaints have you received in the last year that related to print quality?
The majority received no customer complaints, while two respondents had received between two to
15 complaints within the last year as regards to print quality.
Question 13
Who approves conformance to standard at the make-ready stage of the job?
The approval of quality and standard at the make-ready stage in most of the printing organisations
depends on the organisational chart or hierarchy of each firm. All the respondents gave different
opinions to this particular question. According to the respondents, the approval is given by either the
production manager, management, operation manager, quality manager or supervisor.

43
MAKE-READY-EFFICIENCY/EFFECTIVENESS SURVEY OPERATOR
Question 1
Do you have a standard operating procedure in relation to make-ready?
Figure 5 (4.3.5)
Sheet-fed offset printing is a process used to transfer ink from a plate to a blanket and then to a printed
surface. The standard operating procedure in relation to make-ready was observed by 93.33% of the
respondents, while 6.67% of the respondents had no standard operating procedure.
Standard Operating Procedure 2
YES NO

44
Question 2
If the answer to the above is yes, how often is this policy reviewed?
Figure 6 (4.3.6)
The response to the above question was varied and 14 of the respondents answered this particular
part. The remaining one respondent skipped it. The options were as follows: every year; whenever
required; and never. 42.86% of the respondents said every year, 50.00% of the respondents said
whenever the review policy was required and 7.14% had never had a standard operating procedure
policy in their press houses.
0
10
20
30
40
50
60
Every Year Whenever Needed Never
Policy Review
Policy Review

45
Question 3
Do you have any of the following qualifications?
Figure 7 (4.3.7)
The author wanted to know if any of the following qualifications, National Craft Certificate, Senior
Trades Certificate, or National Vocational Qualification, was a basic requirement before one could
qualify as a sheet-fed offset press operator. Figure 7 shows that 50.00% had a National Craft
Certificate, another 50% has a Senior Trades Certificate, 7.14% had a National Vocational Qualification,
and the other 21.43% had a trade certificate, Roland certification or City and Guilds advanced
certificate in lithographic printing. The latter options were not included in the questionnaire.
Qualification
National Cert Senior Cert Vocational Cert Other

46
Question 4
Have you ever received training from an equipment supplier?
Figure 8 (4.3.8)
This was to further explore the level of training the operators had received so far, either formally or
informally. The result shows that 93.33% of the respondents received training from the equipment
manufacturer in addition to their initial training, while 6.67% received no training at all from the press
manufacturers. As such, their skills were based on the initial vocational training they had prior to their
employment and job experience.
0
10
20
30
40
50
60
70
80
90
100
YES NO
Received Training
Received Training

47
Question 5
How much training have you received for your job?
Figure 9 (4.3.9)
Figure 9 shows that 28.57% of the respondents had received a great deal of training, another 28.57%
received a lot of training, while 28.57% received a moderate amount of training from the equipment
supplier. 7.14% undertook a little training, while another 7.14% received no training at all from the
equipment manufacturer.
0 5 10 15 20 25 30
A great deal
A lot of training
Moderate
Not any
Amount of Training received
Amount of training received

48
Question 6
Do you receive ongoing training?
Figure 10 (4.3.10)
The respondents were asked if they received ongoing training to enhance their efficiency and
productivity in press operation. The majority of the respondents, 66.67%%, answered NO while the
remaining 33.33% answered YES.
0
10
20
30
40
50
60
70
80
YES NO
Ongoing Training
Ongoing Training

49
Question 7
What is the recommended make-ready time for your specific/main Printing Machine?
Figure11 (4.3.11)
To determine a recommended make-ready time for a specific or the main printing machine in the
press and the impact it has on reducing machine downtime and production time, the author gave the
following options of time ranges for this question: 0-5 minutes, 6-10 minutes, 11-15 minutes, 16-20
minutes, 21-25 minutes and 26 minutes and above. Figure 11 shows that 13.33% of the respondents
fell into the 0-5 minutes category, 46.67% was 6-10 minutes, another 13.33% was 11-15 minutes, 0%
was 11-15 minutes, 6.67% was 21-25% and, finally, 26 minutes and above was 20.00%.
0
5
10
15
20
25
30
35
40
45
50
0-5 Minutes 0-10 Minutes 11-15 Minutes 16-20 Minutes 21-25 Minutes 26 Minutes and
Above
Recommended Make-Ready Time

50
Question 8
What is your typical make-ready time?
Figure12 (4.3.12)
Figure 12 shows the results of the amount of typical make-ready time according to the respondents.
21.43% said 0-5 minutes, 35.71% said 6-10 minutes, nobody answered 11-15 minutes, 14.29% said
between 16-20 minutes, 7.14% said between 21-25 minutes and, finally, 21.43% answered 26 minutes
and above.
0
5
10
15
20
25
30
35
40
0-5 Minutes 6-10 Minutes 11-15 Minutes 16-20 Minutes 21-25 Minutes 26 Minutes and
Above
Typical Make-Ready Time
Typical Make-Ready Time

51
Question 9
How often do matters arise that can delay make-ready times?
Figure13 (4.3.13)
Given a situation that could pose an immediate stoppage or delay to operational process and make-ready,
the respondents were asked how often such matters arose during the make-ready process that could
lead to prolonging make-ready time. Figure 13 shows the results as being not so often (weekly)
46.67%, rarely 33.33%, and often 20%
0
5
10
15
20
25
30
35
40
45
50
Very often Often Not so often Rarely Never
Delay in Make-Ready Time
Delay in Make-Ready Time

52
Question 10
How long is your working shift?
Figure14 (4.3.14)
The working shift of the respondents varied depending on the workload and delivery time. In other
words, the result shows that 80% of the respondent ran eight hour shifts, 6.67% of the respondents
ran 12hour shifts and the other 13.33% ran a 24 hour or double day shift pattern.
Working Shift
8 Hours 12 Hours Other

53
Question 11
What level of automation does your equipment have to support the level of make-ready?
Figure15 (4.3.15)
Most savings could come from reducing the make-ready and start-up waste; using automatic
integrated systems, which have improved press performance, reduced wastage, increased speed and
also reduced power consumption. The respondents were asked what level of automation their
equipment had to support the level of make-ready in their various printing houses. Figure 15 shows
that 33.33% had automated feeder, shift part and delivery, 13.33% had automated blanket wash and
6.67% had automated plate change.
Others specified that their equipment automation included head switch, semi-automatic proofing and
colour system.
0 5 10 15 20 25 30 35 40 45 50
Blanket Wash
Plate Changer
Feeder
Other
Press Automation
Press Automation

54
Question 12
How many initial make-readys do you typically do during a shift?
Figure16 (4.3.16)
The result for initial make-ready shows that two initial make-ready were done typically during a shift
for 46.67% of the respondents, three was 26.67%, four was 13.33%, five was 6.67% and six was 6.67%.
0
5
10
15
20
25
30
35
40
45
50
1 2 3 4 5 6 7
Initial Make-Ready
Initial Make-Ready

55
Question 13
How many subsequent make-readys do you typically do during a shift?
Figure17 (4.3.17)
The result for subsequent make-ready shows that one subsequent make-ready was done typically
during a shift for 40% of the respondents, two was 20%, three was 6.67%, four was 13.33%, five was
6.67% and, finally, six was 6.67%.
0
5
10
15
20
25
30
35
40
45
0 2 4 6 8 10 12
Subsequent Make-Ready

56
Question 14
What is your typical run length?
Figure18 (4.3.18)
The result of the typical run length ranges from 2000 to 30000. Figure 17 shows that five respondents
each ran between 2000, 4000, 6000, 15000 and 30000 sheets as typical run length, while 5000 and
8000 sheets were run by two respondents each, and six respondents ran 10000 sheets.
0
1
2
3
4
5
6
7
2000 4000 5000 6000 8000 10000 15000 30000
Run Length
RUN LENGTH

57
Question 15
Do you approve your own work and confirm that a standard has been achieved?
Figure19 (4.3.19)
The respondents were asked whether they approved and confirmed the standard of printing jobs
during press operation themselves or whether another staff member was designated for the approval.
The result shows that 80% of the respondents was authorised to approve and confirm the standard
during press run, while 20% of respondents got approval from a supervisor or production manager.
Standard Confirmation
YES If No, who approves?

58
CHAPTER FIVE
DISCUSSIONS AND ANALYSIS
5.1 INTRODUCTION
The research objectives were based on the Six Sigma- DMAIC Roadmap
 To define the printability and quality of a print job on sheet-fed offset
 To measure, collect data and examine the printing process on a sheet-fed offset press
 To analyse the collected data, and the causes and effects of a good quality print job
 To improve on a quality printing job
 To control and sustain the standard of a quality printing job
OBJECTIVE 1
 To define the printability and quality of a print job on sheet-fed offset.
According to Slack, Chambers and Johnston, “the objective of good design, whether of products or
services, is to satisfy customers by meeting their actual or anticipated needs and expectations. This,
in turn enhances the competitiveness of the organization.” They further add that “using design, both
to generate new ideas and turn them into reality, allows businesses to set the pace in their markets
and even create new ones rather than simply responding to the competition” (Slack, Chambers and
Johnston, 2010: 114).
It is very important to put a quality management system in place; in other words, an offset printing
quality standards checklist is essential for any pressroom. The customer’s job should be well defined
according to the job specification or job ticket prior to the prepress and press operations. The quantity
of the paper, size of the job, required colour, plate and ink should be identified by an expert(s).
Waller claims that “a strategic plan is the detail of how an organization proposes to arrive at its desired
objectives” (Waller, 1999: 32). The printing variables need to be checked as planned or directed by
equipment suppliers and a standard operating procedure should be followed accordingly, because this
will enhance the make-ready and the press operations, which, in turn, improves the quality of print
output, increases customer satisfaction and gives the firm a competitive advantage over other firms
in the printing industry. Management should effectively communicate the strategic operational plan
to the staff and operators should be aware of all the pressroom variables that can affect the operations
and print quality.

59
5.3 OBJECTIVE 2
To measure, collect data and examine the printing process on a sheet-fed offset press.
In answering this research objective, poor print quality could be avoided when all the printing variables
are measured, data are collected and critically analysed before press operations. Brue argues that ‘Six
Sigma helps you identify the problems in your processes and reduce the defects that are costing you
time, money, opportunities, and customers’ (Brue, 2005, p. 1). The primary research has shown that
the impacts on planned make-ready time depend on job availability, colour issues, quality of the
substrate, files availability and customer demand. Preparation of the sheet fed-offset press is known
as ‘make-ready’. It starts when the final printed job has been done and the press is set up for the next
new production job (Faux, 1983).
The printing variables, such as work specification, pile, feeder, feed-board, sheet registration devices,
dampers, ink and other variables should be examined and accurately measured. The result for initial
make-ready shows that, for 46.67% of the respondents, two (2) initial make-readys was typically
common during a shift, and the recommended make-ready time for a specific/main Printing Machine
was between 6-10 minutes.
According to Stone, ‘an organisation’s success depends on it having the right people in the right jobs
at the right time, the organisation’s strategic business objectives and culture should determine the
people selected’ (Stone, 2010. p. 236). The author wanted to know if the machine operators were
technically qualified to measure and examine the printing processes during press operation. Thus, the
primary search shows that all the press minders were qualified to handle the print quality that will
satisfy customer needs as the result indicated that the operators have at least one the following
qualifications: National Craft Certificate, Senior Trades Certificate or National Vocational qualification,
and that they also received further training from the equipment suppliers.

60
5.4 OBJECTIVE 3
To analyse the collected data, and the causes and effects of a good quality print job.
According to Robbins, DeCenzo and Coulter, ‘planning involves defining the organization’s objectives
or goals, establishing an overall strategy for achieving those goals, and developing a comprehensive
hierarchy of plans to integrate and coordinate activities’ (Robbins, DeCenzo and Coulter, 2015, p. 145).
Participants in this survey indicated that the standard operating procedure was available in the press
houses and they were strictly abiding by it in relation to make-ready and that the policy could be
reviewed annually or whenever required, as the case may be. Faux stated that ‘any process
improvement should reduce variation, so we can consistently meet customer expectations’ (Faux,
2005, p. 6).
It is important to use job analysis for evaluation of print jobs right from the start through to the end
of the production. So, what is job analysis? According to Project People’s website, ‘Job analysis is a
systematic process for collecting and analysing information about jobs. Job analysis provides
information about the work performed and the work environment. It also identifies the knowledge,
skills, abilities and personal competencies people need to perform their work well’
(www.projectpeople.com, pdf file). The job description can be broken down into different categories
for further assessment; paper would be loaded and plates would be mounted on the press.
Primary search shows that benchmark make-ready time is set according to the available jobs, control
system or manufacturer’s manual. Therefore, correct setting of damping system, registration system
and ink control, as well as other printing variables, could prevent printing-related problems like
curling, picking, show-through, strike-through, creasing, poor drying, scumming, doubling and other
factors that could reduce print quality.
The research question has been tested and confirmed that controlling printing variables during make-
ready reduces downtime and increases efficiency, effectiveness, productivity and profitability. Thus,
as most of the respondents had received no complaints from their customers in the previous year for
poor quality job, this could be taken as meaning that adequate measures were taken to ensure that
all printing variables were well managed during and after operations.

61
5.5 OBJECTIVE 4
To improve on a quality printing job
In working to achieve and improve quality print jobs, Davis argues that ‘ an operations manager must
fully understand the company’s products or services, the process and process technologies used to
manufacture the products or provide the services, and the operating systems, methods and
techniques that govern the transformation process’ (Davis, 1998, p. 10). The survey shows that,
according to the respondents, conformance to standard at the make-ready stage at press houses was
done either by the production manager, operations manager, quality manager or supervisor.
These categories of people have the technical knowledge, skill and experience to maintain and sustain
the press quality standard as part of the strategic operational plan in any organisation. Dale, Wiele
and Iwaarden explain that ‘responsibility for quality service lies with operations, marketing, human
resources and other management- working together within an organization’ (Dale, Wiele and
Iwaarden, 2007, p. 234). The research study sampled both the operator and management in the survey
so that the research question could be viewed from both perspectives. The study shows that 77% of
the respondents had a quality management system to maintain and sustain the quality service
delivery.
The Six Sigma DMAIC roadmap provides adequate measure for any organisation to improve on a print
quality. Perry and Bacon stated that ‘The reality is that companies that do not proactively renew their
portfolios of products are likely to find themselves being acquired or simply out of business’ (Perry
and Bacon, 2006, p. 15). Therefore, Six Sigma techniques are used to collect customer requirement
data, identify customers’ needs and product data, design the production process, measure the
performance of the new product or service, and evaluate how well it matches up with the current
business environment.

62
5.6 OBJECTIVE 5
To control and sustain the standard of a quality printing job
The findings within this study have broadened the author’s knowledge, ideas and skills within the field
of operations, strategy and management areas. The control and sustainability of the standard of a
quality printing job can, perhaps, be achieved mainly on a project-by-project team basis, using a
workforce trained in performance-enhancement methodology`. Six Sigma uses several quality
management techniques, such as customer focus, leadership, involvement of people, decision-making
and statistical methods. This is aimed for the sustainability and quality control of print jobs, and
increases efficiency, effectiveness and productivity.
According to Perry and Bacon, `the roadmap that is almost universally accepted for operations of Six
Sigma projects is the tried-and-true DMAIC roadmap` (Perry and Bacon, 2006, p. 6). The Six Sigma
DMAIC (define, measure, analyse, improve, control) process is designed to identify and implement
process enhancements within the organisation. The author has found it relevant and useful for quality
evaluation, operational and job analysis. Given the survey’s result, this study has proved that strategic
operation management is important in sheet-fed offset press operation.

63
CHAPTER SIX
CONCLUSION AND RECOMMENDATIONS
6.1 CONCLUSION
The research study showed the use of Six Sigma tools as good business strategy to evaluate and
examine sheet offset press problems, causes and remedies. The data selection, collection and analysis
were critically defined, measured, analysed, improved and controlled to prevent any deviation from
the original topic. Keller asserts that `a circle refers to a collection of data at a given experimental
condition. A circle is complete when one observation has been collected at each point in the design `
(Keller, 2011, p. 243). The researcher chose DIT Press for observation of this study, but at the time of
this study DIT Press was not in operation for one reason or another. Therefore, the author used his
over 20 years experience in the printing industry, along with the primary and secondary research, to
examine and evaluate the problems, causes and remedies on the sheet-fed press practically.
The author discovered, through primary and secondary research, that press automation and
innovative sheet-fed offset presses have improved the quality of print jobs and reduced downtime, as
well as press operations having been increased efficiently and effectively. Productivity, marketing and
sales have been improved as well, as a result of the rapid growth of technology.
This study is meant to serve as a reference point for students and printers, to help them provide
possible strategic management for major printing-related problems on a sheet-fed offset press. The
researcher believes that, if appropriate measures are put in place, the ink, dampen, paper, machine
and operational problems could be prevented.
Strategic management can be used to enhance print or product quality and customer satisfaction. It
can be used in problem-solving analysis, decision-making, internal marketing, and customer needs and
human resources management.

64
6.3 RECOMMENDATIONS
From the investigation and the testing of the research question, the research study will help to
enhance print quality. Therefore, the researcher recommends that:
a) Appropriate machine maintenance should be carried out on the presses regularly, according
to manufacturer specification
b) The manufacturer’s manual should be utilised
c) Speed limit of the presses should be maintained
d) A qualified press minder should man the press
e) Paper should be stored in an appropriate place at normal paper temperature
Furthermore, it is very important for any printer to keep abreast of the rapid growth of technology
and to review his or her operational strategy periodically, so that he or she can keep moving with the
times in order to remain a market leader and increase the barrier of entry to prevent new entrants
taking his or her market share and for gaining competitive advantage over others in the industry. The
research has proved that Six Sigma roadmap DMAIC is a relevant method that can be used in the print
and digital media industry, for both established and new entrant firms.

65
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