Tag: Manufacturing

  • Flexo Concepts®: Distinguished Exporter of TruPoint® Doctor Blades

    Flexo Concepts®: Distinguished Exporter of TruPoint® Doctor Blades

    If a time period in a company’s history can be characterized by a single phrase, 2018 could be called the “year of the export” for Flexo Concepts.

    On the verge of wrapping up its 3rd decade of selling overseas, doing business globally is nothing new for our doctor blade manufacturing company. But 2018 has been a year to celebrate. Flexo Concepts received two high profile export awards, won its fifth export grant, and is about to onboard its third international business development manager.

    First, Flexo Concepts was named, “2018 Exporter of the Year” for Massachusetts by the U.S. Small Business Administration in April. The very next month, Flexo Concepts was recognized at the national level, receiving blankthe President’s E Award – considered the highest recognition any U.S. entity can receive for making what Secretary of Commerce Wilbur Ross calls “a significant contribution to the expansion of  exports.”

    In November, Flexo Concepts received notification that it was awarded funding for the fifth time through the Massachusetts State Trade Expansion Program (STEP) to facilitate long-term export growth. When allocating the grant, the Massachusetts Export Center chooses companies based on their demonstrated commitment to boost exports, create jobs and impact the economy.

    blankAnd now, the company is adding to its team of overseas sales representatives fully dedicated to international business development and service.

    Flexo Concepts understands the importance of having salespeople in the field who understand the regional markets, speak the native languages and are intimately familiar with local cultures and business practices. Soon Arnoud de Jong will join Bernat Ferrete (based in Spain) and Steve Kao (based in Taiwan) in promoting the TruPoint line of doctor blades globally. Arnoud will be based in his home country, the Netherlands, and brings a wide range of strategic capabilities to his new role – a good sense for the European flexo industry, strong marketing background and proficient language skills in his native Dutch, English and German.

    The activities of the international business development managers are fortified by support from back home – Flexo Concepts’ headquarters in Plymouth, Massachusetts. The company actively participates in foreign trade associations and regularly exhibits at key trade events around the world. To localize its selling, the company’s marketing department provides translated versions of its sales tools and promotional materials – brochures, installation guides,  email campaigns, blogs, white papers, infographics, ads, training documents, etc. – and recently launched Spanish and Chinese versions of its blankwebsite (with French and German to follow in 2019).

    Behind the scenes, developing and executing a successful international business model is a whole-company team effort. From navigating the intricacies of international accounting, to mastering the complexities of shipping and logistics and maintaining compliance with foreign regulations, every department is involved.

    But, while “internationalizing” the business has been (and will continue to be) one of our biggest challenges, it will surely also remain one of our biggest rewards. Exports have grown from 17% of revenues in 1991 to over 40% today. We maintain OEM relationships and distribution on every (habitable) continent, and our current customer base spans 50+ countries worldwide. The recognition we have received in 2018 celebrates our efforts over the past 30 years to advance the global flexo printing industry.

    And we’re pretty darn proud of it.

  • Manufacturing Manager Adam Yock Talks about Plant Safety at Flexo Concepts

    Manufacturing Manager Adam Yock Talks about Plant Safety at Flexo Concepts

    Adam Yock Flexo Concepts Plant SafetyOne of Flexo Concepts’ most important cultural values relates to its people and keeping them safe is one of its highest priorities. For this reason, the company has established a “Safety Team” and protocols throughout the building to create and maintain a safe environment for its employees.

    Today we will talk with Manufacturing Manager Adam Yock to learn more about what Flexo Concepts does to keep workers safe.

    Adam, can you tell us about the Safety Team and their responsibilities?

    The Safety Team consists of five members from the production staff who meet on a regular basis to review the overall safety of the premises and address any areas of concern. As the manufacturing manager, I perform random safety audits to identify risks and make suggestion tickets available for employees to communicate any safety concerns they may have. The tickets are posted on a master board in the shop, tracked through our CRM system and attended to by the Safety Team. Safety tickets receive immediate attention and take priority over ideas for needed repairs or continuous improvement posted on the board.

    What are some of the safety measures you have in place in the manufacturing area?

    flexo concepts manufacturing

    On the manufacturing floor, there is a wide variety of safety equipment available to protect workers from injuries. All our machines are guarded at the cutters to keep operators from being hurt and prevent loose pieces of blade scrap from flying into the air. Ear plugs or muffs are worn by employees running the blade cutting equipment to protect from the loud machine noise. There are anti-slip mats throughout the shop and anti-fatigue mats in all blade fabrication areas. Bench heights are kept at a comfortable height that allows the operators to work without being hunched over, and windows have been installed in doors entering/exiting the shop to prevent someone from being hit by a door being opened from the opposite side.

    The company purchased flow racks for the storage of raw material to reduce the need for workers to bend when picking material, and an automated conveyor system makes it easy to move heavy boxes from the production lines to the shipping area. Flexo Concepts also installed a Dura-Vac central trim collection system to gather and dispose of manufacturing waste, eliminating the need to physically remove blade scrap from the workstations.

    We also use 5S practices which not only drive efficiency but also a continuously tidy and safer shop environment. The company has structured, documented procedures and shop floor workforce training programs in place to ensure that blade fabrication, order fulfillment and scrap removal are done properly and safely. All manufacturing employees are formally trained and certified in the proper use of forklift equipment.

    How do you communicate safety procedures with your employees?

    Safety procedures are communicated through monthly team meetings, quarterly company meetings, building-wide notices and training events. Evacuation procedures and instructions specific to each department are posted throughout the facility. Also, the Safety Team sends out safety tip sheets to all employees before each major holiday to help protect them and their families from accidents at home.

    Do guidelines change and evolve over time, and if so, how?

    flexo concepts doctor blade manufacturing supplier

    Flexo Concepts takes pride in being proactive when it comes to safety. Our company stays in compliance with Osha guidelines and has outsourced the management of some of our safety initiatives to vendors. Through contracts with providers such as CINTAS and Yankee Sprinkler, our equipment specifications and instructions are continuously monitored and kept up to date. For example, Cintas has installed a first aid station in our shop, including AED technology with on-site monthly service to maintain the device. Yankee Sprinkler is under an annual contract with Flexo Concepts to maintain our fire protection system. Both companies provide regular training for our staff on the proper use of this equipment.

    How successful has your company been with plant safety?

    Flexo Concepts continues to be very successful with its safety protocol as indicated by our low injury rates and minimal lost-time accidents. Since establishing a Safety Team dedicated to this important aspect of our business, the number of accidents that occur in our building has been reduced to almost zero. We are proud of our great track record and feel confident that the safety systems and procedures we have in place will keep it that way!

    To learn about how using plastic doctor blades can improve safety and reduce costs in your pressroom:

    [Read our white paper, “The [Hidden] Costs of Using Steel Doctor Blades”]

  • Doctor Blade Quality through Tight Manufacturing Control

    Doctor Blade Quality through Tight Manufacturing Control

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    From the moment raw material enters our building, Flexo Concepts® measures, analyzes and controls every step of the process of turning the polymer stock into high-precision, performance doctor blades.

    Our Doctor Blade Innovation Lab is where ideas are born and developed by our R&D department. But it is our manufacturing folks who are responsible for bringing the concepts to life on the production line.

    Quality control is a core value of our manufacturing team. Being able to execute blade fabrication day after day with high precision and repeatability is critical to our customers’ success. Printers have to be able to trust that every shipment of our TruPoint® doctor blades will deliver consistent performance – every time, in every application.

    Tight tolerances and high dimensional standards

    We establish and strictly maintain tight tolerances on all our cutting, beveling and finishing machines and set high dimensional standards for our doctor blades. To make sure our products meet these requirements, Flexo Concepts’ quality assurance team uses certain measurement techniques and analytical tools. Among them is statistical process control, or SPC, a method for managing and monitoring a process using data analysis.

    10-Point inspection

    We also apply a 10-point inspection, where blade material and tip table dimensions are measured in real time at various points in the manufacturing cycle. We certify:

        • Material thickness
        • Material width
        • Material cupping
        • Material camber (deviation from a straight edge)
        • Tip table height
        • Tip table thickness
        • Tip table width
        • Tip table length
        • Tip table depth
        • RA value (surface roughness)

    Our engineers plot their measurements on a graph to see if they fall within pre-set tolerance limits. If there is a variance, the process is tightened up, and any deficient product is thrown away. This rigorous inspection system cuts down on variability in the manufacturing process and protects against blade irregularities.

    Track and trace

    To bolster our quality program, we track and trace every aspect of production: from raw material, to operator, to machine, to boxed shipment. If there is an issue down the line, our staff is able to easily go back and pinpoint the problem and correct it right away.

    Flexo Concepts wants to help its customers be the most efficient organizations in their industry, and that starts with delivering products that they can count on. It’s important to us that our doctor blades increase the performance, quality and output of the printing press, its operator and the company as a whole. By putting systems in place to guarantee the consistent production of superior doctor blades, we make sure that our customers get exactly what they expect so their customers get exactly what they expect.

  • Kanban 101

    Kanban 101

    Kanban

    In today’s competitive marketplace, manufacturers are looking for ways to improve efficiency and wring costs out of the production process. By adopting lean manufacturing concepts, companies can eliminate waste and operate more efficiently. One way to do this is to implement kanban, a Japanese inventory scheduling system that promotes just-in-time production by delivering parts on an as-needed basis.

    In a kanban system, the production process is seen as a “chain,” where each “process” becomes the supplier for the next (“downstream”) process in the sequence and a customer to the previous (“upstream”) process. This approach extends all the way to a company’s external suppliers and customers. It optimizes production flow and minimizes inventory levels by directing the supply of parts and components to workers exactly when and where they need them.

    The advantages of using a kanban system include:

    • Lower inventory costs
    • Quicker response to changes in demand
    • Increased productivity and efficiency
    • Reduced waste

    Kanban Origins

    Kanban originated in Japan in the mid-20th century by Toyota looking to increase the efficiency of its factories. Its engineers were inspired by the inventory replenishment process used by supermarkets. They observed that customers purchase only the items and quantities they need, and store employees restock their shelves with only as much product as they expect to sell. This began an important distinction between a “push” system of manufacturing and a demand-based or “pull” system.

    Push vs. Pull Inventory Control Systems

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    With traditional push manufacturing systems, companies produce what they think their customers will order and make items to stock in batches. While there are economies of scale, the downside is that inventory costs are high and companies can end up overproducing if sales forecasts are incorrect. Excess inventory ties up working capital, increases storage costs and exposes the company to the risk of parts becoming obsolete.

    A pull strategy, on the other hand, ties production directly to actual customer demand so there is little risk of overproduction and little excess inventory. Tasks in the production process are completed when requested by the next process down the line so parts or components are “pulled” into production only when needed. With a pull system of inventory management, a company may find itself slow to respond to a sudden increase in demand but very little capital is tied up in excess parts and storage.

    Kanban Cards

    kanban_cardIn order to facilitate its just-in-time manufacturing system, Toyota instituted a method using cards in its factories called “kanban” (a Japanese word combining “kan” for card and “ban” for signal). The cards, called “kanbans,” contain information about how to replenish each component used in production. By moving a kanban, an employee can signal when more parts are needed by an upstream process, prompting the production or purchase of these additional parts. Each kanban conveys all information required to replace the item such as the part name, number and description as well as the quantity to be produced and any other information about how the replenishment should take place. When delivering a kanban, the employee will write the date the order is initiated or “dropped” and when the parts are needed. The card is placed in a kanban rack to be retrieved along with the container by the appropriate person in the upstream process. Once replenished, the bin containing the new parts and kanban card are returned to their original location.

    Six Elements of Kanban

     

    The following principles are fundamental to a kanban system:

    1. Downstream processes always pull from upstream processes
    2. Upstream processes produce only when instructed
    3. Defects are never passed on to the next station
    4. Kanban cards are attached to part containers and no item is moved without a kanban
    5. Production is leveled throughout the system to prevent bottlenecks
    6. There is continuous fine-tuning of the kanbans in the production process

    The success of kanban as an inventory control system depends on its execution.  Adopting this system requires well-defined, documented procedures and training so employees are clear about every step, because a disruption in the process may lead to out-of-stocks and delays in filling customer orders. If executed properly, this is an excellent tool used to facilitate just-in-time manufacturing by eliminating waste and inefficiency from the production process.

     

  • What the Automakers Have Taught Us About Manufacturing Efficiency

    What the Automakers Have Taught Us About Manufacturing Efficiency

    production conceptual meter indicate maximum, isolated on white background

    We’ve learned a lot from the automakers when it comes to manufacturing efficiency. Our car-making forefathers took a long look at their production methods and figured out ways to increase value by making improvements in their processes. Today, printers, along with countless other industries, are realizing the benefits of implementing these concepts to improve their bottom lines.

    It started with Henry Ford. He revolutionized the production process by using interchangeable parts, standardization, and what he’s best known for, the assembly line. By streamlining production, he was able to mass produce the Model T and make cars available to middle class families across America for the first time in 1908.  By 1927, Ford had shipped 15 million cars, and the Model T came to symbolize a new method of manufacturing.

    In the mid-21st century, Toyota engineers expanded on Ford’s ideas to become more market-focused. Their inspiration came from a supermarket model of inventory management where stores restock their shelves as products are purchased by shoppers. Applied to manufacturing, the concept of just-in-time inventory replenishment recognizes that more efficient inventory management results when customers “pull” products through the supply chain.

    blankAccording to Toyota’s website, the objective of its “Toyota Production System,” or TPS, is to serve its customers and employees while aligning with the company’s business goals.  Central to the TPS are the principles of “Kaizen,” “Just in Time Manufacturing” and “Jidoka.”  These values attempt to maximize efficiency and quality by using methods that simplify production flow and speed up response times.  Production is driven by customer demand, and the way resources are allocated within the plant is known as “kanban.” All employees throughout the organization strive for continuous improvement in every aspect of the process.

    Modern lean manufacturing is derived from the TPS and strives to eliminate all excess from a manufacturing system by focusing only on the things that add value. By removing the causes of “muri”,” or overburdening of people or equipment, and “mura,” or unevenness, the overall “muda,” or waste in the manufacturing process is reduced.  (These terms were originally used in Japanese martial arts to protect the fighter by eliminating unnecessary movements!) In relation to manufacturing, seven deadly wastes (or mudas) have been identified:

    1. Transportation
    2. Inventory
    3. Motion
    4. Waiting
    5. Over-processing
    6. Over-production
    7. Defects

    These activities take up time, resources and space and add no value in the eyes of the customer.  The more these wastes can be minimized, the more dollars a manufacturer can wring out of the production process.

    For several years, press builder Gallus has seen lean manufacturing concepts in the print industry “as a means of ensuring perfect job processing without sacrificing profit margins.” Through its “Smart Production Concept” program, Gallus helps its customers evaluate their print quality, production sequences and production environment to find opportunities to improve pressroom efficiency. The press manufacturer compares lean manufacturing to Formula 1 racing, where “a single second more or less at a pit stop can make the difference between winning and losing.”

    We can learn a lot from our predecessors when it comes to many things, and manufacturing methods are no exception. Through the years, companies have continued to improve upon the basic concepts of production efficiency introduced by Henry Ford and Toyota.  Today, printers and businesses across many industry sectors strive to adopt the principles of lean manufacturing in order to achieve the ultimate goal of maximizing value to customers and optimizing profits.