Process Graphic Services — Need for Speed
Getting in touch with Bobst, Robertson and his management team soon received a presentation about how the TOP program could help PGS win its struggle against the clock. The Bobst presentation answered questions about efficiencies and improvements PGS was anxious to make. "We felt that Bobst was very qualified to advise us on 'best practices' to implement in diecutting, folding, gluing and foiling," he says.
Time for Analysis
Just a few weeks later, a team of Bobst specialists arrived and immediately began a week-long "T (time) Analysis"—a time-and-motion study of job changeover and make-ready methods then being used by the company's operators on its Bobst diecutting presses. The purpose was to reveal all the minutes being lost that could add up to big time-savings if alternate practices were followed.
The team videotaped entire, actual job changeover and makeready procedures being used by the PGS operators, documenting every second consumed by each step. This was followed by an "OP (operations) Analysis" by the Bobst specialists. It focused on the running aspects of the job and included evaluations of box concepts, machine performance, tools, organization and maintenance.
All of the data gathered at PGS was then fully analyzed by the Bobst team, as a prelude to suggesting practice improvements and efficiencies. The output of the TOP program at PGS was a comprehensive report to the firm's management team, offering specific action recommendations for saving time, improving efficiency and optimizing productivity throughout the diecutting, folding, gluing and foiling processes.
Bobst field production specialist Terry Brock, who assisted in conducting the TOP, explains, "Diecutting changeover, or 'makeready' as it is commonly known, is a key area we evaluate for potential savings. In the case of PGS, the company has its own, in-house laser diemaking facility—a major time-saving advantage. However, in our study, we found that PGS was only using that facility to make the tools, while operators were actually finishing the tools as part of every makeready on the diecutting press. We concluded that this was 'the long way around' and resulted in a very significant loss of time on every makeready.