There is little doubt that over the past few years, exceptional print quality from digital imaging equipment has become not only achievable, but reliable. With a decent source file, a working knowledge of color management, and a quality printing device, the barriers between you and the print you seek are virtually non-existent. or are they?
What happens in your facility when things don’t work as planned? For many of us, the frustration of not getting what we wanted quickly becomes a version of the “blame game.” Surely, you might say, something is wrong with the machine, something is wrong with the ink, or the media, or your software. Surely, you might say, “The problem couldn’t be with anything I did.” But think again.
As the hard work of our industry equipment and materials manufacturers has resulted in impressively reliable products, it has now become our responsibility as users of these same devices and products to use them as they were intended, within realm of common sense. Otherwise, we will again and again place blame where it is not due, and continue to avoid making changes that will unlock the door to true quality.
In my years at SGIA, I’ve had the opportunity to tour a wide variety of printing and imaging operations. Some of them are exceptionally well-run and impeccably organized. Others, however, are sadly lacking in both areas. I’ve seen incredibly dirty shops, work areas where the physical flow of product through the process has not been fully considered, and places where quality must surely come only occasionally, and then perhaps only by accident. I’ve seen laminators next to table saws; inattention to the effects of heat, cold or humidity; and grimy, sticky surfaces.
The point here is that the creation of successful print or product must be a partnership between the developers and manufacturers of equipment and consumables, and those persons who will ultimately use the products. You, the user of these products, must hold up your end of the deal by creating conditions within your facility that will allow these valuable (and expensive) tools to work effectively. By doing so, you will vastly increase your chances of producing high-quality product, time after time. Think first, read the instructions before doing, and the results may surprise you.
The benefits of this simple strategy can be huge. In fact, the key concept of thinking about what you’re doing, instead of just doing it, can be found at the core of quality management programs, environmental management programs and lean manufacturing activities. The bottom line is that quality should be not an accident. It should be reliable, and it should be found in your company.
