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The Shingo Model
The Shingo Model
IF unacceptable, what will the course of action plan be? / 5 ' » a | » 1 » Skills, Knowledge, and Training of People Acceptable , (0 Unacceptable Of unacceptable, what will the course of action plan be? i , i : The Shingo Model 2526 Preprinting Current Capabilities 1 Acceptable 1D Unacceptable 1f unacceptable, what will the course of action plan be? Performance D Acceptable J Unacceptable (VIF unacceptable, what will the course of action plan be? Methods, Techniques, and Procedures Of unacceptable, what will the course of action plan be? Operational and Performance Excellence BAKEMAARAAAAHARADHAAHARABABEEAAEAHRAARARAAKKEHEQuality Output CG Acceptable 1D Unacceptable (If unacceptable, what will the course of action plan be? gee REE PEEPLES eeee seen seeeceseceeeeeeeeEeae Ree eee eee Nees Esse asant ee tgaanieenseyaiatataanttesteaantetstetaneetseoeionta- ena eee ese gee see es Eeeeeeee a eesee eee eee ec Boece fe eeecseeEeeee ee Eee Geese EEE eeeeeceeeeeeee eee] Skills, Knowledge, and Training of People Acceptable 10 Unacceptable OTF unacceptable, what will the course of action plan be? Printing Current Capabilities Acceptable Unacceptable OF If unacceptable, what will the course of action plan be? ‘The Shingo Model aNOTES _ 28 Performance Acceptable Unacceptable Gf unacceptable, what will the course of action plan be? Methods, Techniques, and Procedures Acceptable (0 Unacceptable C1If unacceptable, wnat will the course of action plan be? O Unacceptable If unacceptable, what will the course of action plan be? Operational and Performance Excellence DBAS AHAAABRKHHARAHLLAHRAHRARABHAAADDAAHDAABARDHAADAOHHSkills, Knowledge, and Training of People Acceptable ‘Unacceptable GIF unacceptable, what will the course of action plan be? Post Printing Current Capabilities O Acceptable Unacceptable (If unacceptable, what will the course of action plan be? Performance 0 Acceptable Unacceptable C7 If unacceptable, what will the course of action plan be? The Shingo Model 29NOTES Methods, Techniques, and Procedures O Acceptable O Unacceptable GIF unacceptable, what will the course of action plan be? Quality Output 1 Acceptable Unacceptable OIF unacceptable, what will the course of action plan be? Skills, Knowledge, and Training of People O Acceptable Unacceptable If unacceptable, what will the course of action plan be? 30 Operational and Performance Excellence Beh eBEH ae BEAAAADAADAAAAADREMAKEKEEEKAEMRMARRRREOverall Assessment Conclusions: NOTES Actions Needed: « The Shingo Model 31POLICY DEPLOYMENT: “DEVELOP THE PLAN” The Operational Excellence Champions and committee determine and com- mit to time frames to quickly achieve Operational Excellence. Commitments are then made to provide necessary resources: people, training, equipment, and expense items. The Policy Deployment System ¥ Allows the strategic plan to be cascaded to the point of impact, where the work gets done. Sets specific operational objectives that, when implemented, allow the or- ganization to reach its long-term goals. ¥ Ensures that everyone in the company is made aware of the overall vision and targets, as well as the way these are translated into specific requirements for their own behavior and activities. Uses performance charts and monthly updates to make sure the plan is on track and to facilitate regular adjustments to the plan. ‘+ Develop policy deployment structure ‘+ Establish vision, mission, and values + Establish breakthrough objectives to support the mission + Greate strategies, objectives, and resources to support the goals + Set targets and owners to measure success + Review progress monthly and annually Breakthrough Objectives | Brealthrough objectives encompass the development of long-range plans for | the effective management of external opportunities and threats, in light of an organization's strengths and weaknesses, 1 Objectives should be “out of reach” of normal daily management, but not, “out of sight.” Management should know what the objective looks like, but not necessarily how to get there. ¥ Breakthrough objectives focus on the vital few, not the trivial many. ¥ A company should only have between one and five breakthrough objectives. Operational and Performance Excellence AAAAAAAAAARAAAAARABEBREHRARARERERAERROEREEBH RHEBreakthrough Objectives 0 Increase Sales Objective Year 1 Objective Year 2 Objective Year 3 (0 Reduce Inventory Costs O Objective Year 1 D Objective Year? Objective Year 3 0) Reduce Operational Costs Objective Year 1 Objective Year? Objective Year 3 OD Increase Customer Sa GF Objective Year 1 Objective Year2 Objective Year 3. 0 Other Objective Year 1 CF Objective Year 2 ta Coys tach ck enaaaaneeeaaaeseeeeaseeeteaeeeneisaeeenisioeeevasteneetts 0 Other Objective Year 1 Objective Year 2 Objective Year 3 0 Other Objective Year 1 Objective Year? Objective Year 3 The Shingo Model 3334 0 Other D Objective Year 1 Objective Year 2 Objective Year 3 0 Other Objective Year | Objective Year 2 Objective Year 3 0 Other 0 Objective Year 1 (Objective Year 2 (1 Objective Year 3 0 Other 1D Objective Year 1 Objective Year 2 1 Objective Year 3 0 Other 3 Objective Year 1 0 Objective Year 2 Objective Year 3 0 Other oF Objective Year 1 Objective Year 2 O Objective Year 3 0D Other (D Objective Year | (1 Objective Year 2 1 Objective Year 3 Operational and Performance Excellence «a “-PUL7a_e_a v » 5. TRAINING MANAGEMENT AND STAFF Employees—managers, supervisors, staf, operators—must learn and embrace Lean thinking and the Shingo Model. They need! to understand the true nature of value-added and non-value-added activities. Then they must comprehend the ten hidden wastes that exist throughout the facility. Learning Lean thinking and the Shingo Model requires education and training to stop thinking in terms of art, craft, and personal touch in order to embrace and support scientific and systematic concepts, Lean education and training is best served by following those scientific and systematic concepts. 1, Contract an organization whose educators not only have actual Lean manu- facturing and training experience but also have experience in the printing industry itself 2. The training needs to have a three-phase curriculum. Training and eduea- tion enables management and staff to achieve knowledge and skill through a formal program of instruction. ‘The components of effective training inchude: a. Knowledge Acquirement—Receiving lectures from experts and read- ing books and reports helps to provide knowledge of how and why things work the way they do. b, Skill Attainment—Performing hands-on exercises, simulations, and demonstrating what they have learned. Verification testing then validates whether the training was truly effective ©, Standard Work—Implementing standard operating procedures and work instructions for process operations, setup, maintenance, and qual- ity assurance reinforces the knowledge acquirement and skill attainment Training Needs O Sates and Marketing Training O Technology. Continuous Improvement The Shingo Model 35NOTES 36 0 Preproduction Training O Technology (J Continuous Improvement 0 Preprinting Training O Technology, Continuous Improvement 0 Printing Training Technology O Continuous Improvement C Post-Printing Training O Technology F Continuous Improvement Operational and Performance Excellence BAAR AAAHMARABHHAARREEHHKEKKKKKEKEHHKKK BKK BEEpiesa Comments for Training 6. ESTABLISH THE TEAMS Form the OPEX teams within the operation in preproduction, preprinting, printing, and post-printing processes. These teams are the driving forces for change. ‘Teams need to be cross-functional, including process operators, managers, and people from other processes. Members must ¥ Respect each other ¥ Listen to input ¥ Keep an open mind ¥ Reach consensus when making decisions ¥ Take responsibility and accountability ¥ Get things done 7 Champion and drive change The Shingo Model 3738 Team Dynamics Remember these keys when fostering team dynamics. Avoid Reactive: Traditionally, wasting time complaining and making excuses why things cannot be improved or goals accomplished. Embrace Proactive: Spending progressive time developing and implement. ing solutions for process improvement. ‘Team decisions affecting process improvement must be: ¥ Supported by the people affected by them 1 Based on facts and data, not just opinions and tribal knowledge ¥ Checked against previous experiences ¥ Made knowing what the success and consequences could be ¥ Made quickly enough, but not rashly, forgetting information and people o Implemented with “quick-result actions” Team Members’ Names Title SARAADRARAAAAAAAEHAAKARHRARAEBEARAARAABREARAL Operational and Performance ExcellencepL sa_wle , . Team Champion Name(s) Title 7, FIND WASTE AND CONSTRAINTS. ‘The OPEX Champions, Advisory Committee, and departmental teams will search and find waste and process constraints utilizing the following Lean tools. The series of tools utilized to search for waste include the following. (Also see Book 2.) ‘Technical and Production Assessment The first step is a comprehensive evaluation to determine the current state of production equipment, processes, and operations: ¥ Conditions ¥ Performance ¥ Methods and techniques ¥ Quality ¥ Skills, lmowledge, and training of people Manufacturing and Environmental, Health, and Safety (EHS) Waste Walks Waste walks are on-site, in-the-facility, objective visual tours designed to find waste at the processes. Waste walks look for. ¥ Defective product: Material waste and spoilage ¥ Overproduction: All amounts of WIP and jobs being pulled ¥ Waiting: People and processes stopped ¥ Non-utilized people: People frustrated by chronic production problems ¥ Transportation: Raw materials, WIP, equipment, and supplies around facility ¥ Inventory: Excess raw materials, WIP, and finished goods ¥ Motion: People moving around looking busy ¥ Extra processing: Jobs, tasks, and activities not planned ¥ Pollution/emissions: Equipment and materials emissions Y Wastewater discharge: Water and sewer usage ¥ Hazardous wastes: Materials and supply-handling regulatory issues The Shingo Model 3940 ‘Value Stream Mapping ‘Are there graphical representations of every process step for a product or a product family (where the process steps are similar)? The map identifies and quantifies value-added and non-value-added activity. OPEX—Operational Excellence Metrics OPEX tracks a printer’s throughput, inventory, operation costs, and customer satisfaction: ¥ Throughput, or the system generating money ¥ Customer satisfaction ratio. ¥ Inventory costs ¥ Day-to-day operation costs OEE—Overall Equipment Effectiveness Metrics Tracking preproduction, preprinting, printing, and post-printing processes and equipment availability, productivity, and quality. Metrics for tracking Performance Excellence include: ¥ Downtime: Scheduled/planned and unscheduled /unplanned V Setup /changeover time: Time it takes a process to go from one job to the next job ¥ Cycle time: Time it takes a process to produce one iter Waste: Planned material setup and ronning waste ¥ Spoilage: Unplanned defective product Comments 8. ELIMINATE WASTE AND CONSTRAINTS ‘Once the waste and process constraints have been fourid, the OPEX Champi- ons, Advisory Committee, and departmental teams will attack and eliminate them utilizing the following Lean tools, Operational and Performance Excellence BLRAAEABAKEAHAKABAAAAABAAEABAEKRKERMMRRBRRB BELean-Thinking Applications ¥ Teams: Solve problems better than individuals can! Implement standards and best practices. ¥ Training and Education: Three-phase curriculum: 1, Knowledge: Lectures and readings. 2, Skills: Simulations, exercises, and qualification tests, 3. Sustain: Establishment of standard operating procedures based on training ¥ Quality-at-the-Source: Management is responsible for everything needed by all processes being correct, functioning properly, and easily accessible at all times, ¥ Process Control: Measure, monitor, and maintain equipment and pro- cesses at required manufacturer and industry specifications and quality at customer expectation levels. ¥ Kaizen: Hard-bitting, intense, facilitated team improvement initiatives. kaizen events slash waste, cuts costs, and establish standards, Deliverables include integrating best practices and standard operating procedures, ¥ Exror-proofing: Error-proofing techniques put limits on how specific tasks are done in order to force consistent completion of the operation. V Standard Work: The agreed-upon and documented methods, communica tions, and standard operating procedures followed by everyone, completed within specified time frames. Lean-Thinking Waste Elimination ¥ 5S: Clean and organize equipment and processes: 1. Sort 2. Straighten 3. Shine 4, Standardize 5, Sustain, ¥ Total Production Maintenance (TPM): 1. Assess current state and conditions of processes and equipment. 2, Bring processes and equipment up to desired state through effective corrective maintenance. 3, Sustain process and equipment ata desired state, main conditions and critical cares. The Shingo Model 4l42 Y Quick Response Makeready (QRM): SMED (Single Minute Exchange of Die), four-phase methodology: 1. Identify necessary changeover steps. 2, Separate internal steps to become external steps. 3, Convert internal steps to external steps. 4, Streamline and eliminate adjustments. ¥ Color Management: ISO/TS 10128 (three methods) to print to ISO 12647-2: 1. Matching of Tone Value Curves, 2. Near Neutral Scales Tone Curves 3, CMYK to CMYK Multi-dimensional ICC Device-Link Color Management ¥ Kanban (Just-In-Time): A Kanban supermarket contains a controlled amount of inventory (raw materials, WIP, finished goods) that is used to schedule production at an upstream process, ¥ Cellular Manufacturing: One-piece-flow, or a CELL, means that we will maintain no inventory between processes and each piece will be handed off to the next process. ¥ Plant Layout: Plant layout shortens distances to allow the product to flow efficiently through all processes. Operational and Performance Excellence mame remem eee 222222 eee eee eee OBER BEEEEvpLUva_@ 9. ESTABLISH STANDARDS AND CONTROLS Establish the controls and standardization necessary for Operational Excel lence’s long-term success. Standard Work is agreed-upon work methods that are followed by those who operate equipment or carry out processes. Characteristics of Standard Work Y Systematic techniques and standardized activities based on best practices, ¥ Performed within established time frames. v Tasks are documented. ¥ Ineffective or dated standards must be revised, then new standards are established and documented. ¥ Any deviation from established Standard Work will result in out-of-control processes. Establishing Standard Work starts with benchmarking with others Best practices have three fundamental components: 1. Actions: Proactive tasks and assignments designed to change a condition or situation, * Corrective Actions: Fix the problem or bring the system and processes from their current state to a future or desired state. * Preventive Actions: Deter errors and mistakes and maintain the future or desired state for continued success. 2, Standard Work: Officially integrated and documented agreed-upon ac- tions, methods, and activities completed within spet ¥ Maintenance ¥ Calibration ¥ Process control ¥ Setup Operations ¥ Quality 3. Results: Measuring and tracking the effects of actions and Standard Work activities, * Effectiveness: A practice must be effective, or get things done accurately all the time, always achieving goals, and meeting objectives. + Bfficiency: A practice must be efficient, or get things done in an eco- nomical and cost-effective manner. The Shingo Model 4aT7FTTFVF Tes e Tee Te T TTT TTT TTT Tew ewe ealy uonoas Ateniiag UBD D Aiquessy umog mols |1e1SUL soysng Jo}oW eAUp UleW aoRjde,/URAID JOJO|W OAUG UL O s1ayy duund umop mojs eoe\deiueeid 0 Aquiessy umog mois ued 1) wun sepmod jno Mog O Arona sieyons Bulpreauoy ues pue ejquiessesiq O) Aiquessy umog sieaB wiom yjog eqn] D MOIS enoWsY “Sieg JeddD esea19 pue Jno Mo|g 1 sloniasas 0 noayo pue suleyo wogeld e}eoUGN] yun siemojo} Wed pue sieddub peey-u} ‘aseai6 pue yo molg D ‘apin6 apis ‘Jun Buguud emo] eseai6 9 WO Molg CO uepeeg sjeyuelg USeM PUE ‘SUIETUNOY HUI UEID “YU! dia O ar z a 5 3 = ca Oe ry i Qn mare ag a suse ey ut Sa | 3 ! | 3 fee 2. ae muses a |? wa 30 3 g 181g aungng 900z Wd MeID Sseig ADIBaNA eIOUEId Bedoo1yDv 5 Boel PU Ie! wuose yu ie 10. SUSTAIN THE GAINS 1. Management committee, OPEX Champion, and teams drive operational excellence utilizing Lean thinking and the Shingo Model. .. Measure and track system and processes: a, Operational Excellence metrics b, Performance Excellence metrics 3. Perform official weekly checks (Gemba): a. Waste walks b, Direct observations at process 4, Perform monthly audits: a. Official 58 audits 5, Implement quality management systems: a. Establish an official quality management system i, ISO 9001 Registration ii, Shingo Model Prize iii, Print Production Excellence Accreditation (Printing Industries of America) iv, Homegrown with audit and continuous improvement mechanism Throughput 35 30 r 4 B25 z = = 20 a 3 a 15 10 SSS atlases aaa aaa Weeks The Shingo Model 4546 6, Implement immediate continuous improvement action when Operational Excellence and Performance Excellence metrics indicate deterioration of workflow velocity, customer satisfaction, and/or increased inventory and operational costs. TEN STEPS TO OPERATIONAL EXCELLENCE CHECKLIST 1, Executive Management: 2, Management OPEX Champion and Committee: 3. Assess the Current State of Operations: 4, Policy Deployment—“Develop the Plan”: 5, Training Management and Staff 6. Establish the Teams: 7. Find Waste and Constraints: 8, Eliminate Waste and Constraints Operational and Performance Excellence 6666 ae 26K « anew eepLJa_O_e ) B , 9, Establish Standards and Controls: 10. Sustain the Gains: If a printer wants to survive, he or she must reduce the ten big wastes, slash the six equipment losses, and create a contimuous improvement culture by applying Lean-thinking team-based methods, The principles of Operational Excellence, if applied judiciousty in all of a printer's business and manage- ment support processes, can ensure they continue on, As understanding of Operational Excellence intensifies and its application spreads throughout the entire company, a consistent culture will emerge which is self-perpetuating and self-directing Operational Excellence integration continues with Book 2: Finding Printers? Hiden Wasi, then carries on with Book 3: Cleaning and Organizing —5S for Printers, Book 4: Pit Stop Maintenance with TPM, and Book 5: Quick Changeover for Printers The Shingo Model NOTES 47NOTES 48 OPERATIONAL EXCELLENCE PROGRAMS Shingo Model Shingo Prize Utah State University 3521 Old Main Hill Logan, UT 84322-3521 (635) 797-2279 (435) 797-3440 FAX wwwShingoPrize.org Print Industry Qu: Digital Production Excellence Accreditation Printing Industries of America 200 Deer Run Road Sewickley, PA 15143 Tel, 412-741-6860 or toll-free at 1-800-910-4283, Fax: 412-741-2311 y Program Operational and Performance Excellence BAHAAAAAAHBABAMAAHBARAAHRAAAHKARHARAEHRBRARREDREDE EEEPL IJa_wW_a About the Author Kenneth Rizzo was director of Technical and Lean Services at Printing Industries of America. Ken supported and headed the Center for Technology and Research’s testing and analysis laboratories, process control products, and highly regarded team of experts and educators, A highly experienced process improvement specialist, certified in Six Sigma, ISO 9000, and Lean Manufacturing, Rizzo possessed forty years of commercial and packaging experi- ence, In the mid 1980s as a printing manager Ken underwent training in the Toyota Production System and then coordinated improvement initiatives in a printing plant environment, Rizzo was a noted industry speaker, experienced trainer, and educator, instructing on various topics including: extreme offset production, printing UY, troubleshooting printing and production problems, and ten steps to Operational Excellence. A best-selling author, Ken wrote numerous articles for leading industry publications covering technical, operational, and Lean practices. Rizzo was a frequent seminar speaker at major industry events and noted lecturer and trainer, Rizzo also authored Total Production Maintenance: A Guide to the Printing Industry, 3rd Edition (April 2008) (based on Japanese manufacturing Total Productive Maintenance) for printers secking to optimize uptime through TPM, equipment analysis, equipment critical cares, effective maintenance, process control, and practices for printing Lean.About Printing Industries of America Printing Industries of America, along with its affiliates, delivers products and services that enhance the growth, efficiency, and profitability of its members and the industry through advocacy, education, research, and technical information. Printing Industries of America developed from the 1999 merger of the Graphic Arts Technical Foundation (GATF), founded in 1924, and Printing Industries of America (PIA), founded in 1887. This consolidation brought together ‘two powerful partners: the world’s largest graphic arts trade association representing an industry with more than 1 million employees and $156 billion in sales and a nonprofit, technical, scientific, and educational organization dedicated to the advancement of the graphic communications industries worldwide. Printing Industries of America’s staff of researchers, educators, and technical specialists helps members in more than 80 countries maintain their competitive edge by increasing productivity, print quality, process control, and environmental compliance and by implementing new techniques and technologies. In addition to striving to advance a global graphic communications community through conferences, Internet, symposia, workshops, consulting, technical support, laboratory services, and publications, Printing Industries of America promotes programs, scrvices, and an environment that helps its members operate profitably. ‘Many of Printing Industries’ members are commercial printers, allied graphic arts firms such as electronic imag- ing companies, equipment manufacturers, and suppliers. Its special industry groups, sections, and councils were developed to serve the unique needs of specific segments of the print and graphic communications industries and. provide members with current information on their specific segment, helping them to meet the business challenges of a constantly changing environment. These groups focus on web offset printing, label printing, binding, financial executives, sales and marketing executives, and digital printing, Printing Industries Press publishes books on nearly every aspect of the field; training curricula; audiovisuals and digital media; and research and technology reports. It also publishes Printing Industries of America: The Magazine, providing articles on industry technologies, trends, business management practices, economics, benchmarks, fore- casts, legislative and regulatory affairs, human and industrial relations issues, sales, marketing, customer service techniques, and management resources, The magazine represents the consolidation of GATFWbrld and Management Porfjolio, formerly bi-monthly publications of the association. For more information about Printing Industries of America, special industry groups, sections, products, and services, visit wwweprintingorg, a2 eee na 2 2A BAAD AABABAGAGA4AOAbAhOGHREEKBREEAREwm se Printing Industries of America Affiliates Canadian Printing Industries Association Ottawa, Ontario wwrmepia-aci.ca Graphic Arts Association ‘Trevose, PA ‘www.gaal900.com Pacific Printing and Imaging Association Portland, OR www.ppiassociation.org Printing & Graphics Association MidAtlantic Columbia, MD www:pgama.com Printing & Imaging /Association of MidAmerica Dallas, TX www:piamidam.org Printing & Imaging Association of Georgia ‘Smyrna, GA wewwpiagorg Printing Association of Florida Orlando, FL wwwpafgraf org Printing Industries Alliance Amherst, NY www piallianceorg Printing Industries of Arizona/New Mexico Phoenix, AZ wwrwpiaz.org Printing Industries Association of San Diego San Diego, CA www piasd.org Printing Industries Association Inc. of Southern California Los Angeles, CA wunwepiase.org Printing Industries of Ohio + N. Kentucky Westerville, OH wwwpianko.ong Printing Industries of the Gulf Coast Houston, TX wwwpige.com Printing Industries of Michigan, Inc. Southfield, MI worprintorg PINE Southborough, MA wwwpine.org Visual Media Alliance San Francisco, CA www-visualmediaalliance.org Printing Industries of St. Louis, Inc. Maryland Heights, MO wwwpistlorg Printing Industries of Utah ‘West Jordan, UT. wwwxpiofutah.com Printing Industries of Virginia Ashland, VA vwwwspiva.com Printing Industries of Wisconsin. Pewaukee, WI wwwpiwong, Printing Industry of Illinois/Indiana Association Chicago, IL wwwpii.ong Printing Industry Midwest Roseville, MN wwwpimnorg The Printing Industry of the Carolinas, Inc. Charlotte, NC wurwpicanet.org Printing Industry Association of the South Nashville, TN worwpias.orgPublications of Interest from Printing Industries of America + Adding Value Print, by Manfred Breede. * Color Management Handbook: A Practical Guide, by Dr. Richard M. Adams, Dz. Abhay Sharma, and Joseph Suffolett. * Bindery Training Corrictum, by Daniel G. Wilson and Printing Industries of America Staff * Binding, Finishing, end Maing: The Final Word, by TJ. Tedesco, Dave Clossey, and Jean-Marie Hershey. * Digital Production Excellence Accreditation Program Guidelines Booklet, by Printing Industries of America Staff ‘+ Exgonomics Tiaining Program, a collaboration by Printing Industries of America and others. * Gide to Troubleshooting forthe Shetfed Offiet Press, edited by Thomas M. Destree, * Guide to Troubleshooting forthe Web Offiet Press, edited by Peter Oresick, + Lean Printing: Cultural lnperatves for Success, by Kevin Cooper. * Lean Printing: Patsy o Success, by Kevin Cooper, Dr. Malcolm Keif, and Ken Macro. + Materials Handling fr the Print by A. John Geis. + Prepress Skills Training Program, by Joseph Marin. * Print Production Excellence Accreditation Program Guidelines Booklet, by Printing Industries of America Staff ‘ Printing Plant Layout and Facility Design, by A. John Geis. * Printing Production Management, by Gary G. Field. + Process Controls Prines by Joseph Marin, + Sheayed Offiet Press Operating, by Lloyd P, Defidas and Thomas M. Destree. * Sheetfed Offet Press Taining Currcubim, by Printing Industries of America Staff + Total Production Maintenance: A Guide fr the Printing Indust, by Kenneth E. Rizzo, *¢ Web Offiet Pess Operating, by Daniel G. Wilson and Printing Industries Staff Web Ofiet Press Problem-Solving Training Program, by Printing Industries of America Staff + Web Offet Press Training Cusricutum, by Printing Industries of America Staff * What You Need to Know for Safe Equipment Operation, a collaboration by Printing Industries of America and others SERRA ABARAAAAARAAAADAAARAKKK BKK KERR