Rated speed is still part of the conversation, but process control is becoming the more useful test of a modern press investment. The real question is not only how fast a press can run. It is how reliably the whole production process can turn jobs into sellable work with acceptable waste, quality, and turnaround.
That matters across Ontario’s printing, imaging, packaging, and graphic communications industry, where usable capacity is often shaped by changeovers, colour adjustments, inspection, rework, and workflow handoffs as much as by impressions per hour. A faster press cannot, by itself, recover time lost in preparation, approvals, stoppages, or finishing.
Measure productive output across the full job
The strongest equipment discussion starts with the actual losses in your plant. Where do jobs spend time outside productive running? How do planned and actual makeready compare across representative job types? Where are waste, rework, or delivery misses coming from?
Those questions matter because the value of a press is increasingly measured by control over the work around each impression, not only impressions per hour. If the main constraint is frequent changeovers, inconsistent colour, late defect detection, or incomplete job information, a headline speed figure may tell only a small part of the story.
Control only helps if the workflow can use it
A recent media release pointed to Advance Paper Box’s planned Rapida 106 installation in Winnipeg. The announced capabilities include extended colour gamut, inline content and sheet inspection, production data, and automated colour control, tied to stated customer needs such as faster turnaround, more colours, and job analytics for multi-SKU packaging. In Ontario, Prodigy Graphics near Toronto has also announced two presses equipped with inline quality and content control and performance reporting.
These examples are useful as illustrations of intended capability, not proof of achieved return. They suggest a better set of questions for any print operation. Which jobs would benefit most from earlier detection of colour or content issues? What quality problems are found at the press, in finishing, or by the customer? What evidence would show that new controls actually reduced waste or improved usable capacity?
Match the investment to the work mix
Shorter runs, more versions, multi-SKU packaging, and demanding brand colours can make setup time and inconsistency more expensive. A different shop may have a different constraint. That is why process control is not just a machine option. It depends on prepress specifications, clear tolerances, usable job data, consistent procedures, trained operators, and people who know how to respond when the system flags an exception.
For OPIA, this is where the industry conversation becomes more practical. Members and the wider sector need a better shared vocabulary around productive time, variability, waste, quality, data, and skills. Suppliers, educators, managers, and production teams all have a role in making process capability understandable and measurable.
Better process control turns press capability into reliable production performance.
Frequently Asked Questions
This section answers common questions related to process control in the printing, imaging, packaging, and graphic communications industry, focusing on how it impacts productivity, quality, and investment decisions.
Why is process control important in modern press operations?
Process control is essential because it ensures reliable production by managing variables like changeovers, colour adjustments, and workflow handoffs. It helps turn jobs into sellable work with acceptable waste, quality, and turnaround, rather than focusing solely on the rated speed of the press.
How does process control affect waste and quality in printing?
Effective process control reduces waste and improves quality by enabling earlier detection of issues such as colour inconsistencies or content errors. This leads to fewer reworks, less material waste, and more consistent output that meets customer requirements.
What factors should be measured to evaluate productive output?
Productive output should be measured by analyzing where jobs spend time outside of productive running, comparing planned and actual makeready times, and identifying sources of waste, rework, or delivery misses. This approach provides a clearer picture of overall process efficiency.
How can workflow integration enhance the benefits of process control?
Workflow integration ensures that process control features, such as automated inspection and data reporting, are fully utilized. When workflows are aligned with these controls, it becomes easier to detect and address issues promptly, improving overall production reliability.
What should companies consider when investing in new press technology?
Companies should match their investment to their specific work mix, considering factors like run length, versioning, and brand colour demands. Process control should be supported by clear job data, trained operators, and consistent procedures to maximize the value of new technology.
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