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anilox, plate or impression cylinders, or

caliper variations of the substrate.

• Trap targets will show visually if the inks

are trapping properly.

• Color can and must be visually checked.

When evaluating the color match of a

press sheet to a contract proof, the evalu-

ation should be done in a viewing booth

using a 5,000° K light source. Densi-

tometers or spectrophotometers can be

used to quantify color and are essential to

chart the process quantitatively. How-

ever, in the last analysis, the visual com-

parison must be acceptable for the job to

be acceptable.

DENSITOMETRY

Densitometers are used to assist in quanti-

fying and controlling quality in flexo print-

ing. The measurements are mainly con-

cerned with the primary printing colors of

cyan, magenta, yellow and black. Key mea-

surements to control the process are solid

ink density and dot gain. A densitometer can

also be used to monitor trap, gray balance

and spot colors quantitatively.

SPECTROPHOTOMETRY

Spectrophotometers are instruments de-

signed to see light in much the same way the

human eye does. As such, they are the pre-

ferred instrument to control spot colors as

well as the printing colors. Unlike the human

eye, the instrument can quantify a color in

terms of the three visual attributes of hue,

saturation and lightness. Once quantified,

color differences can be calculated and

color tolerances can be established, charted

and maintained in the production process.

Densitometry and spectrophotometry are

covered in more detail in the process color

printing volume.

UPC VERIFIERS

A bar code scanner is not adequate for

the task of quality control of UPC bar codes.

UPC verifiers are used to monitor if the bar

code is printed within specification. A verifi-

er will:

• measure bars and spaces;

• print out contrast ratio;

• check spaces for ink and specks;

• check bar edge roughness;

• check quiet zones; and

• print out all data for documentation.

QUALITY CONTROL 107

Run Target

Percentages Used for Density and Minimum Dot Size

90%

Black

90%

Cyan

90%

Magenta

90%

Yellow

90%

PMS 259

4$ A run target should be

included in the live

area of the job. This

run target is adapted

from the 1997 FIRST

Standards.

108 FLEXOGRAPHY: PRINCIPLES & PRACTICES

he ISO 9000 system is not specif-

ic to flexo printing, instead it

specifies in very broad terms the

necessary components of a qual-

ity system. It details a list of stan-

dards that encompass the quality

function for all industries. ISO 9000 was orig-

inally published in 1987 by the International

Organization for Standardization in Geneva,

Switzerland and updated in 1994. It is sched-

uled for review every five years. The stan-

dards were written by an international group

of quality experts and practitioners including

those from the United States.

The registration function is performed by

an organization known as a registrar. These

are mostly private companies whose purpose

is to perform third-party audits and verify

that a company is in compliance with ISO

9000. These groups are registered with a

group known as the Registrar Accreditation

Board (RAB) in the U.S.A.

THE ISO 9000 SYSTEM

Actually, ISO 9000 is a series of five docu-

ments working together as a complete quali-

ty system. The documents and their content

are as follows:

ISO 9000. This is the basic set of guidelines

for the selection and use of management and

quality assurance standards. It is a statement

of purpose and a set of definitions that

serves as an advisory function. It suggests

whether to pursue ISO 9001, 9002, or 9003

registration.

ISO 9001, 9002 and 9003. These are the actu-

al standards to which a company becomes

registered. Each of the three differs in scope

and represents a different model quality sys-

tem depending on the type of business

involved. The most comprehensive is ISO

9001, covering 20 different components of a

quality system. These range from the respon-

sibility of management in setting quality policy

and defining quality responsibilities to such

areas as purchasing processes, training proce-

dures, and corrective action methodologies.

ISO 9002 is less comprehensive, omitting the

necessity of looking at design control

(research and development). ISO 9003 is pri-

marily for service type businesses. Table 26

shows the requirements of each of three stan-

dards and which items are not required as you

move from ISO 9001 to ISO 9003.

ISO 9004. This is a generic template of the

various elements of a quality management

and assurance system. It covers such items

as economics, quality in procurement, quali-

ty in marketing, and the use of statistical

methods. Essentially, ISO 9004 is a guideline

for implementing and auditing the total qual-

ity process.

The key to selecting the appropriate stan-

dard is to look at the type of business

involved. If it is a manufacturing-intensive

firm without extensive research and devel-

opment (design of the product), as are most

flexo printers, ISO 9002 is the appropriate

standard.

In order to become ISO 9000 certified, a

flexo company must do the following three

things:

1. Document what you do, especially if

there is an effect on product quality –

ISO 9000

QUALITY CONTROL 109

Table 26

ISO ISO ISO

Clause/Title 9001 9002 9003

0.0 INTRODUCTION

1.0 SCOPE



2.0 NORMATIVE REFERENCES



3.0 DEFINITIONS



4.0 QUALITY SYSTEM REQUIREMENTS

4.1 Management responsibility



4.2 Quality system



4.3 Contract review



4.4 Design control



––

4.5 Document and data control



4.6 Purchasing



4.7 Control of customer-supplied product



4.8 Product identification and traceability



4.9 Process control



–

4.10 Inspection and testing



4.11 Control of inspection, measuring



and test equipment

4.12 Inspection and test status



4.13 Control of non-conforming product



4.14 Corrective and prevention action



4.15 Handling, storage, packaging,



preservation and delivery

4.16 Control of quality records



4.17 Internal quality audits



4.18 Training



4.19 Servicing



–

4.20 Statistical techniques



Key:



Full requirement



Less stringent requirement than in 9001 or 9002

– Not applicable

REQUIREMENTS OF ISO STANDARDS

110 FLEXOGRAPHY: PRINCIPLES & PRACTICES

this means that you must write down

exactly how you take an order, make a

plate, or run a press as it relates to the

quality aspect of the process.

2. Do what you document – you must do

your work the way you have said you

will do it in the documentation.

3. Give the customer what you promised –

you must have procedures for testing,

inspecting and controlling your printing

processes.

These three points illustrate the philoso-

phy behind ISO as shown Table 27.

This is not to say that implementing ISO

9000 is easy; it isn’t. However, many printing

organizations are already doing many of the

things necessary for certification. They must

take the next step, which is to codify the

tasks being performed in the form of agreed-

upon standard operating procedures.

IMPLEMENTATION OF ISO 9000

Implementing ISO 9000 is primarily a

process of organizing, training and docu-

menting. Depending on the present level of

the company’s procedures and documenta-

tion and the system’s complexity, the

process can take from several months to

several years. A typical registration cycle

takes from 12 to 18 months. Some flexo

printing organizations have been document-

ing their procedures and policies for years.

For them, it should be very easy to get ISO

9000 certification. Others flexo printers

have done a very poor job of writing down

what they do. For them, it will take longer to

become certified. A basic plan of attack for

getting certified would consist of four phas-

es (Table 28).

STANDARD OPERATING

PROCEDURES

When writing standard operating proce-

dures for ISO 9000, it is very important

that certain items be given consideration.

In particular, it is critical to identify who

will perform the procedure, who is

responsible for enforcing the procedure,

what the actual procedure is, how people

get trained in the procedure, how fre-

quently the procedure is to be performed,

and what types of records are associated

with the procedure. A typical ISO 9000

procedure format would have the compo-

nents shown in Table 29.

BENEFITS OF ISO 9000

Some of the benefits of the ISO process

include:

• Jump starting and managing the quality

improvement process

• Breaking down organizational bound-

aries

• Improving the training process

• Marketing rewards

Table 28

1.Management commitment

2.Training and organization

3.Documentation

4.Third-party audit (Registrar)

FOUR PHASES OF

ISO REGISTRATION

Table 27

■ Say what you do

■ Do what you say

■ Document what you do in required form

■ Check the results

■ Correct the difference

ISO PHILOSOPHY

QUALITY CONTROL 111

Table 29

1.0 PURPOSE:

To identify and control the key elements of the manufacturing process in order to ensure to a

higher degree of certainty that products conform to agreed upon specifications. By verifying

these controls we can deliver consistent and acceptable quality levels to our customers.

2.0 SCOPE:

2.1 To identify all processes within the manufacturing operation of SPC

that have a direct effect on the final product quality, see Macro Flow Chart

describing the process.

2.2 The ultimate responsibility belongs to the V.P. of Manufacturing.

The daily responsibility belongs to the supervisors and team leaders.

2.3 The responsibility for maintaining all equipment belongs to the

Maintenance Manager.

3.0 ASSOCIATED DOCUMENTS AND RECORDS:

3.1 ANSI/ASQC Q 9001 1994 sec. 4,09 Process Control

3.2 SPC Quality Manual

3.3 Applicable Work Instructions

3.4 Macro Flow Chart

4.0 DEFINITIONS:

4.1 CC1 – Preprint department computerized scanner.

4.2 Scores – Creases in corrugated board enabling the board to fold

per specification.

5.0 PROCEDURE:

Responsibility Step Action

Customer Service 5.1 Releases Hard Card to planning and scheduling.

The Hard Card contains all information and

specifications necessary to manufacture the product.

Preprint Group Leader Runs job according to schedule

and appropriate work instructions.

6.0 DOCUMENT REVISION HISTORY:

Revision: Date of Last Revision: Last Approval Date:

3 6/7/99 6/7/99

7.0 APPROVALS:

SPC PROCEDURE PROCESS CONTROL

Abbbreviated procedure adapted from Schiffenhaus Packaging Corp.

112 FLEXOGRAPHY: PRINCIPLES & PRACTICES

• Reduced manufacturing costs

• Supplier evaluation

• Consistency of operations

• Potential for improved quality

• Potential new customers

• Lower costs leading to higher profits

• Improved market share

• Less rework

• Lower waste and spoilage

• Reduced inspection costs

GETTING STARTED

It should be kept in mind that ISO 9000 is

not the “ultimate quality process” as much as

it is the “minimal requirements of a quality

system.” What this means is that ISO is a

good way to get started in the quality im-

provement journey. Even for a company that

is well into its quality journey, ISO is a good

way to institutionalize improved processes

in order to minimize the risk of going back to

the old ways of doing things. A flexo compa-

ny interested in pursuing ISO 9000 should

contact the Registrar Accreditation Board

(RAB) through ASQC. The RAB and ASQC

can provide information about the standard

and its application as well as pertinent books

and a copy of the standard itself.

For further information concerning the

ISO 9000 series contact:

American Society for Quality

611 East Wisconsin Avenue

P.O. Box 3005

Milwaukee, WI 53201-3005

Phone: (800)248-1946

Fax:(414) 272-1734

E-mail: asqc@asqc.org

ork done by many ex-

perts involved in gov-

ernment, business and

education has led to

the development of a

quality strategy known

as the Malcolm Baldrige National Quality

Award (MBNQA). It is suggested that most

flexo printers should use the methodology

to analyze their strengths and weaknesses,

but not necessarily apply to win this award.

Some companies use the MBNQA applica-

tion process as a means of getting expert

feedback. Others take a long-range view

and apply with the thought that they will

utilize the feedback to improve their quali-

ty process each year until they can win.

The MBNQA criteria is a method of bench-

marking a flexo printing company’s quality

progress in relationship to what is consid-

ered an outstanding American company. The

use of the MBNQA is an all-inclusive bench-

mark focusing on the customer and how

customer satisfaction is achieved. This

benchmark can then be used as a means of

process improvement for the company.

HISTORICAL BACKGROUND

AND PURPOSE

The Malcolm Baldrige National Quality

Award was signed into law on August 20,

1987. The award is intended to encourage

improved quality, productivity and service.

Poor quality can cost companies as much as

30% of sales revenue while improvement in

quality and services can lead to improved pro-

ductivity, lower costs and increased profits.

Management must understand and lead the

work force in a personal commitment to qual-

ity and the use of quantitative analysis tools

such as statistical process control. Successful

quality improvement programs must be man-

agement-led and customer-focused.

HOW THE AWARD IS SET UP

The Foundation of the MBNQA was creat-

ed with its main objective being to raise

funds to permanently endow the mission of

the award. The Department of Commerce is

assigned the responsibility of the award,

which it has assigned to the National Insti-

tute of Standards and Technology (NIST) to

manage. In turn, the American Society for

Quality Control (ASQC) has a contract to

assist in the administration of the award pro-

gram. ASQC has the mission of identifying,

communicating and promoting the use of

quality principles to facilitate customer sat-

isfaction through continuous improvement.

A maximum of six awards is given annual-

ly, with a maximum of two each in the cate-

gories of manufacturing, service and small

business (less then 500 employees) compa-

nies. The process is set up in four stages.

1. A review of the application by at least

five examiners.

2. A consensus review of how well the

company scored.

3. A site visit, if warranted.

4. The final review.

QUALITY CONTROL 113

Malcolm Baldrige

National Quality Awards

114 FLEXOGRAPHY: PRINCIPLES & PRACTICES

Each applicant receives a feedback report

at the end of the process. The cost of the

application process includes a $100 non-

refundable eligibility fee, for manufacturing

or service companies a $4,500 fee, for small

businesses a $1,500 fee, and if more than one

type of business (e.g., printing and publish-

ing or broadcasting), an extra $1,500 for a

supplemental form. All award winners must

share information on their success. How-

ever, proprietary information does not have

to be shared. This is generally done at the

annual Quest for Excellence Conference.

THE MBNQA EVALUATION

CATEGORIES, ITEMS AND POINTS

The examination criteria for the Malcolm

Baldrige National Quality Award has seven

categories that are broken into 24 items with

a total value of 1,000 points. Details are list-

ed in Table 30.

EVALUATION BY APPROACH,

DEPLOYMENT AND RESULTS

The 20 items which comprise the examina-

tion criteria are evaluated in respect to

approach, deployment and results for each

item. Approach is how appropriate are the

methods, tools and techniques being used

and whether these are systematic and con-

sistent in the entire organization. The com-

pany must use information that is objective

and quantifiable. Deployment is how a flexo

printing company applies the approaches of

the items being evaluated throughout all rel-

evant areas in the company. Results include

present performance levels and quantitative

proof that positive changes are taking place.

Also analyzed, under the results category,

would be the flexo printing company’s rate

of improvement and whether this improve-

ment is being sustained throughout the orga-

nization.

STATE AND LOCAL

QUALITY AWARD PROGRAMS

Many states and local communities have

undertaken the role of promoting quality

through the establishment of quality pro-

grams. Most of these programs are very sim-

ilar to the Malcolm Baldrige National Quality

Award. States and local communities use the

system set up by the MBNQA to encourage

organizations to focus on meeting customer

expectations through management commit-

ment to quality and productivity.

For further information concerning state

and national awards contact:

The Malcolm Baldrige

National Quality Award

United States Department of Commerce

National Institute of Standards

and Technology

Route 270 and Quince Orchard Road

Administration Building, Room A537

Gaithersburg, MD 20899-0001

Phone: (301) 975-2036

Fax: (301) 948-3716

E-mail oqp@nist.gov

Web Address: http://www.quality.nist.gov/

A Illustrates the air

flow mpattern through

recuperative thermal

oxidizer

QUALITY CONTROL 115

Table 30

1999 Categories/Items Point Values

1. LEADERSHIP 125

1.1 Organizational Leadership 85

1.2 Public Responsibility and Citizenship 40

2. STRATEGIC PLANNING 85

2.1 Strategy Development 40

2.2 Strategy Deployment 45

3. CUSTOMER AND MARKET FOCUS 85

3.1 Customer and Market Knowledge 40

3.2 Customer Satisfaction and Relationships 45

4. INFORMATION AND ANALYSIS 85

4.1 Measurement of Organizational Performance 40

4.2 Analysis of Organizational Performance 45

5. HUMAN RESOURCE FOCUS 85

5.1 Work Systems 35

5.2 Employee Education, Training and Development 25

5.3 Employee Well-being and Satisfaction 25

6. PROCESS MANAGEMENT 85

6.1 Product and Service Processes 55

6.2 Support Processes 15

6.3 Supplier and Partnering Processes 15

7. BUSINESS RESULTS 450

7.1 Customer-focused Results 115

7.2 Financial and Market Results 115

7.3 Human Resource Results 80

7.4 Supplier and Partner Results 25

7.5 Organizational Effectiveness Results 115

TOTAL POINTS 1000

MALCOM-BALDRIGE NATIONAL QUALITY AWARDS

1999 CRITERIA FOR PERFORMANCE EXCELLENCE

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