a) Barry Meinerth, Barry Meinerth, Vice President of Production at Time Corporation, based on his 26 years of experience in Time, made four statements about the opportunities and challenges facing the printing and publishing industry:
1) Lack of leader;
2) In the industry, it is not just not including new technologies. It is simply adding to them;
3) Most people in the industry are unaware of the great challenges they face, such as distribution channels, direct mail services, etc.
4) Those truly attractive developments that are changing the face of the industry, such as MP3 players, e-books, etc., have not become solutions in the perspective of printers.
After Meinerth served as the current position of Time Corporation, he stated that his goal was to transform the production department from a loss-making department into a profitable and competitive department. To this end, Meinerth started from the following aspects:
First, the company has accepted CTP direct digital printing and digital advertising delivery technology, although the industry is still generally skeptical of these new technologies and maturity. Time Corporation installed CTP at the end of 1997, and then about 15% of the company’s advertising was digitally transmitted. In 2000, this proportion reached 94%.
Then in the printing of magazines, in addition to the format of advance printing, the Times magazine has a fair amount of ways to print on demand. Meinerth said that two years later people will not be able to discern the difference between the two magazines. Any magazine can be printed in the last second.
The third point is to print on high-fiber paper with a small basis weight, which can save $1.5 million per week for Time Company. Meinerth expects that this measure will likely save 20 million U.S. dollars in expenses for the time in 2001.
Another point is to start developing the OMS printing system of the era company, using it to collect, coordinate and control all print production information, including when to start paper, how to print magazines, bookbinding and transmission, and so on. Although this project takes considerable investment and takes a long time, Meinerth believes that such an investment is worthwhile. At the beginning of this project, Times had printed 600 magazines, followed by 6,000, and by October 2000 it had reached 16,000. If all of these printed messages are tracked after 93 years of use, there are no clear reasons for busy months. During the introduction of this system, although Time Company invested 6.5 million US dollars for the project, but the funds saved in the print magazine reached 150 million US dollars, it can be seen that the introduction of this system is wise.
When asked what issues Meinerth now cares about, Meinerth stated that it is achieving an hourly binding of 25,000 to 28,000 books; reducing paper loss (calculated at the current company's 13% loss rate, annual loss of about 600 sheets Million US dollars); use printCafe to use the network instead of the telephone to communicate. Meinerth said that in the future, Time will continue to develop digital advertising storage, cross-media content publishing, digital resource management and an XML strategy.
Meinerth is most concerned with the issue of Internet distribution after the distribution of magazines and the distribution channels for the United States Postal Service have been broken. If the issue of magazines cannot guarantee the timeliness and effectiveness, it is meaningless to pursue the timeliness of printing and binding. The current situation is that on the one hand magazine underwriters are in bankruptcy and mergers, and product damage is serious in the retail sector. The U.S. Postal Service also has a dismal prospect. It is estimated that by 2003, the loss rate of the postal system in electronic payment and other transactions will rise to 25% to 30%. As a result, the issue of distribution facing the times is extremely urgent.
Meinerth expressed great interest in e-books. Meinerth expects the price of the e-book to fall within 100 US dollars within two years, and said that the magazine will also march to the e-book. Meinerth revealed that the era is likely to eliminate the two-year subscription fee for e-book subscribers of magazines to attract readers' attention.
Meinerth said that he did not say that the print media will disappear. As a content provider, the era is most concerned with how to provide readers with the most valuable content, rather than providing what kind of media. Therefore, regardless of changes in the media, the progressive business model will not change.
For the audience, Meinerth put forward a proposal: 1) to focus on solving customer problems; 2) when there is a breakthrough technology in the industry, be bold to take the lead in practicing it; 3) do not always go Attack the development of new technologies.
(ii) Spokesperson: Richard M. Adams GATF Digital Imaging and Color Copy Specialist GATF's direct imaging printing research for Tech alert 2001 focused on printing plates for direct imaging presses. The goal is to compare printed samples from various direct imaging presses as much as possible, while collecting information about imaging and platemaking techniques, printing, and prepress workflows.
Direct imaging printer manufacturers involved in the survey were asked to print the same GATF11 x 17-inch print sample. The SWOF standard and printed samples were then sent to the GATF Prencil Press Analysis Laboratory for optical density and tonality analysis. However, some manufacturers have disputed this because their printers are designed for 175 or 200 line screens, and therefore oppose the 133 lpi standard stipulated by SWOF. Finally, they printed two samples, one complying with the SWOF standard. According to their own standards, both samples were displayed on Tech alert.
Adams presented the results of this study to the audience. From the collected print samples, many of them are extremely similar and it is difficult to distinguish them. This result is gratifying, because the purpose of this study is to prove that direct imaging printing technology can be used in the general printing production environment, and the printing quality is basically stable.
Of course, there are some differences that can be discerned in all samples. For example, the Xerox DocuColor 233DI press is the brightest sample printed at 150 lpi. The printer is designed for 175 or 200 line screens. When printing at a lower number of screens, the brightness increases and the darkest. The samples were printed by Komori because Komori is a sample printed in Japan. They are likely to use Japanese-origin colored inks. When the color saturation is emphasized, the density is relatively high and SWOF regulations cannot be achieved.
From this study, Adams reached the following conclusions: 1) In catalog printing and CTP workflows, direct imaging presses operate relatively close to traditional printing presses, so it is difficult for ordinary users to identify exactly which prints they are. Printing presses. 2) The accuracy of direct imaging presses is extremely reliable. 3) Direct-imaging printers are usually designed for commercial use. The number of screens is 175 to 200. Usually, they are not used for printing 133 lpi SWOFs, but are printed with a higher number of screens.
Finally, Adams introduced the direct imaging press's printing capabilities, regardless of the plate life limit (for example, a polyester plate can only print 25,0000), the direct image printing press can usually achieve a print volume of 3,000 To 6,000 copies, and it is not yet known how big the upper limit is, it takes into account the bearing capacity of the printing plate.
For more details on the investigation of this direct imaging press, please refer to the July and August editions of GATF World, which will provide a more complete report of the investigation.
1) Lack of leader;
2) In the industry, it is not just not including new technologies. It is simply adding to them;
3) Most people in the industry are unaware of the great challenges they face, such as distribution channels, direct mail services, etc.
4) Those truly attractive developments that are changing the face of the industry, such as MP3 players, e-books, etc., have not become solutions in the perspective of printers.
After Meinerth served as the current position of Time Corporation, he stated that his goal was to transform the production department from a loss-making department into a profitable and competitive department. To this end, Meinerth started from the following aspects:
First, the company has accepted CTP direct digital printing and digital advertising delivery technology, although the industry is still generally skeptical of these new technologies and maturity. Time Corporation installed CTP at the end of 1997, and then about 15% of the company’s advertising was digitally transmitted. In 2000, this proportion reached 94%.
Then in the printing of magazines, in addition to the format of advance printing, the Times magazine has a fair amount of ways to print on demand. Meinerth said that two years later people will not be able to discern the difference between the two magazines. Any magazine can be printed in the last second.
The third point is to print on high-fiber paper with a small basis weight, which can save $1.5 million per week for Time Company. Meinerth expects that this measure will likely save 20 million U.S. dollars in expenses for the time in 2001.
Another point is to start developing the OMS printing system of the era company, using it to collect, coordinate and control all print production information, including when to start paper, how to print magazines, bookbinding and transmission, and so on. Although this project takes considerable investment and takes a long time, Meinerth believes that such an investment is worthwhile. At the beginning of this project, Times had printed 600 magazines, followed by 6,000, and by October 2000 it had reached 16,000. If all of these printed messages are tracked after 93 years of use, there are no clear reasons for busy months. During the introduction of this system, although Time Company invested 6.5 million US dollars for the project, but the funds saved in the print magazine reached 150 million US dollars, it can be seen that the introduction of this system is wise.
When asked what issues Meinerth now cares about, Meinerth stated that it is achieving an hourly binding of 25,000 to 28,000 books; reducing paper loss (calculated at the current company's 13% loss rate, annual loss of about 600 sheets Million US dollars); use printCafe to use the network instead of the telephone to communicate. Meinerth said that in the future, Time will continue to develop digital advertising storage, cross-media content publishing, digital resource management and an XML strategy.
Meinerth is most concerned with the issue of Internet distribution after the distribution of magazines and the distribution channels for the United States Postal Service have been broken. If the issue of magazines cannot guarantee the timeliness and effectiveness, it is meaningless to pursue the timeliness of printing and binding. The current situation is that on the one hand magazine underwriters are in bankruptcy and mergers, and product damage is serious in the retail sector. The U.S. Postal Service also has a dismal prospect. It is estimated that by 2003, the loss rate of the postal system in electronic payment and other transactions will rise to 25% to 30%. As a result, the issue of distribution facing the times is extremely urgent.
Meinerth expressed great interest in e-books. Meinerth expects the price of the e-book to fall within 100 US dollars within two years, and said that the magazine will also march to the e-book. Meinerth revealed that the era is likely to eliminate the two-year subscription fee for e-book subscribers of magazines to attract readers' attention.
Meinerth said that he did not say that the print media will disappear. As a content provider, the era is most concerned with how to provide readers with the most valuable content, rather than providing what kind of media. Therefore, regardless of changes in the media, the progressive business model will not change.
For the audience, Meinerth put forward a proposal: 1) to focus on solving customer problems; 2) when there is a breakthrough technology in the industry, be bold to take the lead in practicing it; 3) do not always go Attack the development of new technologies.
(ii) Spokesperson: Richard M. Adams GATF Digital Imaging and Color Copy Specialist GATF's direct imaging printing research for Tech alert 2001 focused on printing plates for direct imaging presses. The goal is to compare printed samples from various direct imaging presses as much as possible, while collecting information about imaging and platemaking techniques, printing, and prepress workflows.
Direct imaging printer manufacturers involved in the survey were asked to print the same GATF11 x 17-inch print sample. The SWOF standard and printed samples were then sent to the GATF Prencil Press Analysis Laboratory for optical density and tonality analysis. However, some manufacturers have disputed this because their printers are designed for 175 or 200 line screens, and therefore oppose the 133 lpi standard stipulated by SWOF. Finally, they printed two samples, one complying with the SWOF standard. According to their own standards, both samples were displayed on Tech alert.
Adams presented the results of this study to the audience. From the collected print samples, many of them are extremely similar and it is difficult to distinguish them. This result is gratifying, because the purpose of this study is to prove that direct imaging printing technology can be used in the general printing production environment, and the printing quality is basically stable.
Of course, there are some differences that can be discerned in all samples. For example, the Xerox DocuColor 233DI press is the brightest sample printed at 150 lpi. The printer is designed for 175 or 200 line screens. When printing at a lower number of screens, the brightness increases and the darkest. The samples were printed by Komori because Komori is a sample printed in Japan. They are likely to use Japanese-origin colored inks. When the color saturation is emphasized, the density is relatively high and SWOF regulations cannot be achieved.
From this study, Adams reached the following conclusions: 1) In catalog printing and CTP workflows, direct imaging presses operate relatively close to traditional printing presses, so it is difficult for ordinary users to identify exactly which prints they are. Printing presses. 2) The accuracy of direct imaging presses is extremely reliable. 3) Direct-imaging printers are usually designed for commercial use. The number of screens is 175 to 200. Usually, they are not used for printing 133 lpi SWOFs, but are printed with a higher number of screens.
Finally, Adams introduced the direct imaging press's printing capabilities, regardless of the plate life limit (for example, a polyester plate can only print 25,0000), the direct image printing press can usually achieve a print volume of 3,000 To 6,000 copies, and it is not yet known how big the upper limit is, it takes into account the bearing capacity of the printing plate.
For more details on the investigation of this direct imaging press, please refer to the July and August editions of GATF World, which will provide a more complete report of the investigation.
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