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Logic holds, “Nobody can predict the future!” I won’t claim I can, however I will ask, “Is predicting the future of our packaging industry really that difficult?”

Let’s analyze what we know. The COVID-19 pandemic forced us to adapt and change. Many of those changes are here to stay. These include:

On the other hand, in the world we are living today, we know that we currently face and most likely will continue facing:

In other words, and without pretending to be a fortune-teller, we can deduce that the way we’ve been working so far won’t take us to the next stage unless we adapt and implement new ways of doing business.

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Figure 1: Meeting today’s challenges
All images courtesy of Esko

And those new practices (Figure 1) should keep these priorities in mind:

Value Stream Mapping

Every time I talk about this, the first reaction is, “OK, I get it, but how do I start?”

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Figure 2: Value stream mapping identifies waste in the process.

My answer is, start with a value stream map (Figure 2) workflow. Bring together stakeholders of all departments and work to identify various types of waste in the process. Call your vendors to help you with the technological innovations that will let you improve your process.

You need to think behind departments and functions, looking for any area that can offer an opportunity to digitalize or automate a process. In particular, examine tasks that require a person to do the same thing repeatedly, those tasks that are not adding value to the process but open an opportunity to disrupt the process or generate a mistake. This is your low-hanging fruit and should be considered first.

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Figure 3

For example, consider the flexographic plate making process (Figure 3). Did you know that to make a photopolymer plate, you need 14 human touchpoints that represent 29 minutes of real time and can be automated to leave just three touchpoints (as seen in Figure 4)?

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Figure 4

What we are proposing to the industry is based on accelerating the digital transformation for your entire business. We had analyzed, for example, how many errors make it to the shelf. Errors result in selling the product at a reduced price or even a full reclaim of the entire product. Errors that go from technical drawings, artwork designs, legal and texts, technical specifications, and prepress are charted by percent of occurrence in Figure 5.

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Figure 5: Proclivity for errors

The question we ask is: “In the interest of quality and efficiency, why should the packaging businesses allow manual touchpoints in the production workflow?” All these problems could be easily fixed by implementing an automated packaging workflow solution (like the one seen in Figure 6).

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Figure 6

Digital Transformation

Start by answering this question: “Across all functions and departments, how digital is your business on a scale from zero to 100?”
You should be able to evaluate some of these aspects:

In Esko’s case, we utilize a Digital Maturity Model for Packaging Suppliers (Figure 7), based on five different stages:

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Figure 7

Based on these stages, you will analyze different aspects/areas of your organization; for example, leadership concerns (Figure 8). Evaluating leadership style entails the examination of business growth, print quality, timeliness, environmental sustainability and equipment effectiveness.

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Figure 8: Digital Maturity Model workflow

From there, you move on to study workflow steps like customer communication, internal communication, artwork preparation, good for print approval, sheet layout, plate making, press, postprint, and packing and shipping logistics. These are some examples, but you should add any other step or area relevant for your own process. After that, we use a table to position each area in the Digital Maturity Model, creating a specific ID card for each company (Figure 9).

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Figure 9: Maturity Model ID card

And from here we define a path forward (Figure 10) to move the areas that represent more impact first without leaving the other ones behind. This way you can define a clear path for your organization.

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Figure 10: Maturity Model path forward

This plan should be in compliance with your environment sustainability strategy, as well as with your talent hiring and retention strategy.

Digital transformation is your goal, with a focus on environment sustainability and the war for talent as part of the strategy. It will become critical in the years to come. Don’t wait to see if this will happen, because it will. Take a high enough vantage point to see where your business is today and use value stream mapping to see where you need to change.

Always remember that innovation is a team play.

About the Author

headshot Julian Fernandez
Julian Fernandez is business development manager, flexo—America for Esko. He has been with the firm for more than 10 years and in that time has held the titles team leader, flexo and color; pre-sales product specialist, color and flexo; and solution architect, color and flexo. His complete graphic arts experience stretches over 30+ years, with time spent at Intermarket Corp, DuPont Latin America and Interpack Envases SA. He is a G7 expert, holding Idealliance certification, and also holds FIRST Implementation Specialist Certification. He has contributed to both FLEXO and FIRST on a regular basis, in addition to serving as a session chair at FTA’s FORUM 2017, 2018 and 2023.

Learn more about Esko at esko.com.