We’ve Moved!

No, not Mike and I. The blog! We are now at a new host, which costs less, provides more, and even deals with billing better. And I bet this year my domain won’t fail to renew! So now you know! Same blog name, different blog IP address.

July 22nd, 2010 • 7:18 am • dinane • Posted in Site

One Response to “We’ve Moved!”

  1. PhillipFlund says:

    June Printer Confidence Index: Demand Sluggish, Strength in Capital Spending Plans packaging printing sticky labels By WhatTheyThink Staff Published: May 15, 2006 ,One Newspaper Fights Back… in Color!
    The printing industry bemoans its inability to draw in workers. It ain’t seen nothing yet. Many from the job positions printers claim are unfilled are for operators of legacy equipment. This equipment tends to become older, the place where a trained worker has retired or moved to a new company where their experience on that equipment may very well be better rewarded simply because they curently have the requisite skills. At one time, automation keeps growing. CTP forced the printing industry to implement totally digital workflows and murdered the stripping department and stripping skills. Digital printing devices integrated significant quantities of automation to manage virtually any element of production. New technology has evolved the printing industry and so changed the skillsets required. Neither that is a, or our associations, or our schools is keeping pace. It is traditional for printing companies to fill positions by hiring employees using their company printing companies. This is probably the reasons for your reluctance to deliver training. One printer expressed the oft-held position “Why train them for my competitor.” In 1997, an area printer complained on the president of RIT because one of the graduates that had been hired cannot do paste up. A review with the high-profit printers shows one common factor ?they spend money on training. Internal training would be the primary method employed to provide skillsets to employees ? at 39.7 percent of printers. Supplier-based training is next at 36.four percent. Three quarters of printers believe the skillsets of potential workers are inadequate to fulfill their company’s needs. Yet, only 20.8 percent reported that will be increasing their training budgets. Old skillsets The skillsets from the “old” craft-based printing industry are actually mostly “shrink-wrapped” ? these are functions within programs that perform automatically what human skill and action once performed or they can be built-into systems offered by suppliers. Traditional skillsets have either disappeared or been built-into other operations. The craft is there, but it is really now a software program or machine function: Typesetter, Pasteup Artist, Trapping Specialist, Scanner Operator, Dot Etcher, Cameraperson, Film Stripper/Proofer, and Platemaker. These positions are already lost to automation and workflow integration. Digital workflows are actually most responsible for that excretion of analog skillsets. Crossover skillsets Skillsets common on the “old” whole world of printing as well as the “new” realm of printing: Designer, Preflight Technician, Image Specialist, Prepress Specialist, Salesperson, CSR, Estimator, Planner, Scheduler, and Bindery Specialist. New skillsets The new functions and skillsets in the digital world are mainly depending on IT ? Information Technology. They involve programming and computer-related skills: Database Analyst, VDP Specialist, Digital Asset Specialist, Digital Printing Technician, Quality/Environmental Specialist, IT Specialist, Networking Specialist, Distribution Specialist, and Marketing Specialist. The IT connection A skills ‘gap’ implies a location where individuals in a existing workforce have lower skill sets than are needed to satisfy business or industry objectives, or where new entrants don’t have the skills required for him or her to complete effectively. A skills ‘shortage’ is when there is often a insufficient adequately skilled individuals inside the labor market. In the printing industry, we’ve got both a skills gap along with a skills shortage. New hiring by job functions: Customer service 13.66% Estimating and planning 5.74% IT (MIS) 1.37% IT (workflow, network functions) 6.56% IT (database functions) 6.01% IT (web functions) 3.55% IT (Digital asset management) 2.19% IT (Variable Data Printing) 6.01% Prepress (preflight, applications, imaging) 11.48% Printing (offset press operation) 12.11% Printing (digital printer operation) 12.48% Management (production, other) 4.10% Sales/Marketing 12.30% Other functional areas 2.46% Customer service hiring was the biggest, due to the turnover with this area. But observe that about a quarter of new hiring from the printing industry involves IT-based functions. Some printers do not invariably define these skillsets as IT-based. Digital printing and offset press hiring have become almost equal (12.11 percent for offset and 12.48 percent for digital). Much from the hiring remains inside part of legacy skills. If some printers carry on and retain older equipment, they’re going to always face shortages of operators for the equipment and the shortages will exacerbate with time. Without the automation and quality-enhancing options that come with newer systems, the unit will no more be able to fulfill buyer requirements. Finding a strategy to skill shortages needs a strategic, coordinated response from industry, the enterprise itself, and educational/training organizations. Industry needs to produce a protracted-term plan of action; enterprises must promote solutions inside workplace; and education/training providers must broaden their strategies to traditional training. Proactive employers inside printing industry are addressing skill shortages with strategies including: 1. introducing new technology to relieve the requirement for highly qualified staff 2. insisting that equipment and system providers update the information and delivery in their training 3. utilizing educational facilities to switch curricula A core issue can be a mismatch between your training becoming given and also the skills actually forced to compete successfully within the new printing industry environment: * improvements within the productivity of printing businesses because of technology advances * adjustments to requirement for traditional print products * the cannibalization of traditional print products by other media (electronic substitution) * technological sophistication of latest equipment which doesn’t require traditional apprenticeships Successful printing companies will not be of an particular size; they’ve got robust internal IT capability and purchase training. They embrace both. IT people and systems engender differentiation and differentiation engenders new profit streams. But, here could be the rub. If the near future employee of any future printer is certainly going for being IT-based, then your printing industry will probably be competing with any promote for such employees. A recent video was made to attract website visitors to printing. In one segment we percieve hourly rates scrolling on the screen. That will really help for getting secondary school college grads into our industry. We have a great number of groups trying to complete something that this result would be to accomplish nothing. The heart with the skill shortage problem is the printing industry lacks both a far-reaching vision and also a long-term strategy for handling future workforce requirements. ,cardboard boxes gift wrapping supplies

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