Pressroom maintenance Quality Audit

1. PressroommaintenanceQualityAudit O Estado de S. Paulo Newspaper Metro UsersGroupWebinar 2010

2. Speaker • Roberto Dias Da Costa is the Industrial process supervisor attheNewspaper S.A. O Estado de S. Paulo, Brasil . He is a mechanical engineer with a specialization degree on maintenance management. He has been with S.A. O Estado for over 15 years. During this time he has worked as a mechanical maintenance supervisor and pressroom supervisor. On 2007 he coordinated, as a key user, the SAP ERP production planning module implementation on the industrial area. He was responsible for the Housekeeping (5S) implementation and coordination. He is also part of the waste recycling coordination group of the Newspaper. • In his current position, he works in the Support and Analysis Department, being responsible for the industrial process definition and standardization, quality standard definition, work group coordination (waste reduction, operational training, parts, etc). He is also responsible for production data analysis and input in the SAP - PP module.

3. Webinar Agenda • “O Estado” Organization • Industrial Department • Quality Audit – Why and How • Audity Group • Actions Toward Quality • Results • Future Plan

4. “ O Estado” Organization

5. “O ESTADO” Organization “O ESTADO” Organization is oneofthebiggestandmostrespected Media group in Latin America, acknowledgedby its seriousness, objectivityandby its engagementof over onecenturyofcredibility in renderedinformation. Numberofemployees 2.850 Paperconsumption per year 50.000 tons Plateconsumption per year 840.000 (broadsheet) Inkconsumption per year 744 tons “O Estado” circulation 240.000 Monday – Saturday / 350.000 Sunday “Jornal da Tarde” circulation 70.000 (110.000 Wednesday) Total Subscribers 304.000 Net Revenue per year US$ 540 MM

6. “O ESTADO” Organization

7. “O Estado de S. Paulo” Newspaper “ESTADÃO”, as knowntoday, wascreated in 1875 withthenameof “A Província de São Paulo” andone ideal: “To establish a republican regime in Brazil, underdemocracyandwithoutslaves”. After 135 years, “ESTADÃO” is today, oneofthemostimportantnewspaper in Brazil, is amongthe 20 mostimportantaroundthe world andthemainnewspaper in São Paulo. Its revenue is composedby: • Subscriptions = 20% • Newsstand = 5% • Advertisement = 75% Circulation : • Monday to Saturday - 240.000 • SundayEdition – 350.000

8. “Jornal da Tarde” Newspaper Launched in 1966, as an evening paper.It covers the life in São Paulo, its inhabitants and services. Its revenue is composed by: • Subscriptions = 16% • Newsstand = 14% • Advertisement= 70% Circulation : • Daily Edition Average - 70.000 • Wednesday edition – 110.000

9. Agência Estado Biggest News Agency in Brazil. Leadership in information quality. Real Time Information through Internet, Satellite and FM.

10. “Eldorado” Radio “Nova Eldorado AM” RadioStation is one of the most important news source in São Paulo. “Eldorado FM” has a qualifiedaudioprogram, playing Jazz, Blues, MPB and etc. Focuson AA publicaudience.

11. “OESP Mídia” Company Since 1984, “OESP Mídia” is especialized in telephone directory and sectorial guides publications, focusing small to medium business.

12. OESP Gráfica Commercial newspaper printing services.

13. Internet Portal One of the biggest Brazil portal news, joining content from O Estado, JT, Radio Eldorado, classified and editorial.

14. Industrial Department

15. Industrial Department INDUSTRIAL DIRECTOR José Odair Bertoni PROCESS MANAGER Antonio Tadeu MAINTENANCE MANAGER Lúcio Lima PREPRESS MANAGER Jean Franco PRESSROOM/ MAILROOM MANAGER Eduardo de Sales

16. Industrial Department Prepress Classified Pagination Film Making Room Advertising Reception and Preflight Plateroom Graphic Tech Support

17. Industrial Department Pressroom • GOSS HEADLINER - 1991 • Average production speed - 42.500 IPH • 08 pagecolorand 24 pageblack 2 GOSS NEWSLINER – 1997 Average production speed - 45.000 IPH 20 pagecolorand 04 pageblackor 12 pagecolorand 20 pageblack 2 COLORMAN - 2000 Average production speed - 50.000 IPH 48 pagecoloror 40 pagecolorand 16 pageblack

18. QualityAudit- WhyandHow

19. Quality Audit- Why and How The Brazilian newspaper market was facing a big challenge concerning to printing quality and readers demandings. Our newspaper has change its layout to accomplish those market changes and be more competitive with the other information technologies as the internet, palms and more. As a consequence, the printing quality, productivity and waste reduction became the most relevant issues in the Industrial area. Therefore we decided to hire Goss Quality Auditservices to help us achieving these objectives. O Estado de S. Paulo and Goss teamed up to conduct the Quality Auditto improve print quality, productivity and reduce waste. Our efforts started with a lengthy team meeting to understand issues and identify objectives. The following is the summary:

20. Quality Audit- Why and How • 1. Optimum ink/water balance was needed and was regarded as priority one. The goal was that the operators didn’t adjust ink, at all, during make-ready. This required the following sub-categories: • a. Modifying the control parameters; • b. Investigating presets; • c. Spray-bars evaluation; • d. Dampening solution pumping system; • e. Ink pumping system; • f . The Newsliner’s ink train settings; • g. The Newsliner’s dampening train settings; • h. Consumable. • 2. Registration optimization: • a. Side-lay; • b. Circumferential. • 3. Waste savings reduction: • a. Operational methodology. • 4. The human factor: • a. Press and Prepress.

21. AuditGroup

22. Audit Group To accomplish the Quality Audit program we have created a multi-disciplinary group, formed by professionals from Maintenance, Engineering, Pressroom and Prepress areas. From left to right: Marcal Santos Barbosa – Pressman Trainer; ValterCraveiro dos Santos – Prepress Support; Edson Silva Lima – Mechanical Maintenance Supervisor; Roberto Dias da Costa – Process Supervisor; Jamir Correa Pupo – Pressroom Supervisor; Rinaldo Francisco da Silva – Prepress Support; Vitor Nicolau Teixeira – Electrical Maintenance Supervisor; Edson Lino dos Santos – Engineering Supervisor.

23. Group Methodology - Multi-disciplinaryGroup; - Gosscoordination; - Six Sigma oriented.

24. ActionsTowardQuality

25. Wehavecreatedanspreadsheetwith over 90 actionscoveredduringandaftertheQualityAuditprogram. It wasdividedintoPrepress, Pressroom, Engineeringand Management categories . Quality Group Spreadsheet

26. Actions Toward Quality • Engineering (8 actions) • DampeningCurve • Inking Curve • Blanket • Fountain Solution • Management (5 actions) • OPB • RIP • Six Sigma • Pressman Training • MechanicalAudit • Pressroom (72 actions) • Dampening System • Inking System • Meridian • Operation Prepress (8 actions) • Rip Interface • PAR • TestForm • Color Management

27. Actions Toward Quality Prepress – Some actionsexamples: • Rip Interface • Possibilityoflinkingthe RIP to theNewsliner. • PAR • AdjustedtheMeridianpresets; • Overall maintenance; • Correctedfilmpattern. • TestForm • Created a newtestform to checkinkandregistration.

28. BasedontheQualityprogramwehavecreatedthisnewtestform to set upourNewslinerPresses. It hasSolidbarswith 75 and 40% ofcoverage in eachcolorandalsoregistrationmarks. Goss TestForm

29. Actions Toward Quality Pressroom – Some actionsexamples: • Spray bar NozzleTip, Plunger, chamberandValvebody • Modelstandardization: • Wehavefound some nozzletipswiththewrongmodel in stock as well some plungerswithdifferent rubber materialandbodyvalveswithdifferento’ringchanneldimensions. • Chemicalcompatibilitytest; • Maintenanceprocedures; • Receivinginspectionandanalisys; • Testerdevelopment .

30. Flow Metering Device Thistesterdevicewascreated to analise thenozzletipflowandtheplunger performance prior to enter in our stock andduring regular maintenance. It performes a predeterminedflow test. Basedonthe volume variance (± 3%) thenozzletipandplunger is acceptedorrejected.

31. Digital Microscopy Dampeninguniformity is critical to wastesavings. Wecreated a procedure to evaluatethenozzletips, chambersandplungersthrough digital microscopybeforeit entersour stock andduring regular maintenance. Withthistestwecanevaluatethenozzletipdiameterandencrustation,chamberscratchesthatcanalterthemagneticfieldandplunger rubber surfaceconditionthatcanalterthe “On Time” value.

32. Ultrasound Cleaning Device Equipmentused to cleanthespraybarnozzle tip.

33. Actions Toward Quality Pressroom – Some actionsexamples: • Dampening System • Spray bar Testerdevice; • Changeofthedampening solution unitregulator; • Modify Spray bar to reflecttheactual web width (54” to 50”); • Adjustthewaterformroller to notslip.

34. Spray Bar Tester Based on the Quality program information we have built this spraybar tester in order to balance and equalize the nozzle spray.

35. Dampening Fluid Regulator As a recommendationfromtheGossauditprogram, wehavechangedtheDampeningfluidregulator. Thenewregulator in use is fromTechnotrans. Withthepreviousregulatorwecouldnotget a uniformdampeningpressure. Thepressurevariation range was ± 20 psiduringthepressrunning. Withthenewmodelthepressurevariation range is ± 5 psi, resulting in a more uniformdampeningflowduringtherun.

36. Actions Toward Quality Pressroom – Some actionsexamples: • Inking System • DrySolidInktestonunits; • Overall maintenanceon digital pagepackandfountainroller; • EqualizationofInkpressureline (30 to 40 psi).

37. Actions Toward Quality Pressroom – Some actionsexamples: • InkandWater curves optimization; • Inkanddampeninguniformity.

38. Actions Toward Quality Pressroom – Some actionsexamples: • RegisterpinOptimization: • We are still workingontheregisterpinoptimization. Wehavedone some measurementswiththetestformandcreated some statisticalgraphs, showingthedeviation to becorrected.

39. Actions Toward Quality Engineering – Some actionsexamples: • Discussed the science and technology of emulsion behavior, and the interaction between ink, dampening solution, plate design and the press roller train; • Plateroomtemperatureandhumiditycontrol; • PressParametersreview: • ColdAutofloodDuration; • WarmAutofloodDuration; • Warm Start AutofloodDuration; • InkFormOnDelay.

40. Actions Toward Quality Management – Some actionsexamples: • Mr. Ragy Isaac provided two and half hours Six Sigma overview; • Studyof a CTP viability for thePrepressarea.

41. Results

42. Results After this period the Audit Group was able to achieve the following objectives:

43. Results Newsliner 2008 Average – 860 copies Newsliner 2009 Average – 690 copies • Reduced start-up waste:

44. Results - Web breaks reduction: 2008 Web Break Rate - 4,17% 2009 Web Break Rate – 3,51% 2008/2009 comparison: On start-up – 64% During the run – 32% During the paste cycle – 21% On press stop – 53%

45. Results • Established new Ink Curves:

46. Results • Established new Dampening Curves:

47. Results • Produced drier printed product with a stable ink and water balance; • Trained all press crews on the use of Percent Mode to set density if required; • Provided details of the spray-bars technology’s pitfalls and how to avoid it. The discussion included the theory of operations of a spray-bar, controls required; • Identified the proper dampening solution pressure at the Newsliner’s unit regulator (60 psi); • Identified, and corrected, the PAR as the major cause for inking unpredictability.; • Improved the overall print quality.

48. Future Plans

49. Future Plan - Lean Six Sigma implementation; - CTP and OPB for Goss Press; - Goss Pressman training; - Goss Mechanical Audit; - Newsliner/Headliner controls upgrade.

50. roberto.costa@grupoestado.com.br O Estado de S. Paulo Newspaper THANK YOU!