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FLEXO Magazine : May 2009
PLANTS & PROCESSES Entrance to United Engravers HQ before (left) and after (right). A large sign now greets customers as in the reception area. photopolymer equipment when it became available in the late 1980s. However, the 52in. by 80in. liquid unit acquired in 1993 reduced production time signifi cantly. “At the time, it was only the second built in the country,” said Dave Newberry, director of technology. “It was a considerable improvement from the 30in. by 48in. piece.” TIPS FOR GROWTH IN A DOWN ECONOMY TEAMWORK It’s easy to get frustrated when workfl ow deceler- ates. A negative attitude, however, will only cause employees and coworkers to follow suit. Stay positive for the sake of the team. COMMUNICATION Focus on reinforcing positive events; send out company-wide emails when a new sale is made; share encouraging customer feedback with the entire team. Keep the company up-to-date. MOTIVATION Extend congratulations to employees who continue to stay positive and focus on new accounts, sales, and leads. Make sure to recognize any above-and-beyond endeavors. Reward employees for making an eff ort. INVEST Putting money back into the company not only shows dedication to improving practices, but motivation for employees to push forward. Investments have a hopeful impact on both staff members and customers. 48 FLEXO MAY 2009 The 52in. by 110in. unit will also advance practices. “The new machine will satisfy the consistent, growing demand for quality I-plates,” said Newberry. The fi rm continues to provide new equipment to its workforce, which is a motivational factor for employees. “The Cappas family is committed to investing in new technology,” said Newberry. “They put more back into research and development than most companies.” Brazzale agrees. “The technology and investment in the ex- pansion have a big impact on customers and suppliers; they’re impressed,” she said. “We have respect for the money that is invested back into the company. We’re proud of where we work.” ATTENTION TO DETAIL Incorporating new technology into its processes not only produced orders more quickly, but it made a better environment for the employees and customers. Investing signifi cant dollars into production equipment allowed staff to communicate more effi ciently with their customers. One particular example is in the approval of graphics. Before the company phased into its current operation, constructing print card graphics for approval was a tiresome procedure. Photographs were taken and then resized to fi t standard paper, which was then organized with a header specifi c to the customer approving the artwork. Finally, the print cards were printed and mailed to the customer. To streamline workfl ow, United Engravers switched to digi- tal approval, which promoted a more sustainable environment. Electronic art for approval was practiced on higher-end graphics at fi rst, and then, by customer-request, on all items. “Our customers trust we make the right decision,” said Cappas. “Including the sales, account managers, and all other departments, no one should know the accounts better than us.” Salespeople and account managers are trained in the specif- ics of an account, so when decisions arise, they are a knowledgeable resource to the customer. United staff catalogues and www. f le xography. org