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FLEXO Magazine : April 2010
52 FLEXO april 2010 www.flexography.org FTA TODaY EngAging idEAs Calendar May 2010 2-5 Las Vegas, NV Paris Las Vegas Hotel: FFTA 2010 Annual Forum 3-4 Las Vegas, NV Paris Las Vegas Hotel: INFO*FLEX 2010 Exhibition 11–13 Clemson, SC Clemson University: Advanced Corrugated: Process Color and Display Quality Graphics 16–18 Clemson, SC Clemson University: Printed Electronics 101 17–20 Clemson, SC Clemson University: Orientation to the Flexographic Workflow 24–27 Clemson, SC Clemson University: Advanced Techniques in Flexography June 2010 2-4 Clemson, SC Clemson University: Expanded Color Gamut 21-24 Clemson, SC Clemson University: Orientation to the Flexographic Workflow 28-7/1 Clemson, SC Clemson University: Advanced Techniques in Flexography July 2010 12-15 Clemson, SC Clemson University: Advanced Color Management Practices 21-22 Clemson, SC Clemson University: Digital Plates and Screening for Flexo August 2010 10-12 Clemson, SC Clemson University: FIRST 4.0 , G7, and Process Color Management 11-12 Kalamazoo, MI FFTA/WMU Mastering Flexographic Principles 17-20 Clemson, SC Clemson University: Orientation to the Flexographic Workflow 24-27 Clemson, SC Clemson University: Advanced Techniques in Flexography 30-9/2 Clemson, SC Clemson University: Enhanced Graphics for Post-Print Corrugated Innovation in Business Management Personal innovation is more important than ever. Organizations are desperate for creative people who see things differently, who can quickly size up problems and develop creative solutions to them. Smart companies recognize the historic opportunity to transform the way they do business and provide customers with more value-rich, sustainable and meaningful products, services and business models. In today ’s business climate, innovation isn’t an option. It’s a requirement. Com- petitive companies know that while cutting costs might keep them in business today, increasing revenue means staying in business tomorrow. How do you increase revenue? Through innovation! There are several types of innovation... • Product Innovation: A good or service that is new or significantly improved. • Process Innovation: A new or significantly improved production or delivery method. • Marketing Innovation: A new marketing method involving significant changes in product design or packaging, product placement, product promotion or pricing. • Organizational Innovation: A new organizational method in the firm’s business practices, workplace organization or external relations. As they say...necessity breeds innovation! (Actually, necessity breeds a lot of things, but innovation fits here.) As traditional management practices become inef- fective during the low points in a business cycle, and revenue streams evaporate based on customer concern about “retaining financial resources,” it becomes im- perative that business managers re-evaluate how they go about generating interest and sales through revised, innovation methods and practices. A continuous improvement mindset—the incremental enhancement of products, processes or services over time, with the goal of reducing waste to improve workplace functionality, customer service or product performance—is essential to reach a com- pany ’s goals. Tactics often may and do change, but established goals and objectives need to be adhered to until such time as the organizational mission is reconsidered. Applying the above concepts to the FTA and its 2010 business plan, there are a number of excellent examples whereby the FTA Board of Directors and FFTA Board of Trustees accepted a set of annual objectives that were prepared by management for execution during the current fiscal year. Yet the tactics that are being executed in order to achieve these objectives are, in many cases, very different than those that were carried out in past years. This change is a byproduct of both internal and external factors. The executed tactics are evolving but the desired end-results remain fairly constant. Like many of our member companies, the management team has spent a good deal of time of late devising ways to drive costs down or out of our business model altogeth- er! Over the past two years’ budgets, our staff directors have successfully eliminated three quarters of a million dollars of expenses. Some of the reductions have admit- tedly been painful in the short term, but will ultimately lead to a healthier, more efficient organization in the long term. The people that make up the FTA staff deserve a great deal of credit and recognition for their drive and creativity as they ’ve developed and implemented innovative thinking to achieve the established business objectives. Finally, FTA is attuned to seeking out and utilizing customer feedback to evaluate the implementation of modified business practices in the execution of our organi- zational objectives. This is accomplished through formal surveys (e.g. SurveyMon- key) on a periodic basis, as well as through the ongoing solicitation of immediate feedback in communications with members on a day-to -day basis (e.g. phone calls, e-mails, FLEXO Magazine). So as we go forward...when we ask...don’t be shy or hesitant to tell us what you think. We really want—and need—to know! FLXApril10_mech.indd 52 4/10/10 1:23 AM
Sustainable Winter 2010