于傳統(tǒng)印刷企業(yè)而言，為了降低分?jǐn)偟矫恳槐緯系钠鸢尜M(fèi)用，印刷數(shù)量不能太低，這就需要有一定的起印量。針對此，上游客戶必須預(yù)測銷售或發(fā)行數(shù)量，同時(shí)還需要有足夠的空間存放待銷產(chǎn)品。有時(shí)由于圖書改版等原因，出版方不得不放棄現(xiàn)有產(chǎn)品庫存，造成更多的浪費(fèi)。隨著數(shù)字印刷技術(shù)的日漸成熟，成本的逐漸降低，以上所說的矛盾也相應(yīng)被解決，可以說，按需印刷正在逐步取代計(jì)劃印刷。直白地理解，按需印刷可根據(jù)需要即時(shí)印刷，這為圖書出版帶來了便捷性，但對印刷企業(yè)卻提出了更高的要求。

      企業(yè)內(nèi)部信息流要高度暢通

      針對按需印刷，從訂單接入開始，所有相關(guān)產(chǎn)品的信息都需要支持全員共享。

      1.文件要高度規(guī)范標(biāo)準(zhǔn)化。現(xiàn)在，很多專營數(shù)字印刷的企業(yè)都是數(shù)碼快印背景出身，其面對的客戶群范圍較大。由于客戶的文件制作水平差距較大，因而印刷企業(yè)經(jīng)常會把大量時(shí)間浪費(fèi)在文件制作上。實(shí)則，文件標(biāo)準(zhǔn)化對壓縮印刷時(shí)間十分重要。

      2.訂單信息與排產(chǎn)信息共享。數(shù)字印刷可支持的印量從1本到1000本不等，有時(shí)客戶還會將2000本，甚至3000本的訂單也交由數(shù)字印刷完成。訂單印數(shù)差別較大，同時(shí)訂單數(shù)量不小，因此有必要借助系統(tǒng)軟件以及電子終端進(jìn)行實(shí)時(shí)展示，如顯示屏、平板電腦等。尤其是排產(chǎn)信息，需要系統(tǒng)軟件自動解決大多數(shù)問題，如生成、展示和傳遞等。由于生產(chǎn)過程中很多需求都是臨時(shí)追加的，所以下單后需要軟件系統(tǒng)計(jì)算實(shí)時(shí)產(chǎn)能負(fù)荷，針對業(yè)務(wù)接單提供及時(shí)的工期支持，針對生產(chǎn)安排及時(shí)提供信息。

      3.拼版文件應(yīng)形成縮略圖共享。操作人員完成成品首件樣品后，可以直接對照電子屏幕核對文件，同時(shí)根據(jù)排產(chǎn)信息，比對縮略圖查找半成品物料，如此，可以節(jié)省以往傳統(tǒng)核對文字信息所花費(fèi)的時(shí)間。

      4.生產(chǎn)報(bào)工與績效核算即時(shí)完成。通過信息化管理系統(tǒng)，在一個(gè)訂單完成時(shí)，可同時(shí)在線完成生產(chǎn)報(bào)工與績效核算。實(shí)際操作中，在電子顯示屏上即可通過觸摸完成即時(shí)報(bào)工，工序報(bào)工結(jié)束后自動跳轉(zhuǎn)到下一工序，直至發(fā)貨完成，所有信息即時(shí)共享，大幅提高時(shí)效，而且工作結(jié)束馬上就可計(jì)算出工作的核算信息。

      對人力要求有所提高

      1.提升員工技術(shù)能力。按需出版的訂單變化往往不太規(guī)律，經(jīng)常會增加各種臨時(shí)需求，加工產(chǎn)品所需工藝也不固定，這就導(dǎo)致了加工人力會隨著產(chǎn)品的工藝變化而變化。為了控制人力成本，在人數(shù)不變的前提下，就需要提高現(xiàn)有員工的技術(shù)能力，使其可以適應(yīng)各種不同訂單的生產(chǎn)，培養(yǎng)設(shè)備的多面操作手。

      2.加強(qiáng)臨時(shí)人員培訓(xùn)、監(jiān)督工作?？紤]成本控制，有些印刷企業(yè)不能備用大量的人力，會選擇啟用臨時(shí)工人征用機(jī)制。而因企業(yè)對臨時(shí)工人不夠了解，故在一定程度上會存在隱患，這就需要印刷企業(yè)做好相應(yīng)的培訓(xùn)，加強(qiáng)監(jiān)督工作。

      企業(yè)管理方式要有改變

      按需印刷需要企業(yè)既要采取精細(xì)管理，還要保證更高交付時(shí)效。

      1.從“人盯人”向只做異常管控轉(zhuǎn)變。這一轉(zhuǎn)變實(shí)際上是要求企業(yè)整體提升管理水平，尤其是對于那些由數(shù)碼快印起家的印刷企業(yè)來說，前期由于規(guī)模問題，習(xí)慣了“人盯人”的管理方式，靠口頭叮囑傳遞信息進(jìn)行管理，根本沒有流程可言。而實(shí)施按需印刷后，需求隨機(jī)性很大，靠“人盯人”的管理已經(jīng)無法適應(yīng)，必須制定各種標(biāo)準(zhǔn)、應(yīng)急預(yù)案。而管理人員要做的是管控異常，根據(jù)按需印刷過程中出現(xiàn)的問題，及時(shí)修正標(biāo)準(zhǔn)流程。

      2.保證交付時(shí)效的同時(shí)做到精細(xì)化管理。高時(shí)效與精細(xì)化管理并不，反而會相互促進(jìn)。比如做到精細(xì)化管理，就不會出現(xiàn)終檢入庫核算數(shù)量時(shí)發(fā)現(xiàn)數(shù)量不足再去補(bǔ)數(shù)的情況。其實(shí)，對數(shù)字印刷工廠而言，影響交付時(shí)間的因素就是因缺數(shù)補(bǔ)數(shù)返工而浪費(fèi)的時(shí)間。

      3.人與軟件相互配合。多面手工作的管理調(diào)配，單純靠電腦排產(chǎn)遠(yuǎn)遠(yuǎn)不夠，還需要現(xiàn)場管理人員與生產(chǎn)計(jì)劃針對操作機(jī)臺的工作量進(jìn)行測算，分離緊急需求，合理調(diào)配人力，時(shí)常對調(diào)配方法進(jìn)行總結(jié)，部分形成計(jì)算可以識別的方法，逐步減少人為干預(yù)的管理方法。

      4.管好臨時(shí)工人。臨時(shí)工人的管理也是一個(gè)難題，需要分離質(zhì)量風(fēng)險(xiǎn)的操作，需要適合的培訓(xùn)方法、監(jiān)督方法、考核方法等。另外，對于按需印刷的較多的臨時(shí)性需求，需要提前計(jì)劃用多少人，用什么樣的人，需用時(shí)間等。

       For traditional printing companies, in order to reduce the starting cost allocated to each book, the number of prints cannot be too low, which requires a certain amount of printing. In response to this, upstream customers must predict the sales or issuance quantity, and also need to have enough space to store the products to be sold. Sometimes due to book revisions and other reasons, publishers have to abandon existing product inventory, causing more waste. With the maturity of digital printing technology and the gradual reduction of costs, the above-mentioned contradictions have been resolved accordingly. It can be said that on-demand printing is gradually replacing planned printing. It is straightforward to understand that on-demand printing can be printed immediately on demand, which brings convenience to book publishing, but puts forward higher requirements for printing companies.

  The internal information flow of the enterprise must be highly unblocked
  For on-demand printing, all related product information needs to be shared by all employees starting from order access.
  1. Documents should be highly standardized. Now, many companies specializing in digital printing have a background in digital printing, and they face a large range of customers. Due to the large gap between the level of document production of customers, printing companies often waste a lot of time on document production. In fact, file standardization is very important to reduce printing time.
  2. Order information and scheduling information are shared. The print volume supported by digital printing ranges from 1 to 1,000 copies, and sometimes customers will order 2,000 or even 3,000 copies to be completed by digital printing. The number of orders printed varies greatly, and the number of orders is not small, so it is necessary to use system software and electronic terminals for real-time display, such as display screens, tablet computers, etc. Especially for scheduling information, system software is required to automatically solve most of the problems, such as generation, display, and delivery. Since many requirements in the production process are temporarily added, the software system is required to calculate the real-time capacity load after the order is placed, provide timely schedule support for business orders, and provide timely information for production arrangements.
  3. Imposition files should be shared as thumbnails. After the operator completes the first sample of the finished product, he can directly check the document against the electronic screen, and at the same time, according to the scheduling information, compare the thumbnails to find the semi-finished materials. In this way, the time spent in traditional textual information checking can be saved.
  4. Production reporting and performance accounting are completed immediately. Through the information management system, when an order is completed, the production report and performance accounting can be completed online at the same time. In actual operation, you can complete the instant job report by touching on the electronic display screen. After the job report is completed, it will automatically jump to the next process until the delivery is completed. All information is shared instantly, which greatly improves the timeliness, and the work is completed immediately. The accounting information of the work can be calculated.
   Increased manpower requirements
  1. Improve the technical capabilities of employees. The changes in orders published on demand are often irregular, and various temporary demands are often increased. The process required for processing products is also not fixed, which causes the processing manpower to change with the changes in the process of the product. In order to control labor costs, under the premise of the same number of people, it is necessary to improve the technical capabilities of existing employees so that they can adapt to the production of various orders and cultivate multi-faceted operators of equipment.
  2. Strengthen the training and supervision of temporary personnel. Considering cost control, some printing companies cannot spare a large amount of manpower and will choose to use a temporary worker expropriation mechanism. However, because companies do not know enough about temporary workers, there will be hidden dangers to a certain extent. This requires printing companies to do corresponding training and strengthen supervision.
  There must be changes in corporate management
  On-demand printing requires companies not only to adopt fine management, but also to ensure higher delivery timeliness.
  1. Transition from “man-to-man” to only abnormal control. This change actually requires companies to improve their management level as a whole, especially for those printing companies that started from digital quick printing. In the early stage, due to scale problems, they were accustomed to the "person-to-person" management method, relying on verbal instructions to convey information. Management, there is no process at all. However, after the implementation of on-demand printing, the demand is very random, and it is no longer able to adapt to the management of "person-to-person", and various standards and emergency plans must be formulated. What the manager has to do is to control the abnormality and correct the standard process in time according to the problems that occur in the on-demand printing process.
  2. Ensure the delivery timeliness while achieving refined management. Time-efficient and refined management are not, but will promote each other. For example, to achieve refined management, there will be no situation where the amount is found to be insufficient when the amount is checked into the warehouse and then the amount is compensated. In fact, for digital printing factories, the factor affecting delivery time is the time wasted due to lack of compensation and rework.
  3. People and software cooperate with each other. The management and deployment of generalist jobs is far from enough to rely on computer scheduling alone. It also requires on-site management personnel and production plans to measure the workload of the operating machine, separate emergency needs, rationally deploy manpower, and often summarize the deployment methods, and part of it is formed. Calculate the identifiable methods and gradually reduce the management methods of human intervention.
  4. Take care of temporary workers. The management of temporary workers is also a difficult problem. It is necessary to separate the operation of quality risks and require suitable training methods, supervision methods, and assessment methods. In addition, for more temporary needs for on-demand printing, it is necessary to plan in advance how many people will be used, what kind of people will be used, and the time required.