How things are going forward for Creative Printers after relocation - The Noel DCunha Sunday Column

From Creative Printers' standpoint, moving into a new site became an empowering milestone. Beyond the advantages of increased security and permanence compared to being a tenant, the new move allowed it to customise and build its plant as it saw fit.
 
“The infrastructure significantly differs from what we had in Ahmedabad in the Kalidas Mill Compound, Gomtipur. In the city plant, we were growing in bits and pieces. And since the site was on a rented space, working in different galas, there were limitations to growth,” says Raj Mehta, director at Creative Printers.
 
Creative Printers, founded in March 1959, began operations as a commercial printer and moved into packaging. It was overseen by Vaishal Thakore, the company's managing director. In 2011, Mehta, Thakore's son-in-law and chartered accountant by profession, joined the company. Mehta's wife, Pooja, also joined in 2016.

In 2015, Creative invested in a site spanning 40,000-sqft, close to Ahmedabad's printing hub, Changodar. The company found the move to be an overall positive one, which underlined its future growth ambitions. “It's been seven years since we shifted to this industrial area in Changodar. The construction of this plant began in 2015, and we moved in by 2017. Now, we are under one roof,” says Mehta. 

The company has a production area of 25,000-sqft and a warehouse of 15,000-sqft. “This streamlined set-up takes the linear approach so that the material doesn't go back and forth. It reduces the movement of material and hence less damage, saves time and hastens the printing process," Mehta adds.

The business operates on a 12-hour shift system and produces mono-cartons, packaging inserts and promotional material for clients from the pharma and food industries. Since its move to the new site, the company's turnover has more than doubled.

(l-r) standing: Pooja Mehta and Raj Mehta; sitting: Vaishal Thakore

More aware
Creative's new plant was built from scratch, so Thakore and Mehta could design it according to their needs. The infrastructure is optimised for sustainability and energy efficiency.

Mehta says, "Thanks to a solar power plant installed on the rooftop, we rely on solar power to meet 50% of our energy needs." The building design incorporates a 21-ft height for each floor (ground and first floors), with extensive glass fittings that allow natural light to penetrate the entire space. This design feature means that artificial lighting is rarely necessary during daylight hours. “The building's 9x9-metre cut-off design at the centre of the production area also maximises access to natural light and fresh air, reducing the need for artificial lighting,” informs Mehta.
 
Since the company focuses on business from the pharmaceutical sector, it must adhere to strict compliance with the brands' secondary packaging standards. “We make sure to meet their quality requirements to avoid issues with approvals. Our plant is well-organised with dedicated cabins for each machine to prevent cross-contamination. There's no chance of any machine being exposed, as an aluminium partition separates each one. This approach aligns with good manufacturing practices and helps prevent mix-ups,” explains Mehta.
 
Creative has a system in place for each process to address this issue. Each pallet is covered with a shrink wrap and has pallet cards with identification tags installed. “This makes it easy to identify the contents without opening the entire pallet or checking all the data sheets. Proper line clearance activities and labelling are done to avoid mix-ups,” says Mehta.
 
Boost to productivity
The new site was outfitted with additional equipment and technology to improve production efficiency and product quality.

In Creative's previous location, it had two offset printing machines: one four-colour and one two-colour. Additionally, it had an automatic punching machine, a semi-automatic punching machine, a platen manual punching machine, and a folder-gluer.

In the new facility, the company upgraded to four advanced printing machines. These include two five-colour plus coater machines, one six-colour plus coater, and a Heidelberg two-colour perfector press specifically designed for printing pharmaceutical leaflets. “In terms of die-cutting, we now have six machines — three Maxima machines, two Heidelberg cylinder machines, and a manual machine,” Mehta says. Additionally, Creative added a Suba Solutions automatic blanking machine specifically for stripping cartons and ice cream cup lids.

In folder-gluing areas, Creative has two machines, one is a Bobst Expertfold with Accubraille GT and one a Bobst Ambition 76. Both machines are equipped with the HHS glue system and the HHS Kurandt Inspection system for the automatic ejection of faulty cartons.

The company also implemented a new enterprise resource planning (ERP) system provided by Indas Analytics to integrate and streamline operations.

“Let's start with production,” says Mehta. “Previously, we were processing around 30 to 40-tonnes of material per month in our old location. Currently, we are processing around 150 to 200-tonnes of board. That's more than four times the productivity increase.”

Mehta adds, “In terms of quality, we have seen significant improvements due to the latest machines equipped with PDC, CIP, spectrophotometers and other features. Our quality checks take place at each stage — before cutting, before printing, after printing, after die-punching, and after folder-gluing. These are all processes we didn't have in place seven to eight years ago. We have also seen the benefits of automation, which has reduced the need for manual labour. All this means our rejection has come down to almost zero, and wastage too is down.”

Further the ERP system and in-house developed software assist the company with stock maintenance and other essential tasks, streamlining our processes, says Mehta. “It helps us keep track of the available stock in the press so that we can plan our jobs effectively. Knowing that a die is available for each new job saves us from having to physically search for it.”
 
Navigating the complexities
Creative does business with numerous prominent companies in Gujarat and throughout India, specifically with well-regarded pharmaceutical companies. Additionally, these brands regularly audit the company. Mehta states, “They perform audits at our facility to verify the presence of all our standard operating procedures (SOPs) and the meticulous documentation of each process to meet their quality standards.”

Thakore adds, “The quality parameters and client expectations were very different in the good old days than today. If we supply cartons like we did a few years ago, we would be out of business today.”

Today, brand plant audits present challenges and benefits for the companies involved. On the one hand, brands face the challenge of ensuring that their suppliers adhere to the necessary standards and regulations, especially when dealing with multiple suppliers across different regions. This can be a complex and resource-intensive process, requiring significant coordination and oversight.

Mehta informs that when brands come for audits, the team takes strict precautions to ensure that it is always prepared, even for surprise visits. “We have streamlined our processes by moving everything online, including line clearance and approvals. If something isn't approved the first time, it won't progress to the next stage. This ensures that our systems are always up to standard.”

Creative Printers' paper warehouse at their site in Moraiya, Ahmedabad

Thakore concurs that while brand audits can be challenging, they can also uncover inefficiencies and opportunities for improvement, leading to process enhancements. "When we talk to the brands, we learn about their stringent audit requirements and use their recommendations to improve our systems. We've established our quality standards and conduct thorough checks before anything goes to press. We no longer rely solely on our suppliers' quality reports, and we can reject them if needed. Our goal is to ensure that everything is thoroughly checked before it is used at our press,” explains Thakore.

Mehta adds, “Previously, the first printed sheet was manually checked. Now, the entire sheet is scanned, checked in the proofreading software, and a report is generated. The spectrophotometer determines whether it falls within the intended shade parameters. Even the ink we purchase is checked to ensure it meets our standards. Also, if we had three people in the quality control department a few years ago, today we have at least three times as many staff.”

There is another positive side to the brand audit. “What you get in return is recognition that the brands give you when you have these facilities. They treat you at a different level. They recognise quality and will give you a better price for the quality. Why would they go to a provider that is not up to standard or audited by them? If they audit you, they are assured that you meet their regulatory requirements,” asserts Thakore.

Smart vendor choices
When it comes to print and packaging production, the selection of vendors for equipment and raw materials supply is a critical decision that can impact a business's overall success. Choosing the right vendors can lead to improved quality, cost savings, and enhanced efficiency, while poor vendor choices can result in production delays, quality issues, and increased expenses.

Creative has a mix of offset presses — three Komori pre-owned presses and one Heidelberg press. Creative preferred the Maxima machine from Excel Machineries as its third automatic die-cutting machine. “One, it's a local brand. Plus, we are sourcing an Indian machine that is aligned with our business needs. The job volume ranges from 2,000 to 15,000 or 20,000. The low quantity results in frequent changeovers. We already own two of their die-punching machines, which allow us to use common dies and make quick changeovers, improving our efficiency,” explains Mehta.

However, Creative has opted for Bobst for the folding-gluing operation. Mehta says, “Most of our cartons are processed by our clients using automated machines rather than being packed manually. Bobst offers superior technology that produces cartons capable of running seamlessly on our clients' packing machines at their desired speed.”

Since Creative primarily serves pharmaceutical companies, the quality and correctness of the printed cartons and leaflets are of utmost importance. For this, Creative uses offline and online inspection systems to maintain standards of pharmaceutical printing. “We use pre-mixed Pantone colours and verify them with a spectrometer to ensure precise colour accuracy,” informs Mehta.

He adds, “We have an online inspection system at every stage, even for foreign languages, which uses metadata. It is not possible for us to manually inspect every detail. Therefore, we have installed multiple options for the scanner and inspection system to generate a report. This report helps us identify any errors or missing elements that would be impossible for a person with 50 years of experience in the printing line to find. In addition to investing in machinery, we understand the need to invest in the latest printing technology and quality control equipment to differentiate ourselves from other printing presses. A good example is the offline carton inspection machine from Autoprint that we recently ordered. This machine will thoroughly check every parameter of the carton. Additionally, we have a spectrophotometer installed on our printing machine for colour correction to ensure accurate colour production.”

Setting the stage for growth
The relocation and expansion of Creative to its new plant in Moraiya have brought about significant positive changes for the company. From improved infrastructure, enhanced sustainability, and energy efficiency to increased production capacity and higher turnover, the move has positioned Creative for continued growth and success in the printing industry.

“Our focus is adhering to strict compliances and ensuring product quality, for which we have measures in place that mitigate the risk of mix-ups and cross-contamination, ultimately boosting productivity and efficiency. The investments in advanced printing, die-cutting machinery and folder-gluers underscore our commitment to delivering high-quality packaging and promotional materials to our clients," explains Mehta.

However, there are challenges, particularly when one has to adhere to quality parameters at lower prices. “It's crucial to strike a balance when satisfying quality control while managing the pressure associated with purchases. We must constantly juggle and aim to increase turnover to reduce overall costs. If it's not feasible, we must be able to say no and not accept every request,” says Mehta.

Creative Printers' shopfloor, which is of double height to minimise the use of electricity by leveraging natural light

Thakore has now taken a back seat but has managed the business for the last forty-odd years. He says, “To be honest, I realised that if I were part of the quoting system, I might not have secured any business. Nowadays, the new generation understands that they must either increase productivity or improve quality to attract customers. The aim is to provide better service, shorter turnaround time, and assure purchasers of better quality to win them over.”

We ask Thakore, in a lighter tone, if he’d want to run the business in today's scenario. “No,” he says. “But if you have high-quality standards and efficient systems in place, it's still possible to run a successful business. Managing the business and balancing the finances is good, but every industry is extremely competitive. We need to find ways to survive in this challenging environment.”

We ask Mehta if it's a challenge. “Definitely,” he says. “The number of new players entering the market and the low prices they offer make it a challenge. It’s better to position ourselves as a top-tier service provider to face less competition.”

That said, Mehta, wearing his accountancy hat, says, “We plan for a two-year timeframe. We create a capital expenditure plan for those two years, and once they are complete, we start planning again. We aim to achieve a growth rate of 10-15% per year.”