As a commercial printer, I need to stay up-to-date with developments in quality and colour management, such as ISO 12647. I’ve been heard about TS 10128, but I don’t know what it is for.

ISO TS 10128 is the fourth leg of the stool that I call standardised printing. The first leg is the ISO 12647 series of standards, which specify the process control aims for a variety of printing conditions. Characterisation data is the second leg and defines the specific relationship between CMYK input data and printed colour, for printing in accordance with ISO 12647 or any other specification. The third leg is colour management, which lets us adjust input data (usually camera, scanner, or computer RGB data) so that it will have the intended appearance when printed, typically using colour management profiles based on characterisation data.

What to do when the print on the press doesn’t match the aim characterisation data has so far been left to the user. This is the missing fourth leg, which ISO TS 10128 addresses.

It is assumed that with proper inks and substrates, the single- and two-colour solids will be the correct colour (note the aims are colour, not density). The problem is usually in the overprint colours that make-up the bulk of the image. The CMYK values must be systematically adjusted so that these overprint colours are correct in both lightness and colour. The only options available are single-colour adjustment curves or colour-management device link profiles.

ISO TS 10128 defines two methods for determining single-colour corrections. One based on matching classic TVI curves and the other based on the use of near-neutral scales to better take into account issues of trapping and ink transparency. It also provides guidance on use of device link profiles and the reasons for their use.

Together, these four legs enable printing goals to be both established and achieved in a consistent, standardised way, wherever they are applicable. Anyone involved in print should be familiar with all four legs of the stool – each is critical for quality print.

David McDowell, chair of the US delegation to ISO TC130

I want to invest in an asset-monitoring system to ensure we meet our KPIs. I want to make sure my staff understand that they will benefit. What is the best way to roll out such a system?

Print companies went through tremendous changes in recent years to adapt to new customer requirements, streamline the workflow and improve flexibility. As a mature industry, the focus in the future will be on further cost reduction to remain competitive.

Asset monitoring is the next logical step in that process, allowing companies to reduce waste, further automate processes and cut out administration.

Modern monitoring systems cover not only assets, in form of presses, converting machines and distribution systems, but also stock, in the form of paper reels, pallets and produced goods as well. Only an approach that addresses the whole business will deliver the savings you want. Interfaces extract all the required information from equipment and presents it to managers in the required format. RFID systems for reels and pallets allow the integration of the raw materials and final products into the converting process to provide full traceability and track any performance issues.

An important focus is centralising management functions for multiple sites, including data analysis and control in real-time. Management by exceptions is enabled by setting rules and focusing on areas requiring improvement. Gains in efficiency will lead to less waste resulting in a better carbon footprint and fulfilling new pre-treatment waste obligations. Preventive maintenance and renewal budget control can be integrated without too much effort. This new ‘employee of the year’ works 24/7, does not need holidays or breaks, runs 100% correct reports, highlights any non-conformance in real-time and costs only 25p per hour.

Employees profit from the system as unwanted administration tasks are removed and better access to real-time information allows operators to take decisions without waiting for supervisors to confirm what they know in the first place.
Martin Gercke, commercial director, RFTRAQ

As finances tighten, I need to make sure company expenses are controlled efficiently. What is the company allowed to write off against tax and are there any good systems I can put in place to ensure proper monitoring?

There are a number of things you can do to control expenses. Firstly, set out in writing what is allowable. For example, are taxi fares allowable or do you always expect staff to use public transport? Should they travel in business or economy class? Entertaining clients is an area that staff also need to be clear on. Are there any limits? For instance, can they entertain customers or suppliers to both lunch and dinner? Some firms pay employee’s professional fees and training costs. Again, what is allowed and what are the limits?

Secondly, make sure all expenditure is checked and authorised. Who do staff need to get the ‘okay’ from if they want to bend the rules? Apart from you, is any member of staff allowed to authorise expenditure above the guidelines?

Thirdly, keep separate budgets for travel, entertaining and hotels within the accounting system and regularly check the expenditure against the budget figures. Some accounting packages do this routinely once the budget figures have been input. Ask staff to explain any variances.

Company credit cards can be used to aid control and accounting of staff expenses. Firm guidelines on expenditure must be in place and the monthly statements vetted and approved.

The expenses claimed against income for income tax purposes must be wholly and exclusively for business purposes. Most travel expenses are allowable, but generally entertaining costs are not. Hotel accommodation is also allowable. Mileage on staff personal cars is allowable provided it does not exceed HMRC guidelines. To claim car expenses against profits, you need to keep a record of mileage.

Probably the best place to look for further information on expenses is the Inland Revenue’s website, www.hmrc.gov.uk
Clive Lewis, head of SME issues, The Institute of Chartered Accountants in England and Wales