In the last article we discussed the core labelling and artwork processes. In this article we will discuss some of the processes which interface with these core processes.
The artwork process does not operate in isolation. It is a process which relies on information and activity in many other processes in order to operate successfully. Furthermore, some of these processes are owned and operated by organisations external to the company who owns the core process. Some typical examples of these interfacing processes include:
- Change control process;
- Production planning;
- ERP data management process;
- Physical packaging development process;
- Company core datasheet development;
- Component code management.
The design of the artwork process must clearly take account of each of these interfacing processes. For each process it should be clear at which point the interface(s) occur, what information is interchanged between the processes and in what format.
When designing the artwork process, it is highly unlikely that all of the interfacing processes will provide exactly the right information in the ideal format to support the new artwork process. Consequently, analysis will have to be done in each case to decide the best way forward. In some cases it will be necessary to modify the interfacing process to meet the ideal needs of the artwork process. In other cases it will be necessary to modify the design of the artwork process to accommodate the constraints of the interfacing process. In many cases a compromise solution will result. In some cases it may be necessary to phase the implementation of the new process, initially implementing a less optimal solution which can later be optimised when the corresponding interfacing process can be modified.
This series of articles, taken from our book Developing and Sustaining Excellent Packaging Labelling and Artwork Capabilities, describes the key capabilities required to deliver right-first-time packaging artwork in today’s environment. They also discuss potential future developments in the area to help the reader design any improvement activity with these in mind. Finally, they look at how an organisation can go about understanding how they need to adapt and improve their capabilities to meet their evolving business strategy and go about the often complex change-management journey to achieve it.