IMPLEMENTATION OF DIFFERENTIATED QUALITY MANAGEMENT SYSTEM AND FMEA METHOD IN THE NEWSPAPER PRODUCTION

Original scientific paper A new approach to the FMEA (Failure Mode and Effects Analysis analysis of potential failures and their effects) method implementation in the newspaper production system shows non-compliances that may occur in the selected processes by implementing differentiated quality management system. Each sub-process and work activity within the selected processes in the newspaper production is differentially evaluated, and analysis provides the necessary information about the intensity of occurrence, severity and possible corrective actions in order to achieve and maintain high levels of quality newspaper products. FMEA analysis is presented in the modified tables for the newspaper product production process, and the preventive and corrective actions were recommended based on the results obtained. By performing preventive and corrective actions the occurrence of non-compliance is eliminated or minimized which ultimately makes the process more competitive and removes the non-compliance from the product.


Introduction
Competition and increasing the efficiency have a direct impact on the newspaper industry and investment and search for possible improvements in the production process are necessary to increase profitability.Instead of exclusive care for the improvement in technology, it has become necessary to implement a business model that puts accent on the process performance.Quality management methods have proved to be the options for increasing efficiency of the process.Competition and costs in the printing industry have been steadily increasing, and the increase in profit, which is the goal of any production, can only be achieved by reducing costs and finding and eliminating non-compliance in the production process [1].The application of tools and methods of quality management systems contributes to meeting requirements of the newspaper production for maximum product quality levels.Since the noncompliance in the production process leads to failures and the cause of non-compliance is not always immediately visible and recognizable, the method of failure analysis and their effects or the FMEA method is appropriate to find the cause of these variations.The causes of certain problems are unknown and it is necessary to conduct scientific researches to explore them.Probable noncompliance, its effects and identification of the cause are basic and initial characteristics of this method.The advantage of the implementation of method of failure mode and effects analysis in the production is more and more obvious, and this paper points to its purpose.The newspaper production is conditioned and defined by customer requirements and wishes therefore the application of this method contributes to customer satisfaction and product quality.
FMEA method can be implemented in systems with quality management system that do not meet the quality requirements defined by the standard [2].Orientation to the prevention of all potential failures and elimination and reduction of their effects to the lowest possible level makes this method different in comparison to similar methods.The applicability of the method is reflected in its simplicity and adaptability to all views of a problem.However, there are certain sectors of economy with more frequent application of this method [3].There is a general procedure for the FMEA method implementation, however specific details vary depending on the standards of organizations or activities [4].Following the decision on the team selection for the FMEA method implementation, it is of utmost importance to determine the scope of the FMEA analysis.The quality management differentiation precedes the application of the FMEA in order to avoid unnecessary quality costs.It is recommended to use a flow diagram to determine the scope and ensure the participation of each member of the team responsible for the FMEA implementation [5].

Implementation of the quality management system differentiation
Implementation of the quality management system differentiation in the newspaper printing house is appropriate for the systems which have already implemented one of the well-known quality management systems.From a total of five newspaper printing houses investigated, only one has not implemented the ISO quality management system (QFS).This approach to quality management enables the printing process of a certain newspaper product to be observed in its organizational and technological complexity.
Implementation of vertical differentiation in a simplified form, i.e. degree of complexity in the NP system is shown in Tab. 1.
In Tab. 1 the quality requirements are expressed as: high with grade 3, medium with grade 2 and low with grade 1.The value of the total degree of complexity is expressed as the sum score of organizational and technological complexity and the quality requirements.The degree of complexity for the observed processes was rated in the following way: category I average score for total degree of complexity ranges from 2,5 to 3, from 1,5 to 2,5 in category II and from 1 to 1,5 in category III.In accordance with the quality requirements and a high degree of complexity, the focus of quality management system will be on the processes of high organizational and technological complexity.Due to the effects of QMS implementation, the processes of medium and low technological complexity and quality requirements are expected to be marginalized.In any case, a detailed review of Tab. 1 and histogram in Fig. 1 show that the processes of Preprint and Print have the highest degree of complexity, as well as Graphic prepress, Offset plate production and Newspaper dispatch.This is rather an expected order, and it will be used in further research, analysis and application of the FMEA methodology.

Implementation of the FMEA methodology
Planning, quality assurance and control in the newspaper production system are implemented after the quality management system differentiation and identification of the newspaper production processes with the highest level of technological and organizational complexity and quality requirements.
With respect to the processes, sub-processes and tasks, the tools and techniques of quality management system were selected to detect reasons for the time unnecessary spent in the newspaper production processes and suggest certain corrections to avoid them.All influencing parameters occurring in the newspaper production processes were systematically investigated to determine the areas that are the cause of non-compliance (effects) [6].The process of identifying causes, effect size and leaders of the corrective actions was implemented in three stages according to Fig. 2.
With regard to the problem characteristics, a modified FMEA table was applied as a tool of the quality management system suitable for the implementation of measures for potential improvement.The process of implementation of the FMEA is the use of tools, i.e. analytical method which considers possible causes of non-compliance regarding time, products or production processes and possible ways of their elimination [7,8].This method may identify potential non-compliance within the production process or the product itself, simulate the effect of non-compliance to the end user, identify potential non-compliance in the production and point to the places that need to be controlled in order to reduce and eliminate non-compliance.This method may help to draw up a list of potential non-compliance and develop a method of corrective and preventive measures for their control.The FMEA-tables, not standardized and varying depending on the goals of the analysis, are used for this purpose [9].The entire production process is systematically analysed by this method in order to determine all possible causes of non-compliance.The production process needs to be divided analytically in the sub-processes and all functions of these components need to be determined.This phase of the FMEA-table implementation provides the basic information offered by this method.Based on the reliability assessment grades gained by analysing the newspaper production, the modifications in the processes are carried out in order to avoid possible non-compliance.This procedure is performed by filling the field in the table which calculates the risk priority number (RPN -Risk Priority Number) according to the degree of severity of non-compliance (SEV -Severity), the occurrence of non-compliance (OCC -Occurrence) and the detection of non-compliance (DET -Detection).Assessment of the degree of severity of non-compliance in the process can be viewed from several angles and evaluated numerically from 1 to 10 (1 for no or minimal effects to 10 for drastic effects threatening the system itself).The occurrence of noncompliance in the OCC field is the information necessary for selecting the components to be improved and it results from the nature of the cause of non-compliance.It is also evaluated numerically, from 1 for a very small probability of non-compliance to 10 for an almost certain occurrence of non-compliance.Detection of non-compliance is also evaluated on a scale from 1 for almost certain detection of non-compliance to 10 for absolute improbability for detection of non-compliance [10].

Research and results: creating a modified FMEA table
The modified FMEA-table was used to determine the RPN and obtain its relevant values.The sequence of creating the FMEA consists of defining the production process, identifying possible time lag and evaluating possible effects of non-compliance due to time lag in the newspaper production process.An overall criticality (S) is assigned by taking these influential parameters into account.Possible causes, their character and noncompliance are identified and their strength (O) is assessed.Then the implemented supervision of the workprocesses analysed and probability of detection of non-compliance is assessed by applying current methods of supervision and control (D).
The risk priority number is calculated using the formula: RPN = O × S × D.
In the analysed example the RNP values greater than 100 are considered significant, those ranging from 10 to 100 are less significant, and below 10 insignificant.If the greater RPN value is in question, the component of noncompliance is more complex and should get higher priority when making modifications to the production system [11].

FMEA implementation in the graphic prepress
Next step, upon completion of the analysis and evaluation, is taking corrective actions.The sequence, from the recommendations for implementation of corrective actions to evaluation of the results of the implemented activities, is displayed in the FMEA form created by implementing the following steps in the graphic prepress.
The first part of FMEA form, Tab. 2, shows that RPN values in all seven sub-processes are greater than 100, indicating a demand for the implementation of certain corrective measures.Corrections are based on the results obtained from the cause and effect diagram.
The experiment or corrective actions that can be seen in the second part of FMEA form started upon completing the analysis and evaluation, Tab. 3. The sequence, from the recommendations for implementation of corrective actions to evaluation of the results of the implemented activities is displayed in the second part of the FMEA form by the following steps: I. Recommended corrective actions were implemented.They were in particular associated with improvements in the sub-process of receiving and control of the product elements by developing precise instructions for receiving and control of materials and development of procedures; in the next sub-process -graphic design and development of the product layout -there was no archive with key parameters related to customers (mainly in relation to the advertisements in the newspaper), so the layout and archive with key parameters were created.All sub-processes within graphic prepress process were accessed in the same way according to the identified critical points or areas for improvement.
II. Leaders of corrective action implementation were selected; it means that responsible employees were appointed according to their function in the process of corrective action implementation.
III.A detailed analysis of the implemented activities was performed.
IV. Assessment and analysis of the achieved results were repeated.

FMEA implementation in the offset plate production
In this process the corrective actions are performed upon completion of the analysis and assessment as well.All activities, from recommendations for the corrective action implementation to the evaluation of the results of the implemented activities, are displayed in the FMEA form created by implementing the following steps in the process of offset plate production.
After analysing the first part of the FMEA form, Tab. 4, regarding causes and consequences of the occurrence of non-compliance in the process of offset plate production, it can be concluded that RPN values for all six sub-processes are greater than 100, which leads to demand for corrective action implementation.Recommended corrective actions can be seen in the second part of the FMEA form, Tab. 5, and actual improvements happen in the sub-process of offset plate processing.The perforated finished plates do not fold in order to correspond to distribution by the offset machine cylinders.The implemented corrective action is the transport route adjustment from CtP device to the presscutter for faster plate distribution.In the next process of the file control there was no time lag, so there were no proposals for the process improvement.In further subprocesses the recommended corrective actions were carried out in accordance with identified causes and consequences as seen in the form.Furthermore, leaders of corrective actions implementation were selected, i.e. the responsible employee in the process of corrective action implementation was appointed.Next step was analysing the activities undertaken and the repeated evaluation and analysis of the results obtained.

FMEA implementation in the preprint stage of production
The corrective actions in the preprint stage of production were performed after completing the analysis and evaluation.All activities, from recommendations for the corrective action implementation to the evaluation of the results of the implemented activities, are displayed on the FMEA form created by implementing the following steps in the preprint stage of production.
Based on the time lag effects, its identified causes, the recommended corrective actions were performed due to the fact that the first part of the FMEA form in Tab.6 shows that RPN values in all five sub-processes were greater than 100, indicating the demand for corrective actions starting from sub-process of production preparation in which productions were not sorted by product and technical parameters.
Recommended corrective actions are completed.In further sub-processes, the recommended corrective actions were carried out in accordance with identified causes and effects, as seen in the second part of the FMEA form, Tab. 7. The leaders of implementation in certain sub-processes in which corrective actions were taken, i.e. the responsible employees were appointed.Next step was analysing the activities undertaken and the repeated evaluation and analysis of the results obtained.

FMEA implementation in the printing process
The corrective actions in the printing process were performed after completing the analysis and evaluation.Recommendations for the corrective action implementation, evaluation of the results of the implemented activities, and responsibilities of employees are displayed on the FMEA form created by implementing the following steps in the printing process.Since the printing process is a demanding phase in the newspaper production, the sub-process "start of the printing process's" divided into: time needed to reach equilibrium, time up to minimal ink layer, time up to the moment of receiving the first correct newspapers copy is extended and time of communication between foreman of the rotation and dispatch.In each of these phases the full range of time lag effects was detected as seen in the first part of the FMEA form, Tab. 8.The recommended corrective actions relating to time lag in the sub-process "start of the printing process" in prolonging the time needed to reach equilibrium are caused by settings not set to the minimal ink layer.The effect of prolonged time for applying enough ink is caused by not measuring surface temperature of the paper rolls.In all successive subprocesses the recommended corrective actions were carried out in accordance with the identified causes and effects, as seen in the FMEA form, Tab. 9.These corrective measures were carried out by the carriers of implementation, i.e. responsible employees were appointed in the process of corrective action implementation.
Next step was analysing the activities undertaken and repeated evaluation and analysis of the results obtained.In assessing the results after implemented activities in the second part of the FMEA form, Tab. 9, it can be seen that production phase of time up to applying enough ink reaches the RPN of 96, the RPN of the production phase of time up to receive the first copy of the newspapers is 120, and the time of communication between foreman of the rotation and dispatch revealed two cases noncompliance is 100.It is obvious that there is still room for implementing new corrective actions, but since it is about a small time savings, the need and effectiveness of further implementation is under consideration.

FMEA implementation in the newspaper dispatch process
In the newspaper dispatch process the corrective actions were performed after completing the analysis and evaluation, shown in Tab.10.All activities, from recommendations for the corrective action implementation to the evaluation of the results of the implemented activities, are displayed on the FMEA form created by implementing the following steps in the process of dispatch.
Recommended corrective actions are related to the improvements in the sub process of preparing the stacker by making maximum packet size in the newspapers packaging due to unnecessary handling of a large number of packages, which saves time.And in a further subprocess, as seen in the FMEA form, Tab.11, the recommended corrective actions were made in accordance with identified causes and effects.The leaders of the corrective actions implementation in certain subprocesses, i.e. the responsible employees were appointed.Next step was analysing the implemented activities and the repeated evaluation and analysis of the results obtained.

Conclusion
Control of the production processes is important, especially in the newspaper production, and the methods for controlling the process quality as well.Based on the results of this study it can be concluded that there are noncompliances which extend the time of the newspaper production in certain phases ultimately leading to the price increase and the lack of competitiveness.Besides quality, the price of graphic products is one of the crucial parameters for surviving in competitive markets.Therefore, the quality control, by including all influential parameters and not just the production time, cannot be left to chance or the assumption that a competent and quality newspaper product will be made in an optimal time frame meeting the customer requirements.It takes a systematic approach to improve the quality of the newspaper product and production process using methods of quality management system that will reduce the incidence of time lag and ultimately remove it from the newspaper production system.This paper confirmed the usability of the FMEA method in the newspaper production.

Figure
Figure 1Degree of complexity of the newspaper production processTab. 1 shows that vertical differentiation conditioned by the organizational and technological complexity also represents the starting point for the quality management differentiation in the organization of the newspaper production.The survey on organizational and technological complexity and quality requirements was conducted in five newspaper printing houses marked in the study's I, II, III, IV and V.In accordance with the quality requirements and a high degree of complexity, the focus of quality management system will be on the processes of high organizational and technological complexity.Due to the

Figure 2
Figure 2 Phases in identifying the causes, effect size and leaders of the corrective actions

Table 1
Degree of complexity in the newspaper production system

Table 2
Adapted FMEA form for the process graphic prepress I part

Table 3
Adapted FMEA form for the process graphic prepress II part PRODUCTION PROCESSES

Table 4
Adapted FMEA form for offset plate process I part

Table 5
Adapted FMEA form for offset plate process II part PRODUCTION PROCESSES

Table 6
Adapted FMEA form for the preprint stage of production I part

Table 7
Adapted FMEA form for the preprint stage of production II part

Table 8
Adapted FMEA form for the printing process I part

Table 9
Adapted FMEA form for the printing process II part PRODUCTION PROCESSES

Table 10
Adapted FMEA form for the newspaper dispatch process I part

Table 11
Adapted FMEA form for the newspaper dispatch process II part