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Survey RIND A journal of the Press Institute of India - Research Institute for Newspaper Development Bharathan Publications offerings: (From left), Kalki, the flagship magazine; English and Tamil versions of Gokulam, targeted at children; and Deepam, the latest in the fold; and (below) Mangayar Malar over the years, a staple part of many Tamil homes. FEBRUARY 2012 | VOLUME 33 | ISSUE 2 | RS 40 Dinamalar launches new Android tablet app Total Productive Maintenance in newspaper production Colour gamut reduction in a coldset process Go for honest news, objective views www.rindsurvey.com Forging a special bond with readers

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SurveyRINDA journal of the Press Institute of India - Research Institute for Newspaper Development

Bharathan Publications offerings: (From left), Kalki, the flagship magazine; English and Tamil versions of Gokulam, targeted at children; and Deepam, the latest in the fold; and (below) Mangayar Malar over the years, a staple part of many Tamil homes.

FEBRUARY 2012 | VOLUME 33 | ISSUE 2 | RS 40

Dinamalar launches new Android tablet app

Total Productive Maintenance in newspaper production

Colour gamut reduction in a coldset process

Go for honest news, objective views

www.rindsurvey.com

Forging a special bond with readers

••

••

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1February 2012 SurveyRIND

While interviewing Lakshmi Natarajan, editor and managing director at the Kalki Group, two things she said struck me. “Speak the truth. Everything is contained in that. To speak the truth we should know the truth, so we should be there and ensure for ourselves that we give a true story,” she said. The other thing she said: she believed in giving readers a lot of respect. “My reader is my customer.” It also struck me as more than a coincidence. Because hardly two weeks ago, at a seminar on new media in a Kolkata college, Prof B.K. Kuthiala, vice chancellor, Makhanlal Chaturvedi National University of Journalism, Bhopal, using a Punjabi folk parable, referred to the importance for a journalist to keep in mind three things: Am I speaking the truth, am I doing something immoral, or am I creating friction between people? If the answer is ‘no’ to all the three, then you don’t have anything to worry, he said. Two senior people in the media, on either side of the Vindhyas, speaking the same language. There is just no substitute for honest and truthful reporting. Journalists must understand this, and introspect.

Indeed, it is the speaking of the truth and the attempt to bring credibility that has enabled Mangayar Malar, one of five magazines published by the Kalki Group, to develop quite a remarkable rapport with readers. Significantly, the magazine has no staff reporter, with 70 per cent of the content contributed by readers. Recently, the magazine was chosen by the All India Confederation of the Blind as one of five in India, for publication of the Braille edition. Our cover story captures the Mangayar Malar milestone and also how the magazine has been able to register an enviable readership figure and build an extraordinary bond with the ‘customer’, and all that with less than ten people comprising editorial and office staff. An effort has also been made to bring some background perspective to the group, especially of the flagship magazine, Kalki, which is just past its 70th year of publication, and of its founders.

There was a time when organisations (mostly manufacturing) were vying to be accredited for ISO Standards. For some companies, especially those looking at markets overseas, that alone was not enough. Gaining British Standards, the French AFNOR or the German Kitemark was necessary if any thrust was to be made on the export front. Then, there were other standards to achieve – the South African Bureau of Standards, WHO Standards… A few companies were indeed accredited for all of these. So, every month there would be some auditor or the other verifying processes and systems to see whether the standards were being adhered to. It was soon thereafter that terms and phrases such as Six Sigma, Kaizen and Total Quality Management became an integral part of the lexicon of business and enterprise. In this issue, Manoj Mathew dwells in detail about Total Productive Maintenance in newspaper production. Of course, more difficult than achieving standards is maintaining them. The article provides tips on how

The compelling need to speak the truth

FROM THE EDITOR

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2 February 2012SurveyRIND

systems can be improved and production accelerated by eliminating spoilage, waste and productivity interruption.

Dinamalar continues its surge on the digital platform with the launch of the Android tablet app, which promises to offer users a more “optimised and dynamic reading experience”. WAN-IFRA’s Manfred Werfel distils the technicalities of ‘colour gamut reduction’ into a more understandable ink-on-paper reader experience. Readers have become more discerning (not only in the aspect of seeking better content) and the dream of any newspaper publisher is to enhance the experience for the reader, even if it means adding fragrance to the newspaper, just like The Times of India in Chennai surprised readers on New Year Day (see General News). However, it is important to get the basics right: paper and ink quality, and an understanding of the printing process, and that’s the point Werfel tries to drive home.

At the Kolkata seminar, Ravindra Kumar, editor and MD of The Statesman, made a pertinent point: “…if you are looking for accurate news, well-edited copy, well-produced newspapers, articulate television channels which give you a multiplicity of opinions and then ask you to choose, if you do not wish propaganda to masquerade as news, then you must appreciate that there is a cost involved to effective news gathering, in having a reporter check, double-check and cross-check his facts…” And how has online media changed the paradigm of reporting and writing? Well, do read Shoma Chatterji’s ‘transition’ experience from print to online.

Salman Rushdie has been in the news lately. The Satanic Verses is banned in India but was it right in having denied entry to its author, is the moot question. Eminent jurist Soli Sorabjee raised the point on television many times and in his newspaper column as well and, here, eminent journalist S. Muthiah makes the very same point – that “the rights of a person of Indian origin not charged with any crime have been trampled on more heavily than any ban on his writings”, and that the issue is not really one of freedom of expression. He adds that in today’s world, owners, advertisers and readers call the shots, and comment and fact can be influenced, even curbed. Rather frightening, indeed.

Sashi Nair [email protected]

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C o

n t

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t sFebruary 2012 | Volume 33 | Issue 2

It’s a regional magazine for women that has grown and changed with the times. It has a huge readership, but more than that it enjoys an extraordinary rapport with readers, so much so that it has over the years become a sounding board, a reference point for all things related to women and more. Significantly, the magazine does not employ one reporter; 70 per cent of the content is reader-generated. There is no mention of cinema, very little of television, and politics only if it concerns or affects women. Indeed, even today, empowering women is the raison d’etre, getting them exposed to the work and social environment. And, yes, credibility ranks right at the top. In its 32nd year, Mangayar Malar has just launched a Braille edition.

SurveyRIND

Bringing women out of the kitchen, to the open world

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From the Editor 1

Improved productivity in newspaper presses 18

Dinamalar launches new Android tablet app 36

Colour gamut reduction in a coldset process 38

‘If it’s honest news, objective views… go for it’ 42

Making the transition from print to online 46

The question of free expression 52

Industry Updates 54

General News 66

Calendar 70

SurveyRIND

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6 February 2012SurveyRIND

Bringing women out of the kitchen, to the open world

The cover page (top, left) of the Braille edition of the Mangayar Malar issue (below).

It’s a regional magazine for women that has grown and changed with the times. It has a huge readership, but more than that it enjoys an extraordinary rapport with readers, so much so that it has over the years become a sounding board, a reference point for all things related to women and more. Significantly, the magazine does not employ one reporter; 70 per cent of the content is reader-generated. There is no mention of cinema, very little of television, and politics only if it concerns or affects women. Indeed, even today, empowering women is the raison d’etre, getting them exposed to the work and social environment. And,

yes, credibility ranks right at the top. In its 32nd year, Mangayar Malar has just launched a Braille edition. Sashi Nair reports

Mangayar Malar released its Braille edition on January 4 this year, to coincide with the 203rd birth anniversary of Louis Braille. The first copy was released in Delhi. In Chennai, the occasion was marked by a small release

function. Even before the release about 350 subscriptions had come in. It was the Delhi-based All India Confederation of the Blind (AICB) that

approached Bharatan Publications (publishers of the magazine) through its southern regional office in Chennai. On behalf of AICB, Muthuselvi, its representative, contacted Lakshmi Natarajan, managing director, Bharathan

Publications, and editor, Mangayar Malar, saying it had come up with a proposal to have in the Braille edition four or five regional magazines in India. From among Tamil magazines, Mangayar Malar was selected. A lot of background work in terms of reader research was conducted by Muthuselvi and her team before selecting Mangayar Malar and the other magazines.

In the Braille edition of Mangayar Malar, all the pages from the print edition do not appear. Between 80 and 100 pages from the print edition are selected by AICB. Every printed page means three pages in the Braille edition (it is sponsored by the Marga Schulze Foundation, Germany). It is quite an expensive proposition. AICB has its own press (in Delhi) and is a world leader in Braille print. The text (content) is converted in Chennai and the printing is done in Delhi. “That’s the arrangement. A nominal subscription – about Rs 120 a year – is charged since AICB doesn’t want copies to be offered free. I hear that subscriptions have now crossed the 500-mark. We have had tremendous support from readers for the venture. Fifteen readers had sent letters, saying that nothing would give them more happiness than having

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7

Lakshmi Natarajan, who has been at the helm of the Kalki Group for more than a year, belongs to the Kalki family (part of the third generation, she is the daughter of K. Rajendran, granddaughter of T. Sadasivam and M.S. Subbulakshmi on her maternal side, and Kalki on the paternal side). She does not get into the day-today working of the magazines, saving her functions more for conceptualising. “The foundations that were laid are very strong,” she says. “We believe in the vision – welfare of the nation – and are carrying it forward. Whatever we do, credibility is right at the top. ‘Commercial’ will probably lie at the bottom.” Here are her thoughts on specific issues:

We give readers a lot of respect – Lakshmi Natarajan

Biggest challenge: The biggest challenge for the newspaper industry in India today is the cost of newsprint. As a percentage, the cost you incur for newsprint is very high. Unless you have a solid backup from advertisements, it is difficult. Newspapers have an advantage, they get government ads. Magazines don’t, and periodicals are finding it difficult to get advertisements these days, with the electronic media taking up a large chunk of the ad pie. There is a definite impact on revenue. Also, the newspaper or magazine is for a person’s intelligence; it’s not a necessity in that sense, so you can’t really compare it with a consumer product. You can survive without it, unless you want your intelligence to be nurtured, or you are looking for some dirt.

Future of print: The Western world has already moved to the Internet, e-publishing etc. Studies say that in India it will never be as bad because people take pride in possessing a newspaper or magazine. It’s a personal thing, the touch and feel. It’s part of our culture. In every country there is a similar population. However, will my daughter read Kalki is the question I have to ask; she would probably glance through the pages. Today, the visuals catch the eye. Thus, layouts have changed. Managayar Malar of 25 years ago was filled up with text.

Reporting skills: A reporter need not necessarily be a journalist or an editor. But the person working at the desk definitely needs some training, some skills. From the time Kalki and Sadasivam were there, what they had done to the institution and to the outer world was that they trained a number of writers and even converted them into journalists. New writers are always encouraged. We need to do this in a more professional manner, though. The most important thing is for the reporter to do some homework before meeting somebody.

Credo: Speak the truth. Everything is contained in that. To speak the truth we should know the truth, so we should be there and ensure for ourselves that we give a true story. Your conscience is then clear. The advertorial concept is picking up very fast, but we are not close to such ideas. We don’t do an advertorial that is based on a write-up sent by somebody. We send somebody to meet the client; we ensure the client has valid information to provide, and that his credentials are okay. Even when our reporters write, stories are based on interviews. Advertising is different. So are opinions. But when it is an article, we ensure we are there.

Competition: Whatever you say, whenever there is a new magazine in the same niche – it is true of any FMCG product also – the No. 1 gets hit. Any women’s magazine is competition; that is how we have to take it. If you are looking at numbers, then it is a different issue. For me, competition can come in content, layout, presentation. We are closely connected with readers and have never let go of it. We give readers a lot of respect; my reader is my customer. We must keep her happy, be it replying to a letter or answering a telephone call. As an editor I make sure that if there is somebody who wishes to talk to me, I will. Even if it is just a New Year greeting, I take the call. Our editing team never misses out on events. We like to interact with readers, and they are happy too.

Lakshmi Natarajan, managing director, Bharathan Publications Pvt Ltd, publishers of Kalki, Mangayar Malar, Gokulam and Deepam.

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8 February 2012SurveyRIND

the magazine produced in the Braille edition for the benefit of visually impaired women,” says Natarajan.

Even visually impaired people have been ‘listening’ to Mangayar Malar through regular readers. “Mangayar Malar is not and has never been just a magazine. It has been a movement. Whatever we do, for any activity of ours, we have our huge readership with us all the time. That’s the greatest success of this magazine,” Natarajan stresses, adding, “The Braille edition is a big milestone for us. There are many women’s magazines today. If Mangayar Malar was chosen, it speaks for itself.”

Actually, it was not the team at Mangayar Malar that had thought of bringing out a Braille edition. It was AICB that sent a letter and invitation. “From there we took it forward. Their focus was also on empowerment of women, particularly visually impaired women readers. They wanted to bring the women a little more to the forefront, give them the confidence, just as Mangayar Malar was doing 30 years ago when we started. We then got into an agreement with the institute,” explains Natarajan.

Natarajan strongly feels that issues such as women empowerment and the uplift of women need to be talked about even today. “May be the pole has to be different, the way you present it has to change with the times. That’s what we are doing now. Thirty years ago, we needed to do it more with sentiment and emotion. That sort of sentimental approach is not necessary today. We are still talking about issues that need to be addressed, where women

Photo

s: SN

/Man

gaya

r Mala

r

Brinda Jayaraman, counsellor, and K. Radhakrishnan, additional director-general of police, Tamil Nadu, hold the first copy of the Braille edition of Mangayar Malar as (from left) Anuradha Sekhar, executive editor; Muthuselvi, AICB; Sister Rita, principal of Little Flower Convent for the Deaf and Dumb; and Lakshmi Natarajan MD, Kalki Group, applaud.

R. Harikrishnan, press-in-charge (extreme left), with workers on the shop floor at the facility in Ekkaduthangal.

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Anuradha Sekhar, the executive editor of Mangayar Malar, has been with the Kalki Group for many years. Sekhar shares a close rapport with Lakshmi Natarajan and they usually find themselves on the same wavelength on matters relating to content, layout etc. Sekhar is passionate about her work, says she’s never had one boring day in office, and hasn’t even noticed time fly by. Here are her thoughts:

We owe our success to our readers. The magazine has developed the way they have wanted it. We do have themes depending on the season, also based on the letters we receive. For example, if there is a common thread running through a few letters that hinge on a theme, we take it up. In fact, we ourselves come across issues in our daily lives. I come from a middle-class background. If you get into a car and alight at the office you may not be aware of the problems that exist. It’s only when you walk

Readers treasure what we publish: Anuradha Sekhar

Anuradha Sekhar, executive editor, Mangayar Malar.

The cover page of the magazine unfailingly catches the eye.

that you know what’s happening around you – whether train services have been affected on a day, for example. Whether it is about renewing a ration card or booking a gas cylinder refill, I know what is to be done. Our readers write about such issues and, thus, it’s easy to understand them and get my point across to Madam (Natarajan). These are issues that matter to women even today; men are oblivious of such.

Women talk about their problems freely and truthfully; sometimes, even men do. If they write to us, they usually do not mention their names. But on the phone, they are quite open. They do write to us on issues, such as mother-in-law and daughter-in-law problems. And women phone in only when they have problems. I’ve received calls I can never forget

– from a woman wanting to check on a fact because her son had a general knowledge test the following day, and another who called in to find out how to conduct sumangali prarthana as her daughter, a Christian, was about to marry a Brahmin.

Readers call us to get the contact numbers of advocates, doctors, skin specialists, fertility centres. Many seek wise counsel. Recently, there was a remarkable incident of a reader having remembered what was mentioned in one of our old issues – about a possible way to get memory back by replaying old tapes etc.

It eventually worked on her husband, 68 years old, and here they were in our office, having coming to thank us. Mangayar Malar is not thrown away after being read. Readers treasure what we publish and often keep the content in mind. They stock volumes at home. Bound volumes of recipes are often kept inside the bags of daughters when they leave home and go away to reside elsewhere.

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10 February 2012SurveyRIND

have difficulties. These are still spoken about. I don’t think people today like advice. So we are giving it in a different tone, a more friendly tone. We cannot speak the same language or adopt the same style that we did 30 years ago. That’s the only difference.”

Mangayar Malar, with a circulation of more than two lakh and a readership of 13.5 lakh, is now being taken to the third generation of readers. The magazine has a presence in women’s colleges and at events conducted by the publishers. Seventy per cent of the magazine content is contributed by readers, based on experience, feelings, success stories and problems. “A reader is able to relate to a story spontaneously, that’s the secret of the success of the magazine. We do not change the tone of the reader, while

Other magazines in the Kalki stable

Checking for consistency of ink on the page.

KalkiKalki is the flagship magazine of the Kalki Group. The magazine was founded in 1941 by Kalki

Krishnamurthy, and M.S. Subbulakshmi and T. Sadasivam. It provides “wholesome entertainment for the whole family” and has a readership of about seven lakh, week after week. The reportage is unbiased; there is no socio-political bent. The objective is to provide a national perspective, following high standards of journalism. The magazine is touted as “an ideal medium for health and therapy products, travel, books, banks and insurance, education, investment and financial products…” Although the circulation numbers for Kalki may not be in lakhs, it has a core readership, a number of loyal readers. Readers and advertisers have grown to value its unbiased political reviews, its literary values, and credibility. There have been changes, ups and downs; the difficulty mainly has been in attracting the next generation to read. “What the younger generation is looking for, seems to be wholesome entertainment. It is difficult in that sense. As an institution, we don’t do table journalism. We avoid sensationalism, sex and violence. Our vision does not allow it nor do we believe in talking on those grounds. Even if it means to just give a lead or a title meant to sell a story, without any content. We don’t compromise on all that. So, it’s a challenge,” says Lakshmi Natarajan, managing director, Kalki Group. There are reporters for political and current issues. Most stories have a social bearing, a national thought.

The idea is also to drive intelligent and thought-provoking discussions. Kalki features clean, serious and well-meaning cinema.

GokulamGokulam in English has a wider reach; the Tamil edition caters to the Tamil Nadu market.

The magazine targets children from Class 3 to Class 9 and inculcates values. The English edition is in line with Mangayar Malar, with contributions coming in from children. There

are students writing in from Arunachal Pradesh and Tripura. The objective is to kindle creativity, enhance the reading habit, and encourage ‘young journalism’. On

offer is a blend of modern ideas and traditional values.

DeepamDeepam is the baby in the group. A spiritual magazine, it was launched in September

2011 and targets the 40-plus-year age group. The content is about betterment of life and the betterment of an individual as a person. The editorial team is open to featuring stories cutting across religions.

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12 February 2012SurveyRIND

editing. The corrections are made only in the language and in the presentation,” Natarajan points out. “There is another duty that has cropped up,” she adds, “Women of this generation are crossing barriers, talking about equal rights, are far more demanding, and crossing limits and treading on the other side. We are talking about such issues also, as well as dress codes, cultural habits, values, generation gap issues.”

Significantly, Mangayar Malar readers constitute its reporters. There is no reporter on the paid rolls. Articles are of course invited from top-line writers. The story about a successful woman in Rajapalayam, for instance, is identified by a reader. “We build on such leads and don’t go just by the information we receive. We talk to

‘Kalki’ Krishnamurthy, along with his dear friend T. Sadasivam and wife M.S. Subbulakshmi commenced publication of Kalki magazine in 1941. Subbulakshmi acted in the film Savithiri as Sage Narada solely for the purpose of financing the journal. Sadasivam became the founder-managing-director. Krishnamurthy, being a patriot, made the most of the political scenario with his facile pen; his editorials and literary output were lapped up by Tamils all over India. Sadasivam had a tough time coping with the increased demand for the magazine on the one hand and the non-availability of news print (on account of the war) on the other. Krishnamurthy, Sadasivam and Subbulakshmi were great admirers of Rajaji and the magazine stood by the latter at every turning point throughout his life. He in turn guided the journal in its political philosophy and literary outlook.

The great Tamil savant T.K. Chidambaranatha Mudaliar also influenced

How it all began... and grew

and shaped the nature and ideals of the journal. Even today, the memory of Kalki Krishnamurthy, Sadasivam, Rajaji and T.K. Chidambaranatha Mudaliar exert a wholesome and healthy influence on the magazine and its editorial team. Subbulakshmi’s outlook of impeccable good taste in art became the magazine’s watchword. Over the years, Kalki, a product of responsible journalism, has shown no fear or favour while being outspoken in its criticism of men and matters. Firmly believing in free enterprise, it has ceaselessly campaigned on many issues for the good of the country and democracy. It has strived to shape public opinion on many important issues facing the country. For instance, Kalki carried an active campaign against smoking and gave up publishing cigarette advertisements long before such bans were imposed.

Successive editors – Mi Pa Somu, Kalki Sadasivam, K. Rajendran and Seetha Ravi – worked hard to maintain the lofty ideals. Six serials published in Kalki have won Sahitya Akademy awards - a record. In one instance, the Supreme Court was moved by a writ petition based on an article in Kalki to send a directive to the State Government for immediate remedial action. It also led Kalki to receive the Dinamalar Award for investigative reporting.

Workers stack copies of Tughlaq, which is printed at the facility.

A March 28, 1948 issue of Kalki.

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14 February 2012SurveyRIND

the person and find out more. We get the cue or reference from the reader, but we do our duty of double-checking. We constantly think of columns to which readers can contribute, whenever we re-visit our formula,” says Natarajan.

The formula is fairly broad and readers generally know it – the magazine is made up of experiences, spiritual columns, three short stories, tips that appear from beauty to household maintenance to health etc. Readers contribute to the ‘subtitles’. Special issues are brought out during festivals such as Navaratri. But there is no cinema. There is no politics unless it has to do with some government scheme that women have to be aware of. And there is very little mention of television. “We are talking about an extended environment for women – a social circle environment, a work environment, friends and next generation. Thirty years ago, it was probably a restricted environment,” says Natarajan.

‘Kalki’ Krishnamurthy Kalki is the pen name of the famous Tamil writer, R. Krishnamurthy. He was

born in 1899 in a village in Mayuram District, Tamil Nadu, and from humble beginnings rose to scale heights as a journalist, writer and social worker. Though a brilliant student of National College School, Tiruchirappalli, he was one of those who boycotted school to court imprisonment during the Non-cooperation Movement, just before writing his final examination. He was jailed for a year for his seditious speeches in 1922.

Krishnamurthy received his preliminary journalistic training at Madras under Vi Kalyanasundara Mudaliar, a great Tamil scholar and editor of Navasakthi. Later, Krishnamurthy joined the Gandhi Ashram in Thiruchengodu (Salem District), which was then run by C. Rajagopalachari or Rajaji as he was affectionately called. While at the ashram, Kalki helped Rajaji edit Vimochanam, a journal intended to promote awareness on the evils of alcoholism. In his spare time, he also contributed to Ananda Vikatan under the pen name, Kalki. The publisher, S.S. Vasan, was so impressed by Kalki’s writings that he requested him to be the editor of the journal. Krishnamurthy accepted the post and raised the merit of the magazine several-fold within a short period.

Krishnamurthy, imprisoned in 1941 for individual satyagraha, had to leave Ananda Vikatan. He then started the journal, Kalki, on August 1, 1941 with the active cooperation of his good friend T. Sadasivam and wife M.S. Subbulakshmi. Kalki Krishnamurthy wrote on almost any subject that drew his attention. Novels, short stories, skits, literary and art criticisms, travelogues, poems, and political essays flowed from his pen. Both the journal and he grew in popularity. The very first historical novel in Tamil, Parthiban Kanavu, was written by Krishnamurthy and serialised in Kalki. Then followed the immortal classic, Sivakamiyin Sapatam, and the magnum opus Ponniyin Selvan.

Krishnamurthy was also an active social worker and reformist. He utilised his pen and the journal to tackle social problems such as child marriage, illiteracy and ‘untouchability’. He was one of those responsible for the renaissance of the ancient art forms of Tamil Nadu –Tamil Isai, Bharata Natyam, drama and sculpture. The dialogues he wrote for Thyagaboomi and Meera were resounding successes.

Kalki Krishnamurthy passed away on 5th December 1954. The Sahitya Akademy Award was bestowed on him posthumously for his novel Alai Osai, which had the freedom movement as its background. Many of his works have been translated into all the important languages in India and also in English, German and Russian.

‘Kalki’ Krishnamurthy.

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“Even if the content is only four or five lines long, or it is a small tip, we publish with names, and readers feel happy. We try to maximise the number of names that appear in Mangayar Malar. The ‘Ahah-50’ column had carried 50 tips each month; the Kuttybook (a 64-page booklet half the size of the main magazine) had tips, recipes, kolams, mehendi designs, information on temples, two-wheeler maintenance, and motivation for self-employment.

“Mangayar Malar has brought the

T. Sadasivam was born to Mangalambal and Thyagarajan on September 4, 1902, and hailed from Manakkal in Trichy District. His early school days were in Kadayapatti near Pudukkottai. He developed a great interest in reading books even while young. Inspired by the patriotic speeches and writings of Lala Lajpat Rai, Bipin Chandra Pal, Lokamanya Tilak and Sri Aurobindo, Sadasivam gave up studies and joined Subramania Siva of a then revolutionary group in Tamil Nadu. The one aim of young Sadasivam in those days was “to throw a crude bomb on an Englishman, kill him, and get hanged for it!” Besides being an effective speaker and writer in English and Tamil, Sadasivam was a good singer too and when he sang poet Subramania Bharathi’s patriotic songs with fervour, many were inspired to join the freedom movement.

There came a turning point when Sadasivam listened to Rajaji of Salem enlisting volunteers in Trichy for Mahathma Gandhi’s Civil Disobedience Movement in 1920. From then on, he became a Gandhian, and Rajaji became his hero, mentor and master forever. Sadasivam was under 20 when he was sentenced to 15 months rigorous imprisonment.

Sadasivam joined Ananda Vikatan at the invitation of Kalki Krishnamurthy whom he had met in jail and with whom he had developed a close friendship. Sadasivam became it’s advertisement manager and blazed a new trail in selling space.

When Sadasivam first met M.S. Subbulakshmi in 1936, she was already famous as a Carnatic vocalist. He was drawn to her music and four years later, on July 10, 1940, they married. Meanwhile, Sadasivam and Krishnamurthy left Ananda Vikatan. At Kalki, while the popularity of the magazine grew immensely due to Krishnamurthy’s writings, its economy and management were in the expert hands of Sadasivam. The latter was responsible for introducing many a writer to the Tamil literary world. On November 21, 1997, he died. He was 95.

Kalki Sadasivam

The joyous faces of women as they take part in an event organised by Mangayar Malar.

M. S. Subbulakshmi and T. Sadasivam.

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16 February 2012SurveyRIND

woman from the kitchen to the outer world. So we do not want to talk about food and the kitchen. Let’s give women something more. Having come outside the kitchen, there is a lot more to see. There is the work environment, a social environment and an international environment. Every year, we take them a little ahead,” she adds.

According to Natarajan, there are many male readers of Mangayar Malar and they enjoy reading the magazine. Reader programmes conducted often see a male population present. “I think men take great pride in buying a copy of Mangayar Malar for their wife, daughter or a woman in the house. They are not ‘pardoned’ if the copy is not brought home on the first of every month. This is the kind of experience readers share with us when we have such meets,” she says. Indeed, men are also given

an opportunity to write. Some get published as tips or letters to editors, not as large articles. “We are very careful giving that representation, make a careful selection, and keep a balance. Ultimately, the content should benefit or reach a woman. The content is for women, it addresses women-related issues or talks about their lives.”

However, it is largely women who contribute. Many call the editor and “weep over the telephone”, wondering why their articles have not appeared. There are women who call after receiving Rs 30 for a joke published. Every day, anything between 400 and 500 letters or contributions are received. It’s a huge task sifting through the material and sorting it out in various categories. An editorial committee reads everything that comes, and decides. In every issue a subject is announced that is likely to trigger reader interaction in the next issue. For example, a cookery debate column is currently on. The nature of subjects and contests has changed over the years, with people preferring lighter reading. Although no serial stories are published, short stories are. The matrimonial section in the magazine is treasured by many; it has had a high success rate over the years.

Natarajan credits Manjula Ramesh, who was the editor of the magazine for a long period, in having built up public relations with readers and laying the strong foundation.

“No other magazine to my knowledge has such a one-to-one rapport with readers. The roots are still as firm as ever. They say it’s ‘our’ magazine. Every reader is connected to the other across the globe. For instance, even though you don’t know who Raji Radha is, have

Women get going in a cookery contest organised by Mangayar Malar.

Mangayar Malar has opened out the world for the middle-class women and helped empower them.

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17February 2012 SurveyRIND

never met or seen her, you can empathise with her, feel in sync with what she feels, relate to her. That’s the kind of emotional connect I’m talking about. You can feel the vibration when you go and meet them (readers) at our reader meets that are a regular feature,” Natarajan explains.

Apart from reader meets, the Mangayar Malar team conducts events through the year, including competitions, with or without themes. Once a month, such events are held in the metro towns in Tamil Nadu. Lunch is served; women get the opportunity to go on stage, meet the editors and talk to them. “It helps us build on the content, find out what they want or like. Once we get back, we study the magazine formula closely once again. So, it’s an ongoing process. In the past seven-odd years such events have been regular. We don’t even miss a town like Aruppukotai,” says Natarajan. Programmes have been conducted in Mumbai, Delhi, Bangalore and in Muscat, which was the first overseas venture six years ago.

For all that, Mangayar Malar is made up of just Natarajan, executive editor Anuradha Sekhar, a subeditor, an artist, a DTP staff, and two office assistants. There are two people in charge of marketing (Natarajan herself takes a lot of interest) and seven in the sales team. The magazine has an online presence. It runs a paid site and online subscriptions are received. “We are not very loud at Kalki. We’ve always been careful in the planning of publicity, marketing, branding. We are careful in whatever we do, but we are happy. We want to reach only those people who believe in what we believe,” says Natarajan. <

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18 February 2012SurveyRIND

In today’s highly competitive print market, newspaper printers are under pressure to shorten turnaround production time for editorial conveniences, reduce costs and still maintain quality. Advertisers and readers have come to expect high quality. Therefore,

the key is to quicken turnaround time. To help printers accelerate plant production throughput, Total Production Maintenance (TPM) is necessary. TPM is based on a series of common-sense measurement, operational and continuous improvement systems used in most industries throughout the world. It aims to optimise and maintain the graphic arts technical system by identifying and systematically eliminating spoilage, waste and productivity interruptions.Maintenance – Cost or Investment?

Effective maintenance should begin with some fundamental financial management questions. Is maintenance regarded as a ‘necessary evil’ or as an investment to increase productivity and reduce total operating costs? Are malfunctions only accounted for as direct repair costs, or is their total loss calculated (repairs, plus the costs of lost production, increased materials consumption and consequential costs such as overtime)? Progressive industrial companies incorporate maintenance as a total production cost variable and include downtime and consequential costs in calculations. The financial management approach can provide substantial opportunities to reduce costs and increase profitability. A further benefit is that more saleable production capacity becomes available that can be converted into either increased sales or reduced capital investment — fewer machines to achieve the same. The payback from a successful proactive maintenance strategy is improved productivity. The experience of implementing systematic maintenance programmes is yet to become fully established as part of a company’s operating culture. Some users report improvements of over 20 per cent longer running time between press stops, around 25 per cent higher net average printing speed, and up to 50 per cent reduction in waste.What is TPM?

TPM, which is one of the key concepts in Lean Manufacturing, challenges the view that maintenance is no more than a function that operates in the background and only appears when needed. The objective of TPM is to engender a sense of joint responsibility among supervisors, operators and maintenance workers, not simply to keep machines running smoothly, but also to extend and optimise the performance overall. The results are proving to be remarkable. It can be considered as the medical science of machines. TPM is a maintenance programme which is about a newly defined concept for maintaining plants and equipment. The goal of the TPM programme is to markedly increase production, while at the same time increasing employee morale and job satisfaction.

TPM brings maintenance into focus as a necessary and vitally important part of the business. It is no longer regarded as a non-profit activity. The downtime for maintenance is scheduled as a part of the manufacturing day and, in some cases, as an integral part of the manufacturing process. The goal is to hold emergency and unscheduled maintenance to a minimum.

Improved productivity in newspaper presses

Manoj Mathew

The writer is assistant general

manager-technical, The New Indian Express, Chennai.

After graduating in Engineering

(Printing Technology) from the College of

Engineering and Technology, Pune

University, he went on to obtain a post-graduate degree in Management from

IGNOU, New Delhi. He had

earlier worked for the Eenadu Newspaper Group, Hyderabad;

Thomson Press (India) Ltd.,

Faridabad/Okhla, New Delhi; and The Printers House Ltd.

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20 February 2012SurveyRIND

Why TPM?TPM was introduced to achieve the following objectives. The important ones are listed

below.• Avoid wastage in a quickly changing economic environment• Produce goods without reducing product quality• Reduce cost• Produce a low batch quantity at the earliest possible time• Good printed newspaper send to the reader must be non-defectiveThe goals of TPM are measured using an Overall Equipment Effectiveness (OEE)

ratio.OEE = availability x performance x quality rate

Availability = Available time - downtime x 100 Available time

Downtime can be calculated by adding together the amounts of time lost due to equipment failures, set-up and adjustment, and idling and minor stoppages.

Performance rate = Ideal cycle time x Processed Quantity x 100 Operating time

Speed losses are calculated by combining time lost due to idling and minor stoppages and time lost due to reductions in speed.

Quality rate = Processed Quantity - defective quantity x 100 Processed quantity

Defective quantity is calculated by combining defects in process start-up and reduced yield.

Typical calculations for OEE prior to the implementation of just-in-time related strategies usually range between 40 and 50 per cent, with the former being the more normal. Experience indicates that it is possible to raise this to between 80 and 90 per cent in a period of about two to three years from start-up. However, the improvement will usually follow an almost exponential upward curve with the bulk of the gains being in the latter part of the period.The ‘six big losses’

Total Productive Maintenance was developed in Japan in 1971 by the Japanese Institute of Plant Maintenance (JIPM). TPM associates everyone in the company. JIPM also identified what it refers to as the six big losses. The goal of TPM is to increase the productivity of plant and equipment. Consequently, maximised output will be achieved through the effort of minimising input - improving and maintaining equipment at optimum levels to reduce its life cycle cost. Cost-effectiveness is a result of an organisation’s ability to eliminate the causes of the ‘six big losses’ that reduce equipment effectiveness:

1. Reduced yield (from start-up to stable production)2. Process defects3. Reduced speed4. Idling and minor stoppages5. Set-up and adjustment6. Equipment failure

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TYPES OF MAINTENANCE1. Breakdown maintenance It means that people wait until equipment fails and then repair it. Ideal when equipment

failure does not significantly affect operation or production or generate any significant loss other than repair cost.

2. Preventive maintenance It is daily maintenance (cleaning, inspection, oiling and re-tightening), designed to retain

the healthy condition of equipment and prevent failure, by stopping deterioration, or conducting periodic inspection or equipment condition diagnosis to measure deterioration. It is further divided into periodic maintenance and predictive maintenance. Just like human life is extended by preventive medicine, the equipment service life can be prolonged by carrying out preventive maintenance.

2.1. Periodic maintenance (Time-based maintenance - TBM)Time-based maintenance consists of periodically inspecting, servicing and cleaning

equipment and replacing parts to prevent sudden failure and process problems.2.2. Predictive maintenanceThis is a method in which the service life of an important part is predicted based on

inspection or diagnosis, in order to use the parts to the limit of their service life. Compared to periodic maintenance, predictive maintenance is condition-based maintenance. It manages trend values, by measuring and analysing data about deterioration and employs a surveillance system, designed to monitor conditions through an online system.

3. Corrective maintenanceIt improves equipment and its components so that preventive maintenance can be carried

out reliably. Equipment with design weakness must be redesigned to improve reliability or improving maintainability

4. Maintenance preventionIt indicates the design of new equipment. Weakness of current machines are sufficiently

studied (on site information leading to failure prevention, easier maintenance and prevents of defects, safety and ease of manufacturing) and are incorporated before commissioning a new equipment.

TPM targets

ProductivityObtain Minimum 80 per cent OPE.Obtain Minimum 90 per cent OEE (Overall Equipment Effectiveness).Run the machines even during lunch. QualityOperate in a manner, so that there are no customer complaints.CostReduce the manufacturing cost by 30 per cent.Delivery on TimeAchieve 100 per cent success in delivering the goods as required by the customer.Safety Maintain an accident-free environment.Multi-skillImprove the suggestions three times. Develop multi-skilled and flexible workers.

Glunz & Jensen A/SHaslevvej 134100 Ringsted, DK+45 5768 [email protected]

www.glunz-jensen.com

Glunz & Jensen, Inc. 12633 Industrial Drive, Granger, IN 46530, USA+1 574 272 [email protected]

Sca

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Designed to help small to mid-size commercial printers, the PlateWriterTM 3000 eliminates plate production errors, chemicals, waste and water usage,

and reduces energy consumption, resulting in significantly lower plate making costs.

All PlateWriters can operate in daylight conditions, producing press-ready aluminum plates without the use of chemical processing. This small footprint CTP solution is completely self-contained and its chemical-free approach means no additional equipment (such as chemical processing units or washout units) are required.

The PlateWriterTM 3000 is suitable for all 2-up presses and 4-up presses.

Affordable Green Plate MakingPLATE W RIT

ER

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24 February 2012SurveyRIND

Motives of TPM

Uniqueness of TPM

TPM objectives

Direct benefits of TPM

Indirect benefits of TPM

1. Adoption of life cycle approach for improving the overall performance of production equipment2. Improving productivity by highly motivated workers, which is achieved by job enlargement3. The use of voluntary small group activities for identifying the cause of failure, possible plant and equipment modifications

The major difference between TPM and other concepts is that the operators are also made to get involved in the maintenance process. The concept of ‘I (Production operators) Operate, You (Maintenance department) fix’ is not followed

1. Achieve zero defects, zero breakdown and zero accidents in all functional areas of the organisation2. Involve people in all levels of organisation3. Form different teams to reduce defects and conduct self-maintenance

1. Increase productivity and OPE (Overall Plant Efficiency) by 1.5 or 2 times2. Rectify customer complaints3. Reduce the manufacturing cost by 30 per cent4. Satisfy customer needs by 100 per cent (delivering the right quantity at the right time, in the required quality)5. Reduce accidents6. Follow pollution control measures

1. Higher confidence level among employees2. Keep the work place clean, neat and attractive3. Favourable change in the attitude of the operators4. Achieve goals by working as team5. Horizontal deployment of a new concept in all areas of the organisation6. Share knowledge and experience7. The workers get a feeling of owning the machine

OEE (Overall Equipment Efficiency)OEE = A x PE x Q

A - Availability of the machine. Availability is the proportion of time the machine is actually available, as against the time it should be available.

A = (MTBF - MTTR) / MTBF. MTBF - Mean Time Between Failures = (Total Running Time) / Number of Failures. MTTR - Mean Time To Repair.

PE - Performance Efficiency. It is marked as RE X SE. Rate efficiency (RE): The actual average cycle time is slower than design cycle time because of jams, etc. The output is reduced because of jams.

Speed efficiency (SE): Actual cycle time is slower than design cycle time; machine output is reduced because it is running at reduced speed.

Q - Refers to quality rate. Which is the percentage of good parts out of the total produced; sometimes called ‘yield’.

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26 February 2012SurveyRIND

Implementation of TPM in an organisationEight activities are carried which are called eight pillars in the development of TPM activity.

Of these, four activities are for establishing the system for production efficiency, one for the initial control system of new products and equipment, one for improving the efficiency of administration and for control of safety, sanitation as working environment.

Organisation structure for TPM implementation

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27February 2012 SurveyRIND

PILLAR 1 - 5STPM starts with 5S. Problems cannot be clearly seen when the work place is unorganised.

Cleaning and organising the workplace helps the team to uncover problems. Making problems visible is the first step in improvement.

SEIRI - Sort outThis means sorting and organising the items as critical, important, frequently used items,

useless, or items that are not need as of now. Unwanted items can be salvaged. Critical items should be kept for use nearby and items that are not to be used in near future, should be stored in some place. For this step, the worth of the item should be decided based on utility and not cost. As a result of this step, the search time is reduced.

Japanese Term

Seiri

Seiton

Seiso

Seiketsu

Shitsuke

English Translation

Arrangement

Organise

Cleaning

Standardisation

Discipline

Equivalent ‘S’ term

Sort

Systematise

Sweep

Standardise

Self-discipline

SEITON - OrganiseThe concept here is that ‘Each items has a place, and only one place’. The items should

be placed back after use at the same place. To identify items easily, name plates and coloured tags have to be used. Vertical racks can be used for the purpose, and heavy items occupy the bottom position in the racks.

SEISO - Shine at the workplaceThis involves cleaning the workplace free of burrs, grease, oil, waste, scrap, etc. No

loose-hanging wires or oil leakage from machines.SEIKETSU - StandardisationEmployees have to discuss together and decide on standards for keeping the work place

/ machines / pathways neat and clean. The standards are implemented for the whole organisation and are tested / inspected randomly.

Priority

Low

Average

High

Frequency of use

Less than once per year, Once per year<

At least 2/6 months, once per month, once per week

Once per day

How to use

Throw away, store away from the workplace

Store together, but offline

Locate at the workplace

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28 February 2012SurveyRIND

SHITSUKE - Self-disciplineConsidering 5S as a way of life and bringing about self-discipline among the employees

of the organisation. It includes wearing badges, following work procedures, punctuality, dedication to the organisation, etc.

PILLAR 2 – Jishu Hozen (Autonomous maintenance)This pillar is geared towards developing operators to be able to take care of small

maintenance tasks, thus freeing up skilled maintenance staff to spend time on more value-added activity and technical repairs. The operators are responsible for upkeep of their equipment to prevent it from deteriorating.

Policy1. Uninterrupted operation of equipment2. Flexible operators to operate and maintain other equipment3. Eliminating the defects at source through active employee participation4. Stepwise implementation of JH activities

Autonomous targets1. Prevent the occurrence of 1A / 1B because of autonomous maintenance2. Reduce oil consumption by 50 per cent3. Reduce process time by 50 per cent4. Increase use of autonomous maintenance by 50 per cent

Steps in autonomous maintenance1. Preparation of employees2. Initial cleanup of machines3. Take counter measures4. Fix tentative Autonomous standards5. General inspection6. Autonomous inspection7. Standardisation and8. Autonomous management

Each of the above mentioned steps is discussed in detail below.1. Train the Employees Educate the employees about TPM, its advantages, autonomous advantages and steps in

autonomous maintenance. Educate the employees about abnormalities in equipment.• Initial cleanup of machines :* Supervisor and technician should discuss and set a date for implementing Step1* Arrange all items needed for cleaning* On the arranged date, employees should clean the equipment completely with the help

of the maintenance department* Dust, stain, oils and grease has to be removed* Following are the things that have to be taken care while cleaning. They are oil leakage,

loose wires, unfastened nuts and bolts and worn out parts* After clean-up problems are categorised and suitably tagged. White tags are place where

problems can be solved by operators. Pink tag is placed where the aid of maintenance department is needed

* Contents of tag are transferred to a register* Make note of areas which were inaccessible* Finally, close the open parts of the machine and run the machine

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29February 2012 SurveyRIND

2. Counter measures▫ Inaccessible regions have to be reached easily. For example, if there are many screws

to open a fly wheel door, the hinge door can be used. Instead of opening a door for inspecting the machine, acrylic sheets can be used

▫ To prevent work-out of machine parts, necessary action must be taken▫ Machine parts should be modified to prevent accumulation of dirt and dust

3. Tentative standard ▫ Autonomous schedule has to be made and followed strictly▫ Schedule should be made regarding cleaning, inspection and lubrication and it also

should include details like when, what and how.

4. General inspection ▫ The employees are trained in disciplines like pneumatics, electrical, hydraulics, lubricant

and coolant, drives, bolts, nuts and safety▫ Necessary to improve the technical skills of employees and to use inspection manuals

correctly▫ After acquiring knowledge, employees should share it with others▫ By acquiring technical knowledge, operators are now well aware of machine parts.

5. Autonomous inspection ▫ New methods of cleaning and lubricating are used▫ Each employee prepares his own autonomous chart / schedule in consultation with

supervisor▫ Parts which have never given any problem or parts which don’t need any inspection are

removed from list permanently based on experience▫ Including good quality machine parts. This avoids defects due to poor JH▫ Inspection that is made in preventive maintenance is included in JH▫ The frequency of cleanup and inspection is reduced based on experience

6. Standardisation ▫ Up to the previous stem only the machinery / equipment was the concentration.

However, here, the area surrounding machinery are organised. Necessary items should be organised, such that there is no searching and searching time is reduced

▫ Work environment is modified such that there is no difficulty in getting any item▫ Everybody should follow the work instructions strictly▫ Necessary spares for equipment is planned and procured

7. Autonomous management ▫ OEE and OPE and other TPM targets must be achieved by continuous improve

through Kaizen.▫ PDCA (Plan, Do, Check and Act) cycle must be implemented for Kaizen.

PILLAR 3 - Kaizen ‘Kai’ means change, and ‘Zen’ means good (for the better ). Basically Kaizen is for small

improvements, but carried out on a continual basis and bringing together all people in the organisation. Kaizen is the opposite of big spectacular innovations. Kaizen requires little or no investment. The principle is that ‘a very large number of small improvements are more effective in an organisational environment than a few improvements of large value’. This pillar is aimed at reducing losses in the workplace that affect efficiencies. By using a

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30 February 2012SurveyRIND

detailed and thorough procedure we eliminate losses in a systematic method using various Kaizen tools. The activities are not limited to production areas and can be implemented in administrative areas as well.

Kaizen policyPractise concepts of zero loss in every sphere of activity1. Relentless pursuit to achieve cost reduction targets in all resources2. Relentless pursuit to improve overall plant equipment effectiveness3. Extensive use of PM analysis as a tool for eliminating losses4. Focus of easy handling of operators5.

Kaizen target Achieve and sustain zero loses with respect to minor stops, measurement and adjustments,

defects and unavoidable downtimes. It also aims to achieve 30 per cent manufacturing cost reduction.

Tools used in Kaizen 1. PM analysis2. Why - Why analysis3. Summary of losses4. Kaizen register5. Kaizen summary sheet.The objective of TPM is maximisation of equipment effectiveness. TPM aims at

maximisation of machine utilisation and not merely machine availability maximisation. As one of the pillars of TPM activities, Kaizen pursues efficient equipment, operator and material and energy utilisation, those at the extremes of productivity and aims at achieving substantial effects. Kaizen activities try to thoroughly eliminate 16 major losses.

16 Major losses in an organisation

Category

Losses the impede equipment efficiency

Losses that impede human work efficiency

Losses that impede effective use of production resources

Loss

Failure losses – breakdown lossSet-up / adjustment lossesCutting blade lossStart-up lossMinor stoppage/ idling lossSpeed loss – operating at low speedsDefect / rework lossScheduled downtime lossManagement lossOperating motion lossLine organisation lossLogistic lossMeasurement and adjustment lossEnergy lossDie, jig and tool breakage lossYield loss

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31February 2012 SurveyRIND

Classification of losses

PILLAR 4 – Planned maintenanceIt aims to have trouble-free machines and equipment producing defect-free products for

total customer satisfaction. It breaks maintenance down into 4 ‘families’ or groups, which was defined earlier.

1. Preventive maintenance2. Breakdown maintenance3. Correctivemaintenance4. Maintenance preventionWith planned maintenance we develop efforts from reactive to proactive, and use trained

maintenance staff to help train operators to better maintain equipment.

Policy 1. Achieve and sustain availability of machines2. Optimum maintenance cost3. Reduces spares inventory4. Improves reliability and maintainability of machines

Target 1. Zero equipment failure and breakdown2. Improve reliability and maintainability by 50 per cent3. Reduce maintenance cost by 20 per cent4. Ensure availability of spares all the time

Aspect

Causation

Remedy

Impact / Loss

Frequency of occurrence

Corrective action

Sporadic Loss

Causes for the failure can be easily traced. Cause-effect relationship is simple to trace

Easy to establish a remedial measure

A single loss can be costly

The frequency of occurrence is low and occasional

Usually, line personnel in production can attend to the problem

Chronic Loss

The loss cannot be easily identified and solved, even if various counter measures are applied

Losses are caused because of the hidden defects in machine, equipment and methods

A single cause is rare – a combination of causes trends to be a rule

The frequency of loss is more

Specialists in process engineering, quality assurance and maintenance people are required

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Six steps in planned maintenance1. Equipment evaluation and recoding present status2. Restore deterioration and improve weakness3. Building up information management system4. Prepare time-based information system, select equipment, parts and members and

map out plan5. Prepare predictive maintenance system by introducing equipment diagnostictechniques 6. Evaluation of planned maintenance

PILLAR 5 – Quality maintenanceIt is aimed towards customer delight by employing the highest quality through defect-

free manufacturing. Focus is on eliminating non-conformances in a systematic manner, much like ‘focused improvement’. We gain understanding of the parts of the equipment affecting product quality and begin to eliminate current quality concerns, and then move to potential quality concerns. Transition is from reactive to proactive (Quality Control to Quality Assurance).

QM activities are to set equipment conditions that preclude quality defects, based on the basic concept of maintaining perfect equipment to maintain perfect quality of products. The conditions are checked and measured in time series to ensure that measure values are within standard values to prevent defects. The transition of measured values is watched to predict possibilities of defects occurring and to take counter measures before hand.

Policy1. Defect-free conditions and control of equipment2. QM activities to support quality assurance3. Focus of prevention of defects at source4. Focus on poka-yoke ( fool-proof system )5. In-line detection and segregation of defects6. Effective implementation of operator quality assuranceTarget1. Achieve and sustain customer complaints at zero2. Reduce in-process defects by 50 per cent3. Reduce cost of quality by 50 per cent.Data requirements Quality defects are classified as customer-end defects and in-house defects. For

customer-end data, we have to get data on:1. Customer-end line rejection2. Field complaintsIn-house data includes data related to products and data related to processData related to product1. Product-wise defects2. Severity of the defect and its contribution - major/minor3. Location of the defect with reference to the layout4. Magnitude and frequency of occurrence at each stage of measurement5. Occurrence trend at the beginning and at the end of each production/processchanges (like pattern change, ladle/furnace lining etc.)6. Occurrence trend in relation to restoration of breakdown/modifications/periodicalreplacement of quality components

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33February 2012 SurveyRIND

Data related to processes1. The operating condition for individual sub-process related to men, method, material

and machine 2. The standard settings/conditions of the sub-process3. The actual record of the settings/conditions during the defect occurrencePILLAR 6 - TrainingIt is aimed to have multi-skilled revitalised employees whose morale is high and who are

eager to come to work and perform all required functions effecti to know only ‘know-how’ by they should also learn ‘know-why’. By experience they gain ‘know-how’ to overcome a problem. They do so without knowing the root cause of the problem and why they are doing so. Hence, it become necessary to train them on knowing ‘know-why’. The employees should be trained to achieve the four phases in developing skills. The goal is to create a factory full of experts. The different phases of skills are:

Phase 1: Do not knowPhase 2: Know theory but cannot doPhase 3: Can do but cannot teachPhase 4: Can do and also teachPolicy

Focus on improvement of knowledge, skills and techniques1. Create a training environment for self-learning based on felt needs2. Training curriculum / tools /assessment etc conductive to employee 3.

revitalisationTrain to remove employee fatigue and make work enjoyable4.

TargetAchieve and sustain downtime due to want of men at zero on critical machines1. Achieve and sustain zero losses due to lack of knowledge / skills / techniques2. Aim for 100 per cent participation in suggestion scheme.3.

Steps in educating and training activitiesSetting policies and priorities and checking present status of education and 1.

trainingEstablish training system for operation and maintenance skill upgradation2. Training employees for upgrading operation and maintenance skills3. Preparation of training calendar4. Kick-off the system for training5. Evaluation of activities and study of future approach6.

PILLAR 7 – Office TPMOffice TPM should be started after activating the four other pillars of TPM (JH,

KK, QM, PM). Office TPM must be followed to improve productivity, efficiency in the administrative functions and identify and eliminate losses. This includes analysing processes and procedures towards increased office automation. Office TPM addresses twelve major losses. They are

Processing loss1. Cost loss including in areas such as procurement, accounts, marketing, sales leading 2.

to high inventoriesCommunication loss3. Idle loss4. Set-up loss5. Accuracy loss6.

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34 February 2012SurveyRIND

Office equipment breakdown7. Communication channel breakdown, telephone and fax lines not working8. Time spent on retrieval of information9. Non-availability of correct online stock status10. Customer complaints due to logistics11. Expenses on emergency dispatches/purchases12.

How to start office TPM?A senior person from one of the support functions (Head of Finance, MIS, Purchase)

should head the sub-committee. Members representing all support functions and people from Production & Quality should be included in the sub-committee. TPM co-ordinates plans and guides the sub-committee.

Providing awareness about office TPM to all support departments1. Identify the scope for improvement in each function2. Collect relevant data3. Help to solve problems in different circles4. Make up an activity board where progress is monitored on both sides - results and 5.

actions along with KaizenFan out to cover all employees and circles in all functions6.

PILLAR 8 – Safety, Health and EnvironmentTarget

Zero accident1. Zero health damage2. Zero fires3.

The focus is on to create a safe workplace and a surrounding area that is not damaged by processes or procedures. This pillar plays an active role with each of the other pillars on a regular basis.

A committee is constituted for this pillar which comprises representative of officers as well as workers. The committee is headed by the senior vice president (technical). Utmost importance to safety is given in the plant. The manager (safety) looks after functions related to safety. To create awareness among employees, various competitions such as safety slogans, quizzes, drama, posters, etc related to safety can be organised at regular intervals.

ConclusionToday, with competition in industry at an all-time high, TPM may be the only thing

that stands between success and failure for some companies. It has been proven to be a programme that works. It can be adapted to work not only in industrial plants, but in construction, building maintenance, transportation, and in a variety of other situations. Employees must be educated and convinced that TPM is not just another ‘programme of the month’ and that management is totally committed to the programme and the extended time-frame necessary for full implementation. If everyone involved in a TPM programme does his or her part, an unusually high rate of return compared to resources invested can be expected. <

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Dinamalar launches new Android tablet app

Screen shots (on this and the next page) of the Android tablet app.

Photo

s: D

inam

alar

Dinamalar.com, a Web site that attracts more than two million unique visitors and more than 190 million page views a month, has released a new

Android tablet app to meet the increasing demands from its global readers. The enhanced Android app promises to offer users a more “optimised and dynamic reading experience”. The exclusive app for Android tablets is the latest to join the basket of apps that were introduced by Dinamalar since last year.

Dinamalar was the first Tamil newspaper to launch the iPhone and iPod touch apps in June 2011, and the first to launch the iPad app in September that year. The recently launched Android platform, which runs on a free operating system, has picked up very quickly. In two months, the apps registered about 30000 downloads, comparatively much faster than the numbers notched up by the

iPhone apps.While the Android application for mobiles launched

in September last year functioned seamlessly even in tablets, Dinamalar decided to create an exclusive Android tablet app to effectively use the potential of a bigger screen and to provide a richer user experience. Dinamalar has also enhanced its Android mobile application with its latest update. The improved mobile app now allows readers to enjoy an enhanced interface that facilitates superior user-experience, says the company release.

Even the application for tablets has been specifically designed to be more interactive and user-centric as it consists of a slew of interesting sections that will enable Dinamalar’s readers to quickly skim through the news from around the world. From special sections that cover news from across a wide spectrum of areas to features meant to entertain and inform, the Android tablet app has been built to let the publication’s audience to stay up-to-date, at a finger touch.

The new Android tablet app recorded more than 3500 downloads since its release on January 3. Speaking about the new initiative, L. Adimoolam, chief marketing officer, Dinamalar.com, says Dinamalar had always been a pioneer. “Our every new initiative has been proof of this fact. With more than 60 years of publishing experience and history behind us, we’ve grown to become highly perceptive and receptive to the changing perspectives of our global audience. With

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Applications invited for master’s in communication

The Department of Media Sciences, Anna University, Chennai invites applications for its MSc (Science and Technology Communication) degree course. The eligibility criteria: any degree, including BA/BSc, with Physics and Chemistry at the Plus-2 level.

The study focuses on diverse media, with a slight science tilt. The degree programme covers areas such as Journalism, TV, Radio, Technical Writing, Environmental Science, and Animation. Students have been placed in newspapers, television channels, PR companies etc. Application forms can be collected from the Examination Centre, Anna University on payment by DD of Rs 600 (Rs 300 for SC/ST candidates), or in person.

The forms are to be submitted in May. The forms can also be downloaded from the Web site (www.annauniv.edu or www.annauniv.edu/msc2012) and sent along with a DD to the director, admissions, Anna University, Chennai. The fee per semester is Rs 22000.

More details from I. Arul Aram: 044-22358231/41 or +919789072466.

<

the influx of tablet PCs, people have been provided with a seamless and convenient option to access up-to-the-minute information. As a publishing house it is necessary for us to constantly evolve to shift our approach to cater to this ever-changing reader dynamics. Our host of innovative solutions, be it the string of apps released last year or the new Android tablet app that is now available, are just another way of ensuring that Dinamalar is accessible on every medium where our readers look for us.”

Continuing its surge on the new media front, Dinamalar is expected to release a slew of innovative solutions in the coming months to provide readers with a more interactive reading experience.

“We’ve planned some new things for our readers this year. Dinamalar has always been a forerunner in the publishing industry in India.

Amongst the first to make seamless transitions to various new mediums, our intrinsic goal has always been to keep our readers constantly informed through the dissemination of correct and up-to-date information. And we’ve embraced diverse technological avenues over the years to achieve this. For instance, last year, we expanded our reach through the iPhone, iPad and Android phone apps and our new Android tablet app is just another extension of our initiatives to stay at the top of things, while keeping our readers informed,” says S. Balasubramanian, head-marketing, New Media.

Last year, Dinamalar.com recorded 1.8 billion page views and delivered more than 3 billion ad inventory, the release adds.

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Colour gamut reduction in a coldset process

For technical staff in a printing press, conversations about colour quality and attempts to raise the bar are commonplace. Echoing his thoughts on the subject while addressing delegates at the WAN-IFRA 2011 Conference in Chennai, Manfred Werfel, deputy CEO and executive director, Competence Centre, Newspaper Production, WAN-IFRA, said that the final output had a lot to do with paper, ink quality and an understanding of the printing process. “Colour quality is always determined by the underlying basics of the printing process. If you use a particular printing process you have to respect the restrictions and determinations,” he said, adding, “Firstly we have to remind ourselves that paper is made from natural resources, it’s a natural product. Sometimes, when we think of ink on paper we think of a simple process – paper, a layer, and an ink layer on top, which creates the picture.” Sashi Nair reports

While an average newspaper page is about 70 microns thick, the ink film is only one micron thick. Werfel showed some pictures – diagonal cuts through the paper – to demonstrate that ink on paper was not as simple as it looked. There

was the paper layer, a coating (as in many printing processes), and the ink film on top. Dwelling on the implications of colour gamut reduction through ink dry-back, he asked the audience how much ink was needed per copy, for a 48-page broadsheet, full colour? “We need 5 grams, or 0.104167 gram a page,” he pointed out. Publishers use different quality of paper, such as light-weight coated paper, the lowest quality level of coated paper. An enlarged picture Werfel showed indicated that not all of the ink stays on top of the coating, but penetrates below through holes in the paper. “So, we have in effect with every printing process, what is called

Manfred Werfel, deputy CEO, WAN-IFRA (right) listens to what Sanat Hazra, director, Technical Production, The Times of India, has to say during a break for tea at the conference.

Photo

s: W

AN

-IFRA

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ink penetration, but the effect differs based on the material and process we are using.”

Super-calendered paper, for instance, has a smooth surface but since it is not coated, the surface is not as even, resulting in uneven spread of the ink film. How does newsprint look like – the paper you read everyday? Judging by a close-shot Werfel showed, it does not have a smooth surface, it has large holes, causing deep penetration of ink.

“We want the ink to do so because we want to avoid drying the ink, using penetration as a supplement to the drying process,” he said.

Enlarged pictures showed newsprint surfaces. “What does it mean having such a porous paper surface? A lot of ink penetrates. The use of

ink varies according the quality of paper (light-weight coated, super-calendered, standard newsprint) and printing process used. For example, to create the same density, consumption of ink by standard newsprint rose 100 per cent as a lot ink penetrated into the paper,” Werfel explained.

Coldset is a special printing process. Werfel pointed out that the following held true for such a process:

• News ink never really dries• Newsprint is porous and allows penetration• Ink penetrates into the paper• Colours are de-saturated• Contrast is limitedWhy did newspaper publishers not choose another printing process years ago, and why is

coldset the major print process for newspaper production? Because, according to Werfel:• It requires a short production window (late start/early finish)• It takes into account limitations of night production (people not as productive as

during day)• It is a simple, straightforward process• It is also a cost-efficient process, using the cheapest inks, the cheapest paper, with lack

of drying costThe coldset process eliminates the need for drying; it speeds up the process and

simplifies it, saves investment, space, paper cost and energy, and reduces waste. If a dryer is used, there is likely to be extra start-up waste as the dryer needs some time to warm up. However, there are disadvantages, according to Werfel, leading to:

Manfred Werfel and Anand Srinivasan, research engineer, WAN-IFRA South Asia, field questions from the delegates at the end of Werfel’s presentation.

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• Ink penetration replaces drying• Lower saturation and contrast• Smaller colour gamut• Lower resolution• Excessive dot gain (with more penetration of ink into paper)• Lower sharpnessThere is a relationship between density and the colour coordinates of the primary

colours. How much can density vary within the framework of the specified colours? The colorimetric description of production tolerances in newspaper printing (WAN-IFRA Special Report) revealed that ink penetration reduces the contrast and colour gamut considerably.

Also, the biggest change occurred in the first hour after printing, creating the most dry-back, as penetration was more during the period, creating darker colours and less of saturation, with magenta forming the most colour difference.

Another report published in 2007 (Inter-Instrument Agreement in Colour and Density Measurement), based on work with the WAN-IFRA Research and Material Testing Centre, showed that the most effect happened during the first hour and as time passed, the colour gamut got smaller.

Ink penetration studies are not really predictable because it depends on different paper types. However, Werfel said the effect stopped after about eight hours, based on results achieved by using a measuring instrument that measured the colour gamut two minutes after printing and then went on to do so at intervals. “The dry-back happens on the road to the customer,” quipped Werfel.

Such studies have shown that the colour gamut may shrink up to 15 per cent on average through dry-back. The effects are de-saturation and loss of contrast. After about six hours, no further change is generally noticed. Measurements of most samples (in one of the studies) showed that magenta and cyan dried back more, yellow and black less. “The ink-paper combination is critical, so it’s not enough to get the ink supplier to improve. If certain colour inks dry back differently, colour shifts can happen,” said Werfel, showing an example of blue skies turning grey and overcast in a picture printed. He stressed the need for testing paper and ink or their combination and the need for not forgetting to check out the basics in daily practice.

The implications:• Pressmen measure density on wet copy• Readers receive dry copy after four hours• Pressmen never see the colours that readers see• Find out which wet-measured densities lead to which colour result after four hours • Make sure CMY inks have an equal dry-back behaviour on your paper (no colour

shift during dry-back period) • What does this mean for soft-proofing (based on the standard IFRA colour profile

for newspaper printing) in the press room <

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Once upon a time, radio was ‘new media’. When black-and-white television arrived, it brought a whole new experience in communication. The advent of colour television rooted viewers to the drawing rooms in many Indian homes. When CNN beamed the Gulf War live in 1991, it heralded a new dawn in terms of television viewing experience. And then, of course, the Internet changed human habits like never before. Yet, the newspaper continues to hold out. At a seminar on new media in Kolkata, some pertinent points affecting news dissemination were made: there is a cost involved to effective news gathering, there has been a steady breakdown in professional standards, the institution of the editor has been destroyed, and speak the truth at all times. Sashi Nair reports

‘If it’s honest news, objective views… go for it’

“Pick up on things that interest you so that your understanding of what happens is focused rather than diffused by an overload of information.” That was Ravindra Kumar, editor and managing director, The Statesman, addressing students of the

Surendranath College for Women, who formed the bulk of the packed audience at the inaugural of a seminar in Kolkata in January titled ‘Journalism in the age of New Media’. Picking up on thoughts shared earlier (by the other speakers), Kumar, the chief guest, having been in the journalism for more than three decades, said that if he were in their shoes today he would be hugely confused (because of the media explosion).

“If you pay peanuts, you get monkeys,” Kumar stressed, pointing out that there was a cost involved in providing credible, worthwhile information. “You are paying peanuts, therefore you are getting monkeys,” he emphasised again, going on the explain: “You’ve had a monkey in the form of the Nira Radia affair, and monkeys in various forms and sizes. Unless the citizenry decides to engage itself with the process of dissemination – and I don’t mean each one of you being a citizen journalist, you’d be falling over each other… You have to be engaged in the process in the sense that you must understand what drives a news or media organisation or whether you can repose your faith and trust in that media organisation. The problem with media explosion as we call it is that everybody is groping for a revenue model, including those who practise conventional media, like newspapers. And surely, if you are looking for accurate news, well-edited copy, well-produced newspapers, articulate television channels which give you a multiplicity of opinions and then ask you to choose, if you do not wish propaganda to masquerade as news, then you must appreciate that there is a cost involved to effective news gathering, in having a reporter check, double-check and cross-check his facts, to have a fact checker within a media organisation. And what is the cost that you wish to pay? You wish to pay indirect costs; you wish to merge the cost that you pay to be educated, or to be informed or to be presented with analysis, you

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Prof B.K. Kuthiala, vice chancellor, Makhanlal Chaturvedi Rashtriya Patrakarita Evam Sanchar Vishwavidyalaya, Bhopal, lights the traditional lamp as (from left) Girija Shankar Sharma, head, Department of Mass Communication and Journalism, Dr Bhimrao Ambedkar University, Agra; Prof M.R. Dua, former professor, Indian Institute of Mass Communication, New Delhi; Prof V.L. Dharurkar, professor, Department of Journalism and Mass Communication, Dr Babasaheb Ambedkar Marathwada University, Aurangabad; Ravindra Kumar, editor and managing director, The Statesman; Prof Sachchidananda Joshi, vice chancellor, Kushabhau Thakre Patrakarita Avam Jansanchar Vishwavidyalaya, Raipur (partly seen); Prof Tapati Basu, head, Department of Journalism and Mass Communication, University of Calcutta; Sashi Nair, editor, Press Institute of India; and Uma Shankar Pandey, head, Department of Journalism and Mass Communication, Surendranath College for Women, Kolkata and the seminar convener look on.

wish to merge that cost with the cost you are quite happy to pay for entertainment.”

Today, many people follow a certain media cycle. There is some place you look for news or gossip – the iPad, the computer, the mobile phone. Where is the news coming from? Referring to the raid on Osama’s hideout, Kumar said neither social media nor conventional media had to this day been able to provide the complete inside story of what really happened on that raid, who the source was, where the information came from, how it was planned, who the people were. “It leaves you with a frightening thought: whether in the process of embracing multiplicity of media, we are in qualitative terms emasculating every media. Why? Because we have gotten used to paying peanuts.”

Kumar drew a comparison between the evolution of cost, of consumer products and the newspaper. A tube of Colgate toothpaste, for example, cost 12 annas once; today, the same tube costs Rs 25. Cinema ticket prices have soared more than hundred-fold over the years – from Rs 3.50 to anything between Rs 350 and Rs 500. All this, while the newspaper still sells at Rs 2.50 paise or thereabouts. Why is the cost important? “Even to this day, it is the print media which has the maximum number of professional journalists out in the field. Whether in Raipur or Dantewada or Chhattisgarh, the majority of news stories are still broken by print and if they are important they are picked up by television and then they reach a national audience. If you analyse, some of the big stories that have not come out of Delhi – Delhi is a city that thrives on leaks – if you are talking about genuine news breaks, the majority of them are still coming out of print. Perhaps in some obscure newspaper you haven’t heard of… By effectively trying to analyse its (story’s) implications, print comes back into the story.”

Over a period of 20 years through a gradual process, largely self-inflicted by media owners, as a consequence of an active collaboration of the reading community, there had been a steady breakdown in professional standards, Kumar said. “Newspapers of the day are not what they were. Great newspapers, great titles carry a great deal of heritage with them but are mostly unable to replicate the achievements of their predecessors. The institution of the editor has been destroyed. It doesn’t matter anymore. And this process of dumbing down didn’t happen as a one-sided transaction. Somebody was dumbing down the media agenda, somebody was collaborating in being made dumber by the day.”

What are the consequences, Kumar asked. “We talk about the Arab Spring and social media lighting that spark of freedom. Let’s look at the places where we’ve already had that spark of freedom. Because that is where the process of the media cycle must be seen and understood. To say that Egypt has suddenly discovered the virtues of social media… tells only a small part of the story. What has it done to countries which already have freedom of expression? By several processes of reasoning what it ought to mean is, that countries that already have freedom of expression and a free press, the quality of media ought to have taken a quantum jump, whether it is the Western world or the US, or India because

Photo

s: SN

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we have prided ourselves on having a free press. To the extent we do, there should have been an improvement in standards. And yet we are bemoaning the drop in standards. How do we explain this paradox?”

Kumar was convinced that just because there was a social media site, it did not mean that the information needs were met. “What we need to do is to arm ourselves with channels and avenues that are properly equipped to meet our needs. And that is our task as a responsible citizen and that is where engagement of people with media must come. There is a huge cost involved in collecting information.

We try to give you a reasonable approximation of news as we can… and an honest a set of opinions as we can. This must be the challenge before any form of media. Honest news, or objective views, go for it… it doesn’t really matter whether it’s Facebook or Twitter. If the media of your choice gives you all this, there will be a cost involved. And if you want it, you will have to pay for it,” he said.

Prof B.K. Kuthiala, Vice Chancellor, Makhanlal Chaturvedi National University of Journalism, Bhopal, said that ethics and freedom of the media was an issue that had not been settled over many years and was unlikely to be resolved with the conduct of a few seminars and workshops. “It is necessary to have a thorough understanding of the entire process of mass as well as digital communication. After the printing press came, it took many years for newspapers to arrive and disseminate information. People then, too, would have discussed about ‘new media’ in that age. Then came the radio that enabled faster communication, then cinema, television – all ‘new media’ as and when each came about. Weeklies and fortnightlies were having a great impact on people, even affecting voting patterns. When the Internet came, the same questions were asked – whether it would impact print readership.”

Prof Kuthiala made a distinction between circulation figures that may be increasing because there are new markets for readership, and the time spent on reading a newspaper, which according to him (based on research studies) had reduced to about a fourth, compared to 15 years ago. “The evolution of the media is not going to stop. Technology will grow and so will technological applications. Students must ponder about demystifying media technology, and the aspect of people being able to ‘communicate back’ instead of being recipients all along,” he said, adding, “Today, it is more about one-to-one communication and not news and views being disseminated by a few to many. The decline of print media,

Prof Enakshi Choudhury, teacher-in-charge, Surendranath College for Women, Kolkata, speaks at the inaugural. She made the point that a journalist needs certain qualities and skills.

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Ravindra Kumar, editor and managing director, The Statesman, stresses a point during his inaugural address.

as in the West, is likely to affect India, too.” Dwelling on media ethics, Prof Kuthiala, referring to a Punjabi parable, said that three questions need to be asked: Am I speaking the truth, have I said something immoral, have I said anything that creates friction among people? And the answer must be ‘no’ in each case. “That is the kind of ethics needed,” he stressed, and added that the adage, ‘politics is too serious a thing to be left to the politicians alone’ must apply it to the media also. Structure, ownership pattern, content, self-regulation were some of the pertinent issues that needed discussion and debate, he said.

Prof Sachchidananda Joshi, vice chancellor, Kushabhau Thakre Patrakarita Avam Jansanchar Vishwavidyalaya, Raipur, felt that new media was more responsive, more reciprocating, and more broad-based. “We have a responsive audience that can equally participate, communicate and comment on the situation, and is vigilant,” he said. Referring to a study, he said that about 50 per cent of readers come from traditional media, 23 per cent relied on traditional as well as new media, and 18-20 per cent relied only on new media.

“We cannot deny the fact that new media has an important role to play in society and its importance is ever increasing. It is cost-effective and economical compared to print media, which needs more people and other resources. The Internet keeps the reader involved and news is updated almost on an hourly basis. The interesting thing is a lot of interactivity or two-way communication is possible, the response is often immediate and spontaneous, and there are links you can easily refer to. People are free to express their views.

However, there is unwanted content which sometimes can create problems.” Prof Josh foresaw a sort of converged media in the future and saw the audience being happier and more comfortable.

Earlier, the president of the governing body of the college Sikha Choudhury released the Book of Abstracts prepared for the seminar,” she said. “It’s a responsible profession and students must understand what print, electronic and new media is all about, as well as the need to report facts and stick to the truth at all times.” Yellow journalism was not quite right, she felt. “Somewhere, journalists have lost the ability to speak and write the truth. Their role is to present the facts, especially of the reality of the poor, downtrodden and the weak and to give them a voice,” she added. This was not really happening today, she felt. “The media today is more concerned about political movements and trivial issues or gossip,” said Choudhury.

Others who spoke included Prof Enakshi Choudhury, teacher-in-charge, Surendranath College for Women, Kolkata, Prof Tapati Basu, professor and head, Department of Journalism and Mass Communication, University of Calcutta, and the editor of this journal. <

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With massive changes in the media environment and its technologies, understanding the nature of news journalism is one of the most urgent tasks we face in defining the public interest today. The implications are serious, not just for the future of news, but also for the practice of democracy within an ethical ambience.

The massive changes in the media environment and in its technologies brought about changes in the very character of journalism per se? How does a journalist who has been prolific, professional and successful in the print media make the transition from

print to on-line journalism without surrendering the former with equal professionalism, success and credibility?

Technological, economic and social changes have reconfigured journalism and the impact of the transformations for a vibrant democracy in a digital age. Senior journalists encounter the problem of learning, imbibing and approaching their profession all over again when they enter the online media. The cultural, geographical, financial and political borders have pushed the borders to turn global with the transition from print to online media even if the language remains English. Readership has become universal and is no longer trapped within the confined spaces of local and regional journalism.

The terms of negotiation between editors and writers, between technologies and language, between differences in topicality and spread of news have changed as a consequence of the interventions made by electronic and online journalism. What are the terms of negotiation? How do they influence the choices of a professional journalist? What kind of impact does it have on readers or surfers? Such questions will bring about some sharp points of difference between print journalism and online journalism and will zero in on the merits and demerits of the two formats in the ‘new age’.

Technology and the communication revolution through Internet and social media sites have redefined the nature of print journalism. The print media has had to adapt to technological changes demanded in the new age; print media journalists now have to use technology such as email, scanners, cell phones and printers to send in their contributions to newspaper houses; briefs now have to be sent by email prior to sending in the story for approval because ‘blind’ stories are not accepted any more. The world of competition has widened greatly, supplemented by a widening world of opportunities, spaces and platforms.

Online media has changed the nature of the term ‘topicality’ across the board. In the print media, ‘topicality’ is defined by the current situation spaced out in terms of days, months and importance of issues at stake. In online journalism, ‘topicality’ is defined by the ‘immediacy’ of the story. Illustrative support to stories has become more important than before for print media because of the competition from online media. In online journalism, photographic and textual matter is equally important; in print journalism, textual matter

Making the transition from print to online

Shoma A. Chatterji

The writer is a freelance journalist,

author and film scholar based in

Kolkata. She writes widely on cinema,

gender issues, media and human rights

for print and online media. She writes for The Tribune, The Statesman

and The Free Press Journal.

She has authored 17 books and

contributed to many edited compilations on cinema, family

and gender. She has won the national

award for Best Writing on Cinema

twice, the Bengal Film Journalists

Association Award, and a lifetime

achievement award from Laadly-

UNFPA in 2010

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is given greater significance except for headline stories. New age journalism as we know it, has introduced new tools and strategies in the work environment. Configurations and relationships between freelance journalists and editors are ‘invisible’ in physical terms both in print and online media, and personal, one-to-one contacts are established through cell phones, voice mails and the ubiquitous Blackberry.

For the new age journalist, computer literacy, Internet-compatibility, use of cell cameras, digital cameras, scanners and printers are mandatory; this somewhat blurs the technological differences between print and online journalism in terms of technology though not in terms of content. Journalism for the freelancer in the new age is more story-centric than it was before and the one making the transition must bear this in mind and adapt to the new situation.

The work environment for the freelance, independent journalist changes along with the change in technology, trends in stories, features, profiles and interviews and introduces the concept of networking with everyone – the people linked to the story, the editorial sections of the publishing house and/or website, public relations people, people in marketing and advertising and so on. A section of the home becomes a real office, but mainly without staff – one needs a desktop computer for working at home, a laptop or notebook for field trips and interviews, a scanner, a printer, a cell phone and a digicam for constant and continuous access and networking.

The print journalist must cope with the reality of how the introduction of online journalism has brought about corresponding changes in both readership and public interest. The cultural, geographical, financial and political borders have turned global with the transition from print to on-line media even if the language remains English. Readership has become universal and is no longer trapped within the confined spaces of local and regional journalism. Audience profiles have changed correspondingly because they get everything they want from search engines and from sites such as YouTube and streaming of movie clips on the Net available freely for use for entertainment, education and professional needs like research.

The meanings of professional mandates have changed dramatically. As a freelance journalist of the print media making the transition after 15 years, I have re-educated myself to fit into the changing face of journalism. One is constantly challenged by copyright laws that govern material drawn from the Internet which are not very clear and might land an honest journalist who does not know the laws, in trouble. The originality and exclusivity clauses mandatory for every journalist have also changed. This also calls for explaining in detail, the logistics involved in transparency in copyright laws for material cast on the Internet.

Word-count for stories has been reduced in the print media because it has more news, illustrations and advertisements to cover within the same space than it had before. Production costs have increased which have to be partly offset through advertising revenue multiplied several times than it was before. For online journalism, word-counts must be constrained because the concentration levels of surfers are not very high and they do not want to scroll to read long texts unless they are academic scholars and researchers.

Deadlines are immediate now because ‘breaking’ of stories runs into severe competition with other print media, with television news channels and with online media. Originality has become much more important today across print and online media than it was around ten years ago. Exclusivity remains as important as it was before. Objectivity is more important because today’s world demonstrates decay in ethical values in journalism and there is corruption all around, and in some parts, cases of mercenary journalism are known. <

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On a more personal note, I have gone through it all. I have gone through it all - from the manual typewriter to the electronic typewriter and then the computer as my tools. From going from door to door physically to hand over my articles in Mumbai to postal service to courier to e-mail as the way to reach the article to its destination. I have learnt to restrict my word-count and work on immediacy for online writing. Earlier, articles would be sent blind to most editors. Since online stepped in, no matter how senior you are in the profession, you first need to send a brief about a story and get it cleared before you can send the piece. The editor does the same like you have done - sending topics to work on based on the editorial profile and then ask the writer whether he or she can write on the subject or not. There are merits and demerits and many have to do with the payment factor. Many online journals ask you to contribute but stop paying after the first one or two pieces. You cannot write in-depth stories for most magazines in the print media today unless you are prepared to do with both library and field research extensively and intensively. I have learnt that the print media journalist must try and clear the cloudy areas of online copyright that are being violated with impunity.

In a thorough empirical investigation of journalistic practices in different news contexts, Natalie Fenton in her book New Media, Old News Journalism and Democracy in the Digital Age explores how technological, economic, and social changes have reconfigured news journalism, and the consequences of these transformations for a vibrant democracy in our digital age.

The Women in News programme, launched by the World Association of Newspapers and News Publishers (WAN-IFRA) in 2010, is now accepting applications from women media professionals from either the business or editorial side of newspapers in Botswana, Namibia and Zambia.

WIN is a capacity building programme that equips participants with the skills, strategies and support networks to progress to leading roles within their news organisations. According to a WAN-IFRA release, almost 50 per cent of the women enrolled in the programme have progressed to higher levels of responsibility within their organisations, or made a lateral move of their choosing.

“We are delighted to see the WIN programme continue to its third year. As part of our strategic partnership with the Swedish International Development Cooperation Agency, WAN-IFRA has spent the past two years investing significantly in creating models of excellence that can be replicated in other markets with relative ease,” says Larry Kilman, deputy CEO of WAN-IFRA.

The Swedish International Development Cooperation Agency (Sida) and WAN-IFRA established a partnership in 2010 to advance media development and press freedom worldwide. The partnership allows WAN-IFRA to broaden and develop its press freedom and media development activities to support free and financially sustainable media worldwide.

For more on this work, please consult http://www.wan-ifra.org/microsites/media-development.

<

WAN-IFRA’s Women in News programme open for applications

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S. Muthiah

Does free speech mean the freedom of the wild ass? It would appear that many commentators tend to think so to judge by the outpourings over the Salman Rushdie affair. But the fact is that freedom of expression faces legal curtailment

in several parts of the world in particular circumstances. In India, the Constitution permits proscription of published material if it feels that such material can disturb the peace. Such proscription entails not only banning the proscribed material from public view but also readings from it or the publishing of excerpts from it. Such bans can, of course, be challenged in courts and a successful litigant can have the ban lifted. But so long as the ban remains in place, it needs to be respected like any other law of the land.

Rushdie’s Satanic Verses is, rightly or wrongly, banned in India by the Central Government, fearing that certain passages in it would hurt, and might even provoke, the Muslim community. So long as the ban is in place, neither can the book be sold nor can readings or quotation of passages from it be done in public without the alleged offenders being prosecuted. Yes, freedom of speech has been curbed in this instance, but it can be challenged in court, if so desired; it cannot, however, be said that those calling for Rushdie’s head or, at the very least, a ban on his visit to India are a curb on free speech.

What they are guilty of is preventing by threats the entry of a person who has every right to enter India being a registered Person of Indian Origin with no criminal record or charges against him. And such threatening stances are what should be of concern to the authorities as well as those who sought Rushdie’s presence in India. (Incidentally, he has visited Madras a couple of times in recent years – after the fatwa was lifted – and no one was bestirred by the visits!)

That said, how free is a free press? In fact, authors have far greater freedom than editors. All an author needs is a publisher willing to publish his manuscript with whatever controversial material it may contain. He can even publish it himself if he has the wherewithal to have it printed and can arrange for its distribution. In the case of an editor, however, there is the owner of the publication who undoubtedly has his own views of what his journal should contain.

There are advertisers on whom the journal is dependent, funding as they do a considerable part of its production, and they have therefore to be kept in good humour. Then there’s the Government whose various departments can stall production of a journal or harass the organisation producing it. And, finally, there is the reader who decides whether or not to buy a journal, his reasons based on the content the editor puts into it. Each of these partners of an editor wields enough clout to curb free expression. And if you think it does not happen in democracies like ours, you are living in the world of the ostrich.

Young would-be journalists are brought up on clichés such as ‘Facts are sacred, comment is free’ and ‘Publish and be damned’. The real world is rather different. Information, news, comment, they all are free only because owners, advertisers, and readers pay the bills and governments are kept happy. But at the end of the day, he who pays the piper calls the tune.

The question of free expression

The writer has been in journalism for more than 60 years. He is editor, Madras Musings, author,

and a columnist for The Hindu. He has

taught journalism and print production

at the Bharatiya Vidya Bhavan,

Anna University and the University

of Madras. He helped found India’s first degree course in printing technology

at Anna University in 1980. He has been

an office bearer of the Madras Printers’

and Lithographers’ Association, and the

All Indian Federation of Master Printers.

In March 2002, he was awarded the

MBE by the Queen of England for his

work on heritage and environment

conservation in Chennai.

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53February 2012 SurveyRIND

In the cloud cuckoo land of editors what I’ve said here is heresy. But so is it heresy for purveyors of information, whatever the media, not to admit that their dissemination of information is only possible because of those who pay the bills. It is gratifying that in today’s world those who pay the bills have made possible an overload of information, but they have influenced, even curbed, comment and facts as much as those who have made it impossible for Salman Rushdie to come to the land of his origin, a land which has nothing against him except that some of its citizens do not like some of the things he has said in his writings.

By making the atmosphere far from conducive for Rushdie’s travel to the Jaipur Literary Festival, the rights of a person of Indian origin not charged with any crime have been trampled on more heavily than any ban on his writings – something the law allows on the basis of a publication’s content. By not focusing on this and making the issue to be one of freedom of expression, the commentators in the media are only reflecting their concern with the limitations they face in their work. But those are limitations in-built in the media in any part of the world, both by law and clout – and even more so in India despite the country’s commitment to democracy and the four freedoms. Preventing travel is not in-built.

The Media Foundation is pleased to invite nominations for its annual Chameli Devi Jain Award for an Outstanding Woman Mediaperson for 2011-12. Journalists in the print, broadcast and current affairs documentary film media (any language) are eligible, including photographers, cartoonists and newspaper designers. Names and addresses of sponsors or references should be clearly mentioned with email and phone numbers. The criteria for selection will be excellence, analytical skill, social concern, insights, style, innovation,

Nominations invitated for Chameli Devi Jain Award 2011-12

courage and compassion. Other things being equal, preference will be given to small town/rural and Indian language journalists. The entries will be evaluated by an independent panel of jurists whose verdict shall be final. Nominations should include a bio-data (with complete postal address, telephone, fax numbers and email address, for facility of communication), together with a selection of the best work done during 2010-11 in the form of three or four clippings/tapes/CDs. These should be accompanied by a brief appreciation of why the

candidate is especially deserving of recognition. Nominations addressed to B.G. Verghese, coordinator, C-11 Dewan Shree Apartments, 30 Ferozshah Road, New Delhi -110001 (Tel: 2335 5099; 98189 16923) should be received not later than February 15, 2012. The Award will be announced some days before it is presented at the India International Centre Multipurpose Hall in Delhi on Friday, March 16, 2012.

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Goss International to merge legal entities in France

Goss International took another step to enhance service to customers through its manufacturing and support centers in Europe by uniting its two operations in France as a single corporate entity on January 1, 2012. The organisational move will not impact capabilities or the size of the workforce at the major European facilities that Goss International maintains in Nantes and Montataire, France, as well as in Preston, England, and Boxmeer in The Netherlands. “We continue to provide printers and publishers with a unique combination of local responsiveness and a worldwide manufacturing platform, including major press and auxiliary manufacturing operations in Europe,” says Jochen Meissner, Goss International president and CEO.

“Merging legal entities in France is a natural step that will increase transparency for our customers.”

Goss M-600, Sunday 5000, and Sunday 4000 commercial web presses as well as Colorliner, Uniliner and Universal newspaper press models are manufactured at the Goss International facility in Montataire. The Nantes facility maintains

responsibility for engineering and service for the above mentioned newspaper press models. Among projects currently in process at the Goss Montataire facility are a Colorliner CPS eight-tower newspaper press that will be delivered to Scotland in 2012, a Sunday 5000 96-page web press that will be installed in Germany, and Sunday 4000 short-grain presses for printers in Germany and France.

Following the merger of the current Goss International Montataire, S.A. and Goss Systèmes Graphiques Nantes, S.A.S. legal entities, Goss International resources at the two facilities in France will operate as Goss International France. Goss International supplies press and finishing systems – including the most automated and productive web offset presses in the world – for magazine, newspaper, catalogue, packaging, direct mail and other printing applications. The company is headquartered in Durham, New Hampshire (USA) and has major manufacturing centres in North America, Asia and Europe as well as a global sales and support network.

The Goss 96-page Sunday 5000 (in picture) as well the Colorliner CPS, M-600 and Sunday 4000 systems are among the presses currently in process at the Goss Montataire facility in France for upcoming shipments.

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The creditors’ committee under the guidance of provisional insolvency administrator Werner Schneider and chief representative of manroland Frank Kebekus was able to reach an amicable solution for an investor concept in the course of the company’s insolvency proceedings. During the meeting, which took place in Augsburg, the solution to divide the company into three independent units turned out to be the preferred solution. “Our shared goal was to place the company in the hands of investors who are interested in its long-term, independent continuation,” Schneider explained after the meeting. He cited the existing operating concepts, the planned absorption of employees, as well as the rapid implementation of sales contracts as the main criteria guiding the committee’s decision.

According to the concept, the Augsburg site (webfed printing systems), will be sold to the Possehl Group. The family business from Lübeck in northern Germany also plans to establish long-term supplier relationships with the manroland factory in Plauen in order to secure full capacity at that site. Prospects of a subsequent share in the Plauen factory are on the horizon. The factory in Plauen will be outsourced as a new company. There are positive signs of the timely acquisition of further third-party orders, which will ensure the sustained survival of the Plauen factory.

The Offenbach site (sheetfed printing systems) will be restructured in the course of a management buyout in cooperation with an investor. This solution has a solid economic foundation and good future prospects – the financing concept does, however, require a guarantee by the federal state of Hessen. Talks have already been held on this matter.

Committee agrees on stable investor solution for manroland

Kodak seeks bankruptcy protection

Eastman Kodak Company has announced that it and its US subsidiaries filed voluntary petitions for Chapter 11 business reorganisation in the US Bankruptcy Court for the Southern District of New York. The business reorganisation is intended to bolster liquidity in the US and abroad, monetise non-strategic intellectual property, fairly resolve legacy liabilities, and enable the company to focus on its most valuable business lines. The company has made pioneering investments in digital and materials deposition technologies in recent years, generating approximately 75 per cent of its revenue from digital businesses in 2011. Kodak has obtained a fully-committed, $950 million debtor-in-possession credit facility with an 18-month maturity from Citigroup to enhance liquidity and working capital. The credit facility is subject to court approval and other conditions precedent. The company believes that it has sufficient liquidity to operate its business during Chapter 11, and to continue the flow of goods and services to its customers in the ordinary course.

Kodak expects to pay employee wages and benefits and continue customer programmes. Subsidiaries outside of the US are not subject to proceedings and will honour all obligations to suppliers, whenever incurred. “Kodak is taking a significant step towards enabling our enterprise to complete its transformation,” said Antonio M. Perez, chairman and chief executive officer. “At the same time as we have created our digital business, we have also already effectively exited certain traditional operations, closing 13 manufacturing plants and 130 processing labs, and reducing our workforce by 47000 since 2003.”

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The announcement of the Digital Publishing Alliance with Adobe, and a growing number of publishers worldwide selecting WoodWing Enterprise as the new multi-channel publishing platform for their print, online and digital publishing efforts, ensured that 2011 was a year of growth, development and worldwide accomplishments for WoodWing Software. The company was able to significantly strengthen its position as a leading developer of cost-effective workflow solutions for newspaper, magazine, corporate publishers and agencies.

As part of their mission to offer the best possible digital publishing solution, Adobe

2011, a year of growth for WoodWing Software

and WoodWing formed the Digital Publishing Alliance, which was announced in October. WoodWing released Enterprise 7.5 in early December, featuring the tight integration of both Enterprise and its content management application Content Station with the Adobe Digital Publishing Suite (DPS). This enables publishers to create compelling interactive publications in a controlled workflow environment based on Enterprise, using WoodWing´s workflow-friendly digital publishing tools. When the creative process is completed, they can leverage the Adobe DPS to easily distribute their digital content to the reader’s devices. To

measure the success of their digital editions, publishers can use Adobe DPS analytics powered by Omniture.

“Tablets have been widely adopted by both publishers and readers,” says Erik Schut, president of WoodWing Software. “Publishers now need to focus on merging their tablet publishing activities with print and Web production getting their publications on tablets quickly and in the most cost-effective way. With the integration of the Adobe DPS in our Enterprise system, we provide publishers the tools to implement an efficient multi-channel publishing strategy.”

A number of well-known publishers around the world selected WoodWing Enterprise as their new platform for the time- and cost-efficient production of their print and digital publications in 2011. In January, the Dutch publisher Weekbladpers brought seven of its publications to the iPad, followed in March by Meredith Corporation launching three of its most popular magazine brands on the iPad – both using WoodWing’s digital publishing tools. It wasn’t just the digital world that turned to WoodWing, as print publications continued to select Enterprise, as well.

A shot of the WoodWing content station.

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Integrated Ferag system for Kaleva Oy, Finland

Kaleva Oy is going on the offensive with a large-scale investment in buildings and production technology. In September 2012, production on state-of-the-art, high-performance Ferag technology will begin operations in a new building. The part of the system dedicated to the postpress processing of newspapers will comprise an MSD2-C inserting drum with DiscPool and RollStream periphery for processing one preprint and up to four inserts, as well as

a four-station DiscPool for offline bundle production.

The new installations will be used for print products that go beyond conventional newspapers. Which is why – for the moment – the Ferag concept envisages the integration of a trimming drum from the latest SNT-50 series as well as a StreamFold quarterfold line. The customer rates StreamFold as the perfect alternative to a quarterfolder built into the printing machine: far greater flexibility is achieved

in production planning on the basis of a much smaller investment, in that the printing machine remains free for other production during quarterfold processing. The team at Kaleva Oy reckons that the chances of acquiring new jobs in the print market and accessing new sources of revenue while achieving maximum utilization of overall capacity will be at their greatest thanks to this versatile and easy-to-expand system with its slim-line concept.

A view of the new installation at Kaleva Oy.

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At drupa 2012, May 3-16 in Düsseldorf, Germany, Hewlett Packard will showcase new digital printing solutions and applications that help print service providers grow their businesses and deliver higher value to their customers. HP’s 4952 square meter (53300 square foot) stand at drupa - in hall 4 of Messe Düsseldorf - will be drupa’s second-largest exhibit. It also will be the tradeshow’s single-largest exhibit of digital printing technologies, building on HP’s legacy of bringing innovation to market.

“This year, we will again raise digital printing performance to new levels, helping customers extend the unique advantages of digital production to more applications and create greater impact,” says Christpopher Morgan, senior vice president, Graphics Solutions Business, HP. “Customers also can count on HP to bring to market the innovative solutions we demonstrate at drupa, based on our proven track record of rapidly delivering new technologies announced at previous shows and generating strong market demand.

As a result, HP digital press page volume continues to increase more than 20 percent per quarter and fuel profitable business growth for our customers.” HP’s stand will feature its broad

HP to showcase new digital solutions at druparange of graphic arts technologies, including:

• HP Indigo digital presses featuring high-quality liquid HP ElectroInks for commercial, photo specialty, and label and packaging applications

• HP Inkjet Web presses for high-speed publishing, transactional and commercial applications

• HP large-format systems using HP Latex and UV inks for numerous sign and display applications

• HP Specialty Printing Systems inkjet solutions for high-productivity, low-cost imprinting, addressing, coding and marking applications.

HP also will show complete end-to-end solutions, including the new HP SmartStream workflow solutions; HP Exstream communications management technologies; HP web-to-print and MIS solutions based on Hiflex technology; advanced HP service and support offerings; and third-party software and finishing systems. drupa visitors from nearly every segment of the graphic arts industry will see production solutions to meet their business needs, with the HP stand divided into demonstration areas for general commercial; photo specialty; publishing, direct mail and transaction printing; labels, flexible packaging and folding cartons; and sign and display printing.

The HP Indigo Digital Press.The HP-inkjet-web-press.

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publication print products as well as packaging. The ROLAND 700 DirectDrive press will

considerably increase the output, especially for short runs and print jobs requiring a flexible printing press. Two years ago, the rapidly growing company with its 180 employees invested in two ten-colour ROLAND 700 HiPrint perfector presses. “We are very satisfied with both presses, which is why we decided to purchase another printing press of this series,” explained Flavio Zuin, managing director of Grafiche Antiga. Its innovative DirectDrive system allows simultaneous plate changes and wash cycles. In addition, unused inking units can be disabled, which results in less wear, short downtimes, and inexpensive maintenance. Perfecting allows high-quality two-sided four-color production, which enables the cost-effective printing of short and very short runs.

New manroland sheetfed presses took up operation in two northern Italian printing houses. Grafiche Antiga now uses a ROLAND 700 DirectDrive, while Print Duemila installed a ROLAND 900. The new printing systems allow customers to expand production capacities. Located roughly 50 kilometres northwest of Venice, Grafiche Antiga is one of northern Italy’s most prominent graphic arts industry operations. To increase its capacities, the printing house invested for the third time in a ROLAND 700, this time in an eight-colour perfector press of the DirectDrive generation. It replaces a competitor’s press. To remain internationally competitive, Grafiche Antiga offers its customers a wide range of products that are entirely produced in-house. For its more than 1000 customers, Grafiche Antiga processes 6500 tons of paper in approximately 10000 print jobs annually, producing advertising and

manroland presses boost output of Italian printing houses

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The World Print & Communication Forum (WPCF) and the PrintCity Alliance have announced that they will be jointly organising an international environmental conference during the 2012 drupa exhibition in Düsseldorf. The co-operation underlines that effective responses on environment issues require creative cooperation across the industry process chain. The Lean & Green International Environmental Conference will focus on the duality of mutual economic and environmental benefits (Lean and Green) as an industry strategy. Specialised speakers from both within and external to the printing and paper industry will provide attendees with information and incentives.

The conference programme will be organised in three sessions: Environmental Footprint, Sustainability Challenge, Labels and Certifications. It will be on Thursday, May 10, 2012, from 09:00-15:00 in the drupa Congress Centre. The conference is a not-for-profit event that will only cost 175 € plus German VAT (19 per cent) to cover event expenses and refreshments (including a light

WPCF-PrintCity environmental conference at drupa 2012

lunch). Places are limited and can be reserved now on our event registration page: http://amiando.com/LEAN_GREEN.

States Beatrice Klose, secretary general, WPCF: “Improving your environmental performance also leads to compelling business opportunities to reduce costs, increase competitiveness, become more innovative and enhance staff and customer confidence.” “Our research and experience demonstrates that there is a direct correlation from a lean and green approach that provides strong benefits across the industry value chain. The holistic management of economic and environmental issues is a key to sustainability, and also impacts on the use of print as a medium,” adds John Dangelmaier, president, PrintCity.

WPCF is an association created by the world’s major transnational and regional printing associations. The objectives of the WPCF are to form a single global exchange platform for the printing and communication industry between the different players and to stage conferences to analyse market trends and business opportunities.

UK-based Vision in Print (ViP), dedicated to increasing profits and competitiveness for print and packaging companies, will be contributing to Lean & Green initiative led by PrintCity at drupa 2012. Drupa visitors will find a special information area for Lean & Green Opportunities at PrintCity in the centre of Hall 6. The special zone will have a focus on improving economic and environmental performance. It will be manned by a range of environmental, sustainability and business efficiency experts from many international organisations, to answer questions and give advice on good practice. ViP is also contributing to the PrintCity Lean & Green project report — Making The Print Value Chain Greener & Leaner.

Vision in Print joins Lean & Green drupa initiative ViP programmes deliver significant cost reductions,

productivity improvements and streamlined office processes with the training and culture change to sustain continuous improvement.

Typical production improvements include increased productivity through reduced machine breakdown, make-ready and downtime, and increased running speeds and significant material waste reduction.

Many ViP projects focus on streamlining office processes, from customer enquiry to despatch, to define and reduce administrative steps, minimise information errors and improve delivery performance. The projects are particularly useful preparation for successful MIS upgrade.

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PrintCity members Sun Chemical, UPM, manroland, Trelleborg and Sappi, plus alliance partners Fujifilm, GMG and Hammesfahr, have published an important new report on Process Colour Standardisation. The report is a guideline to better understand and use standardised process printing and workflow optimisation. PrintCity project members have shared their combined competencies to help implement standardisation, plus improve quality, consistency and productivity in offset printing. An important part of this project was the case study on PSO implementation and certification at the printer Hammesfahr in Germany.

Key topics in this extensive new comprehensive reference for all designers, printers, packagers and print buyers include:

• Introduction: Colour Management; Standards, Specifications and Implementation; Certification, Key Control Parameters; Measuring Devices and Software Tools, Frequently Asked Questions, Glossary

• Key Influences on Quality: Print Job Preparation & Design; GCR; PDF/X; Proofing system; Plates & Processing; Press; Blankets; Maintenance & Consumables; Inks & Dampening; Paper

• Implementing Standardisation: Step-by-Step Implementation; Hammesfahr Case Study

• Faster Colour OKs and Troubleshooting: Managing Press OK and Makeready; Resolving Some Common Problems

PrintCity and f:mp (Fachverband Medienproduktioner www.f-mp.de) made an assessment with German print users and designers to identify the perceived benefits from working with certified printing companies. The responses identified the three top benefits as improved quality, consistency and reduced errors. The report will give readers a unique, cross-process overview and guidance on best practice in this complex subject area. The use of standards and methodology is an integral aspect of latest Lean and Green business thinking. It will give direct benefits in greater efficiency, higher quality, predictability and consistency for production.

Guide to process colour standards launched

PrintCity members Sun Chemical, UPM, manroland, Trelleborg and Sappi, plus alliance partners Fujifilm, GMG and Hammesfahr, have published an important new research report called Process Colour Standardisation. The detailed 48-page publication was the result of work to bring together the shared knowledge of all project members, under their pooled connection of competence.

The new publication can be obtained from any participating project member, or ordered online at www.printcity.de/SHOP.

The Columbian has selected NELA’s VISIO, Vision Register Punch Bender, for inline connection with its new CtP system. NELA’s VISIO is a high-quality, cost-effective inline vision register punch and bending solution available today.

In conjunction with its web width reduction from 50” to 44” scheduled for late January through Pressline Services, The Columbian also selected NELA Metro Lock Ups to replace all of its existing locks. The NELA lock-up design includes a built in lead edge, designed to cover and replace the existing lead edge on the Goss Metro press. Jeff Stalcup, production director of The Columbian stated, “The Lead Edge NELA Lock Up eliminated the potential need for costly and time consuming machining of the existing cylinder inserts.” NELA forms the largest register control and plate automation company in the printing industry. As a full service register provider, NELA’s Register & Vision Systems include automated punch and bending, press lock-ups and controls for on press register, cut-off, colour register and colour density.

The Columbian chooses NELA for pre-press plate automation

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At the end of 2011 the strong Chinese printing market lived up to its reputation with printing companies ordering printing systems from manroland. In 2011, China once again proved to be by far manroland’s largest single sheetfed offset market, ahead of Germany and Brazil. The trend towards high-end presses and value-added printing thus continues in China where customers’ trust in the Offenbach sheetfed printing presses continues to be very high. It is the ROLAND 700 HiPrint, often with a coating unit, that has been ordered especially frequently for years.

Jiangsu Post Printing Factory in Changzhou City, a town in the west of China, has relied on manroland for 15 years. That’s why for the expansion of the machinery park, another manroland press was the choice – this time a four-color ROLAND 700 HiPrint. “The more advanced a press is, the easier it is to operate, and manroland presses are very operator-friendly,” says Lin Chao, deputy factory director of Jiangsu Post Printing Factory. “I was chief printer for five years and we had hardly any problems.” With the new four-color ROLAND 700, the company now has three ROLAND 700 presses to ensure they can continue delivering

ROLAND 700 HiPrint, sought-after in China

In commercial business with Ferag

printed products of the highest quality. Jiangsu Post Printing Factory, a member of Jiangsu Post, focuses on providing postal printing service. It started business around 30 years ago with a few old-fashioned manual presses.

The ROLAND 700 HiPrint is one of the world’s best high-end sheetfed offset presses. The new press at Jiangsu Post Printing Factory is equipped with the automatic plate-changing system PowerPlateLoading (PPL) and QuickChange functions to reduce and optimise make-ready times. For example, thanks to the QuickChange Surface, a 50 per cent time saving can be reached when cleaning the ink fountain. All this means best preconditions for Jiangsu Post Printing Factory to strengthen its position among the top addresses of Chinese printing companies.

The ROLAND700 HiSpeed 465

MittMedia Print in Sundsvall (Sweden) has been in the commercial business since the spring of 2011. And Ferag technology is the key to efficient and profitable production. During the night, the technology is allocated to the production of local newspapers Sundsvalls Tidning and Dagbladet, with an MSD2-C inserting drum with MultiDisc and RollStream periphery in action in the post-press processing sector. During the day, production runs in heatset. In addition to supplements for its own newspapers, there are special-interest magazines as well as advertising brochures. With heatset production, the printing machine delivers 32-page tabloid

products. After stitching in the folder, they are trimmed online in the SNT-50 trimming drum and placed in intermediate storage for the inserting process or readied for dispatch. For higher paginations, the MSD2-C inserting drum comes to the fore with its multiple functions. Up to three centrally aligned product sections can be inserted, one inside the other, thanks to a second opening device. In conjunction with MultiDisc and RollStream, it is possible to produce magazines of up to 96 pages, wire-stitched, using StreamStitch and with a subsequent three-side trim in the SNT-50.

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The latest edition of PrintCity’s Webline magazine, edition winter 2011 / spring 2012, celebrates 10 years of success in the web printing market. Participating PrintCity Alliance members are manroland, MEGTEC, Océ, Procemex, Sun Chemical and UPM. The edition features Tune-Up Your Web Press, setting the scene for the shared PrintCity Alliance web printing hot topic attractions at drupa in 2012. The edition includes the following articles:

Upgrades & Retrofits/Print Quality ·Audit/SUM-IT Training/Remote Web Monitoring

Digital Meets Offset Power·UWWO (Ultra Wide Web Offset) ·

InstallationsVAPoN (Value Added Printing of ·

Newspapers) Case StudiesNew PrintCity project reports ·

availableJoint WPCF/PrintCity drupa ·

Environmental Conference – May 10, 2012

Since 2002, the PrintCity Alliance has been publishing Webline, a leading industry magazine focused on web offset printing, read by over 10000 people in the printing industry. Webline is published in English and German languages and is available in printed and PDF formats. Over the last 10 years, the magazine has developed a strong distribution base and is well regarded by printers, publishers and technicians worldwide.

Webline magazine reports on trends in publishing and on new technologies, features application reports and examples of best practice. Webline also reports on innovations and developments at the member companies of the PrintCity Alliance. You can obtain a copy of Webline by emailing [email protected].

PrintCity’s Webline celebrates 10

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Competing for WAN-IFRA’s Asian Media Awards is a good opportunity to stimulate newspaper and magazine staff from all departments and to reward their efforts for improving the publication’s quality day after day. Two new categories are open to competition this year: Best in Newspaper Marketing and Best in Community Service. Registration is available through online submission and the deadline is 10 February 2012. The competition is open to all publishers in Asia Pacific, South Asia and the Middle East. Registration is fully online. Award winners will be honoured at the Publish Asia 2012 convention which will take place in Bali (Indonesia) on 10-12 April.

For more information, please email to Mr. Wilson Leong at [email protected] or call him at +65 6562 8446

Final call for WAN-IFRA’s Asian Media Awards

Tokyo-based Kodansha is the first graphic arts company in Japan to invest in a SigmaLine digital book production system by Muller Martini. The leading Japanese publisher will in future have some of its books printed by a partner company using an HP T300 digital printing press and will bind them using Muller Martini’s Pantera perfect binder connected to the SigmaLine.

Kodansha is breaking new ground in response to the steadily declining print runs in Japan. In the future, the country’s largest publisher will print with runs of between 400 and 3000 copies, using a T300 digital printing press by HP. The publications will be bound using a SigmaLine digital book production system by Muller Martini, which consists of a SigmaFolder (folding), a SigmaCollator (gathering) and a SigmaBuffer (buffering), as well as a Pantera digital perfect binder with a Esprit three-knife trimmer connected inline. The new production methods are designed to lower production and storage costs, as well as simplify the printing of new editions of out-of-print works. Kodansha itself has a small printing plant, but largely works together with various book binderies. The new digital book production system will be put into operation coming spring at one of those partner companies located in Saitama, a neighboring province of Tokyo.

The SigmaLine at Kodansha, consisting of a SigmaFolder, a SigmaCollator and a SigmaBuffer, is connected inline with an HP T300 digital printing press.

Kodansha invests in Muller Martini book production systems

>

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ESMA, the European Specialist Printing Manufacturers Association has confirmed its support for EcoPrint 2012, the industry’s show focused exclusively on sustainability in print. “Our members are some of the largest manufacturers of technology for the speciality print sector and as such have been focused on the issue of sustainability for some time.

It is something the industry needs to address urgently to secure it a profitable future and we welcome the introduction of this unique show, which is dedicated to offering both manufacturers and end users new, innovative and profitable strategies to make our industry more sustainable,” says Peter Buttiens, CEO, ESMA. To this end, ESMA will be holding its 2012 environmental conference at the show in Berlin, where it will

ESMA confirms support for EcoPrint 2012

provide all delegates with access to practical and technical guidance, to help them make a positive move towards becoming a more sustainable print business.

“EcoPrint is all about encouraging businesses in the print sector to join our campaign to become a more sustainable,” says Marcus Timson, director, EcoPrint. ” ESMA has over 50 leading manufacturers in the specialist print sector, so to have its support and involvement in the show once again indicates how EcoPrint is capturing the imagination of the leaders in our industry. The fact that ESMA has also committed to running a specific environmental conference at EcoPrint will greatly enhance the overall content and we are delighted to be working with another respected industry association.”

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World press condemns threats against Pak journalists

The World Association of Newspapers and News Publishers (WAN-IFRA) and the World Editors Forum have expressed deep concern about growing threats against journalists in Pakistan and called on President Asif Ali Zardari to ensure their protection. ”State agencies have a duty to protect, not intimidate, journalists,” the global press organisations said in a letter to the president. “The threat of violence has created a climate of fear among journalists that promotes self-censorship.”

Prominent Pakistani editor and TV presenter, Najam Sethi, the laureate of the 2009 WAN-IFRA Golden Pen of Freedom, was threatened after he raised questions about the military’s role in politics. Sethi, editor-in-chief of The Friday Times, said on his Geo News TV show that he had received serious threats from both “state and non-state actors”. He is currently confined to his residence and has police protection because of the threats. Sethi recently returned from the US, where he spent several months after he and his family received threats. His remarks come a week after journalist Hamid Mir said he also had received threatening messages from the security establishment.

Sethi has long been harassed by the Taliban, extremists, military groups and the government for his reporting. He was imprisoned in 1999 for anti-national activities after participating in a BBC documentary speaking negatively about former Prime Minister Nawaz Sharif. The Taliban also threatened to kill him if he did not change his editorial policies.

Gulf, world’s most dangerous region for journalists

Sixty-four journalists and other media workers were killed worldwide because of their professional activities in 2011, with nearly half of them killed in Pakistan, Iraq, Libya and Yemen, according to the World Association of Newspapers and News Publishers (WAN-IFRA). Ten journalists were killed

in Pakistan for the second consecutive year, making it again the most deadly country for journalists.

The Arab region was the world’s most dangerous region for media professionals, with 22 journalists killed. The brutal repression that followed widespread popular uprisings in Bahrain, Egypt, Libya, Syria, Tunisia and Yemen cost the lives of 16 journalists. Journalism in Iraq remains a dangerous profession, as six journalists lost their lives in the country last year. Mexico remains the most dangerous country for journalists in the Western hemisphere, with six journalists in 2011, as coverage of organised crime and corruption have put journalists in the line of fire.

The 2011 death toll, released after an investigation into all potential media murders, compares with 66 killed in 2010, 99 killed in 2009, 70 killed in 2008, 95 killed in 2007 and 110 killed in 2006. Though many journalists are killed covering war and conflict, they’re also targeted and murdered in many countries for investigating organised crime, drug trafficking, corruption and other crimes. They are often killed with impunity, with nobody brought to justice for the murders in the majority of cases.

“When journalists are attacked and killed merely for doing their jobs, the entire society suffers,” said Christoph Riess, CEO of WAN-IFRA. “The right of all citizens to the free flow of information is diminished by these acts. These murders must be prosecuted thoroughly and the perpetrators brought to justice.”

N Ram steps down as editor-in-chief, The Hindu

With effect from January 19, N Ram has stepped down as editor-in-chief and publisher of The Hindu newspaper and other group publications – Business Line, Frontline, and Sportstar. Ram will, however, continue as whole-time director of Kasturi and Sons Ltd. In a communiqué to the board of directors, dated January 9, 2012, Ram stated that Siddharth Varadarajan, Editor of The Hindu, D Sampathkumar, Editor of Business Line, R Vijayasankar, Editor of Frontline, and Nirmal Shekar, Editor of Sportstar,

General NewsGeneral News

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would now have extended editorial responsibilities. K Balaji, Managing Director, Kasturi and Sons Ltd, will oversee the publishing and printing functions for all publications of the company till a CEO has been appointed. The Hindu has been on the lookout for a CEO for a while now. In July 2011, three of the editors had tendered their resignations – N Ravi as editor of The Hindu, Malini Parthasarathy as executive editor, and Nirmala Lakshman as joint editor. With Ram’s decision to entrust the post and subsequent editorial responsibilities to Varadarajan, the family members will continue as directors of the company.

Paid news and poll coverageThe Election Commission and Press Council of

India have issued strict guidelines for paid news. The guideline issued by the Election Commission for the media to check instances of paid news during elections states, “Newspapers are not expected to indulge in unhealthy election campaigns, exaggerated reports of any candidate/ party or incident during the elections. While reporting on actual campaign, a newspaper may not leave out any important point raised by a candidate and make an attack on his or her opponent.” It also stresses that the press is not expected to indulge in canvassing of a particular candidate/ party.

New partnership launched for African media

The African Media Initiative (AMI) and the World Association of Newspapers and News Publishers (WAN-IFRA) have launched an ambitious strategic partnership to provide professional training and other form of technical support to develop media businesses across the African continent. The partnership will include a series of joint projects aimed as strengthening media business in Africa, expanding access to finance and development of new revenue streams, harnessing the digital revolution through technological adaptation and innovation, and building a competent leadership of the media sector through a commitment to improved ethics and management.

The two organizations will work together specifically on developing digital innovation for the African media industry, the development of pan-

African curricula and training in media management, joint research activities, and advocacy of press freedom, quality reporting and other areas.

Mail Today launches Chandigarh edition

Mail Today, the daily English tabloid from the India Today Group, has launched its Chandigarh edition. Like the Delhi edition, it is positioned as a premium newspaper targeted at young cosmopolitan readers. Chandigarh fits the bill as it is an affluent city with essentially English speaking population of young upwardly mobile readers.

The Chandigarh edition will be distributed in Chandigarh, Mohali and Panchkula, besides Ludhiana and Amritsar in Punjab, Karnal in Haryana, and Shimla and Solan in Himachal Pradesh. Following Mail Today’s successful circulation model in Delhi, the new edition will also focus on the subscription route.

Pune to host WAN-IFRA India 2012 Conference

Pune will for the first time play host to this year’s WAN-IFRA India Conference. WAN-IFRA India 2012, the twentieth annual conference of WAN-IFRA South Asia will be held on September 26-27 at the Pune Marriott Hotel and Convention Centre. The conference will have three parallel tracks – Newsroom Summit, Printing Summit, and Cross-media Advertising Summit – to discuss the business and technology challenges and provide a direction into the future of the news publishing industry in the region.

The conference draws much significance in the backdrop of the digital media revolution facing the South Asian news publishing industry on one hand and the challenge of managing the growth of print media business on the other. The conference will be preceded by two pre-conference workshops on the topics ‘Online video production’ and ‘PDF workflow’. The event will offer a limited number of info-tables and a variety of sponsorship opportunities to the suppliers industry. WAN-IFRA India 2012 ‘Call for papers’ is now open. Please send your proposals to [email protected].

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TOI spreads fragrance in Chennai on New Year Day

In a sensory connect initiative reminiscent of another done with the Maharashtra Times during the Ganesha festival, The Times of India, Chennai greeted readers in Chennai city with a fragrant paper on January 1, 2012. The exercise was carried out for Kaleesuwari Refinery Pvt Ltd for its perfumed oil brand Dheepam, an aromatic oil to light lamps. The main edition of the paper was enclosed in a ‘powerjacket’, which was titled ‘The Times of Happiness’. Commenting on the innovation, Ninan Thariyan, associate vice president, Times Response, Chennai, said, “On January 1, 2012, what we delivered was not only a newspaper but also a ‘nose paper’. Our strategic intent was to provide the advertiser an experiential engagement opportunity through a sensory connect with our readers. The FMCG category by nature is a television advertiser. A fragrant newspaper was the logical answer to the customer’s communication requirement. Our challenge was ‘how do we make the print medium appeal to him by overcoming the limitations of interaction with readers?’ Since we had already carried out such an exercise in the recent past, we could offer our expertise and customise the solution to take the product to our readers.”

Thariyan outlined the challenges during the exercise and said, “The challenge was to reproduce Dheepam’s fragrance in the paper so that customers could identify with the brand. So, it turned out to be product sampling for the oil, it fostered an emotional connect, and added one more dimension to the medium.” A teaser ad was carried on December 31, 2011 in the main issue to create a buzz around the initiative.

Print players gear up for UP Assembly polls

With the Uttar Pradesh Assembly nearing, dailies in the state have lined up extensive coverage plans while adhering to the government’s directions on paid news. This time, there are more than one crore young voters, many of whom would be casting their votes for the first time. Keeping this in mind Rahul Kansal, brand director, The Times of India, said, “We have come up with the Lead India 2012 campaign, which will basically focus on youths as they will be

playing a key role. We want to know the opinions of first time voters and also want them to take active part in the elections.”

Amar Ujala, one of the largest circulated Hindi dailies in Uttar Pradesh, is covering the elections in two parts. The first part, Mahasamar, is a report card of the poll candidates in the fray, on the work they have done. The second part is Jansamwad, which offers a platform to the people to provide views on poll candidates and their expectations.

INS flays move to suppress Patrika in Chhattisgarh

The Indian Newspaper Society (INS) has condemned attempts being made by the Government of Chhattisgarh to intimidate a member newspaper, Patrika, reportedly to suppress reportage about the chief minister of the state and his relatives. In a statement issued on January 3, 2012, Ashish Bagga, president, Indian Newspaper Society, said that the filing of 40 to 50 criminal cases against the newspaper, many of them in remote Bastar District, seemed aimed clearly at intimidating the newspaper. Members of the ruling party of the state are also learnt to have burnt copies of the newspaper, removed its hoardings by force and indulged in other “reprehensible actions”, according to the release. The INS has urged the chief minister of Chhattisgarh and the state government to desist from such undemocratic actions against a respected newspaper.

Navbharat Times launches NCR edition

Navbharat Times (NBT), the Hindi daily from the Times Group stable, launched its NCR edition to strengthen its top position in Delhi-NCR. The NCR edition will not only retain its special Delhi and national content, but also offer state level news relating to Uttar Pradesh and Haryana. The special NBT-NCR edition will be circulated in Ghaziabad, Faridabad, Gurgaon, Greater Noida and Noida. Readers in these areas will also get the hyper local city pullouts with the main issue. The NCR has been witnessing a huge growth in job opportunities, increased urban migration, increased housing projects and huge investments in the transport

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infrastructure. From the advertising point of view, tapping NCR readers has always been an interest area for advertisers as they look out for mediums that have deeper engagement levels with audiences. According to the Indian Readership Survey (IRS) Q3 2011 results, NBT remains the most read newspaper in Delhi-NCR with a readership of 19.7 lakh.

Naya India launches in Patna and Ranchi

Delhi-based newspaper Naya India has hit newsstands in Patna and Ranchi. Naya India is already present in Delhi, Lucknow, Jaipur, Bhopal, Raipur and Dehradun. The paper faces stiff competition from existing dailies like Hindustan, Dianik Jagran and Prabhat Khabar. The 16-page daily is accompanied by a four-page supplement. The main aim is to provide local news to readers, and to focus on local happenings in comparison to other news.

ACK Media expands reader base for Suppandi

Led by the growth of Dainik Bhaskar, Suppandi 48, the 48-page English quarterly comic magazine published by ACK Media, has turned into a teen magazine from its sixth issue released in December 2011. So far, the magazine has been targeted at kids in the 7-12-year age group. Cult character Suppandi, born in Tinkle close to 30 years ago, moved into his own magazine Suppandi 48, which was launched in October 2010. Anisha Karthick, editor, said,

“Suppandi will remain Suppandi, though his stories will be written in different styles. There will be a noticeable difference between Suppandi stories in Tinkle and Suppandi 48, but the essence of the character will be maintained throughout. Teenagers mostly end up reading something that’s for children or for grown-ups. So, the Suppandi 48 team decided to give young adults a magazine that is specifically for teens.”

The cover price of the magazine will remain at Rs 40. There is no subscription available for the magazine. It can be purchased at bookstores and newsstands all over India. Copies can also be purchased online from the ACK Media Web site. Suppandi 48 is available only in print form.

India Today: Malcolm Mistry moves on

After a stint of 11 years, Malcolm Mistry, Publishing Director, India Today Merged Entity, has decided to move on. Mistry will soon don on the entrepreneurial hat. His last day with the company is March 30, 2012. Following this, the India Today Group is making a key change in its structure. In its current form, India Today Merged Entity (ITME) comprises the flagship brand India Today across its various language editions, the business publications of the group and Reader’s Digest. ITME was put in place two years ago with the objective of integrating the sales force of publications with similar advertiser profile. ITME is now adding Mail Today to its portfolio of brands. Manoj Sharma, who had recently taken over from Rahul Thappa as business head with Mail Today, will now take over as group business head of ITME. He will also oversee the sales integration between ITME and Mail Today with a view to draw synergies between the brands.

HT goes Mini for Delhi Metro commuters

HT Media Ltd launched a new publication, HT Mini, on January 14, 2012, created for people on the move. In the launch period, HT Mini will be available in select areas of Delhi-NCR and will be sampled heavily outside Metro stations. It will be published Mondays to Saturdays. At one-fourth of the size of mainline broadsheet newspapers, which makes it smaller than an A4 size, the 24-pager offers light, snippety content ranging from the top news stories to city news, sports, entertainment and lifestyle.

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February

EVENTS CALENDAR

March

February 3, organised by WAN-IFRA: At the System Workshop – Circulation and Subscription System in Stockholm (Sweden) you get the opportunity to meet system suppliers that operate in the Nordic market, and have a chance to evaluate how their systems could be put into use in your own organisation. More details from Annica Widlert, project manager events | WAN-IFRA Nordic | Stockholm, Sweden +46-(0)8-6924674; [email protected]

February 13-17, organised by WAN-IFRA: Digital growth needs a multitalented approach, the annual WAN-IFRA Digital Study Tour in Europe will take you to London, Paris and Berlin – three cities that are in intense competition to become the new Silicon Valley of Europe. Contact: Valérie Arnould, senior editor / business editor | +33-546520745; [email protected]

February 23-24, at the Tata Theatre, NCPA, Mumbai: Print Summit 2012; the Bombay Master Printers’ Association’s sixth edition of the Print Summit will provide printers and service providers, a deep insight into the print business and provide a run-down on the challenges and opportunities.

February 29, organised by WAN-IFRA: Pre-conference Workshop: Multi-Media Advertising will look at how to develop and implement a multimedia ad sales strategy for the newspaper company

and develop the potential for improved results and value for clients. Contact: Bettina Werner, manager WAN-IFRA Academy, Publishing, Editorial and General Management | WAN-IFRA | Darmstadt, Germany +49-6151-733737; [email protected]

February 29-March 1, WAN-IFRA organises the 7th Middle East Conference, at the JW Marriott Hotel, Dubai. Contact: Lancy Heist, coordinator Middle East Conference | WAN-IFRA | Darmstadt, Germany +49-6151-733743; [email protected]

March 1-2, organised by WAN-IFRA,: 22nd World Newspaper Advertising Conference at Prague, Czech Republic. Must visit for chief executives, managing directors, advertising executives and all those who wish to know about opportunities in the future of advertising and find new ways to generate more revenue. More details from Claudia Wilke, programme manager events |WAN-IFRA ([email protected])

March 1-3, organised by Ipex: Graphics of the Americas Expo, Miami, USA

March 6, organised by WAN-IFRA: Human Resources and Organisational Strategies in Media. Contact: Raquel González Benítez, events and training manager | WAN-IFRA Ibérica S.L. | Madrid, Spain, +34-

91-7702454; [email protected]

March 7-9, organised by Ipex: All in Print China, Guangzhou, China

March 12-13, organised by WAN-IFRA: Digital Media India, conference theme, Moving from Print Only platform to Multiple Platforms, Business models for digital platforms. The conference will be led by Stig Nordqvist along with speakers from US, Europe, Far East Asia and India, and will discuss digital media strategies, monetising digital initiatives and publishing to digital devices. Contact: V Antony, senior manager-Events & Supplier Services | WAN-IFRA South Asia | India +91-44-42110640; [email protected]

March 17-19, organised by Ipex: 3P Plas Print Pack Pakistan, Lahore, Pakistan

March 21-22, organised by WAN-IFRA: Printing Summit 2012 at Berlin, Germany. Subjects include innovations in printing, the power of printed advertising, marketing your printing capacity, green production, quality in printing, and lean production. Venue: NH Berlin Friedrichstraße, Friedrichstraße. Contact: Sergio de Oliveira, programme manager Events Newspaper Production | WAN-IFRA | Darmstadt, Germany, +49-6151-733727, [email protected]

March 27-29, Sign & Digital UK 2012, at Birmingham, the UK, will provide access to the sign making and digital printing industries’ latest innovative products, technologies, services

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April

May

EVENTS CALENDAR

June 5-8, in Hanoi, Vietnam: Print & Label

June 15-17, at the Gujarat University Exhibition Hall, Ahmedabad: India Print Expo

June 22-24, in Chennai: Print Expo India

April 2-5, organised by Newspaper Association of America: NAA mediaXchange 2012, in Washington DC.

April 11-14, organised by Ipex: Indoprint, Jakarta, Indonesia

April 10-12, organised by WAN-IFRA: Publish Asia 2012, in Bali, Indonesia. The conferences will be supplemented by learning workshops and several networking functions including a welcome reception and a golf tournament. The prestigious Asian Media Awards will be presented at the Gala Dinner. Contact: Gilles Demptos, director, Publications and Events | WAN-IFRA Asia Pacific | Singapore, Singapore, +65-65628443, [email protected]

April 16-18, organised by WAN-IFRA: Digital Media Europe 2012, in London, UK will provide hands-on skills, ideas and

June

May 3-16, at Dusseldorf, Germany: one world – one drupa. More details at www.drupa.com.

May 9, at Hamburg, Germany: Pre-conference Workshop: Creating a cross platform experience - Web, Online, Tablet. More details from Bettina Werner, manager WAN-IFRA Academy, Publishing, Editorial and General Management | WAN-IFRA | +49-6151-733737 ([email protected])

May 10-11, at Hamburg, Germany: 11th International Newsroom Summit, ‘Smart strategies for tough times’. More details from Claudia Wilke, programme manager Events |WAN-IFRA ([email protected])

May 10-12, at Dallas, US: The NBM Show

and applications. More details at www.signuk.com

March 29-30, organised by WAN-IFRA: 3rd International Sports News Conference, in Madrid, Spain. Topics include: Sports news and strategy of marketing and diversification, Sport communities, Local sports sites, Sports rights for journalism, and Ads and sport news. Contact: Sandrine Proton, events manager | WAN-IFRA South-West Europe | Lyon, France, +33-472770595; [email protected]

methods for increasing efficiency and revenue in the ever-growing digital world. More details from Priel Manes, event manager | WAN-IFRA +49-17-22-666-219 ([email protected])

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Bringing women out of the kitchen, to the open world

It’s a regional magazine for women that has grown and changed with the times. It has a huge readership, but more than that it enjoys an extraordinary rapport with readers, so much so that it has over the years become a sounding board, a reference point for all things related to women and more. Significantly, the magazine does not employ one reporter; 70 per cent of the content is reader-generated. There is no mention of cinema, very little of television, and politics only if it concerns or affects women. Indeed, even today, empowering women is the raison d’etre, getting them exposed to the work and social environment. And, yes, credibility ranks right at the top. In its 32nd year, Mangayar Malar has just launched a Braille edition. >>> more

Making the transition from print to online

With massive changes in the media environment and its technologies, understanding the nature of news journalism is one of the most urgent tasks we face in defining the public interest today. The implications are serious, not just for the future of news, but also for the practice of democracy within an ethical ambience.

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SurveyRINDA journal of the Press Institute of India - Research Institute for Newspaper Development

Bharathan Publications offerings: (From left), Kalki, the flagship magazine; English and Tamil versions of Gokulam, targeted at children; and Deepam, the latest in the fold; and (below) Mangayar Malar over the years, a staple part of many Tamil homes.

FEBRUARY 2012 | VOLUME 33 | ISSUE 2 | RS 40

Dinamalar launches new Android tablet app

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Colour gamut reduction in a coldset process

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