On-demand printing has now become the most popular new printing service in the industry. As all industries across the country are preparing to fight around the 2008 Olympic Games, on-demand printing has become a battleground for the digital printing industry. However, because it uses digital printing technology, it was once used as a synonym for digital printing; and because it is often used in short-run work, it is often confused with short-run digital printing. What is the true meaning of on-demand printing? What are the requirements? This article discusses these issues with everyone. In 1991, Xerox entered the field of digital POD with the online version of its DocuTech Production Publisher, which had an additional impact on the market. At the same time, it attracted the attention of the industry and was considered a new development trend. POD is defined as all printing "according to the time, place and quantity required by customers". In fact, this definition covers almost all short-run printing, including digital and traditional methods. What is ironic is that after the advent of digital color printing, many printer manufacturers believe that POD is just a service model with low technical complexity and low value. In the late 1990s, personalized printing appeared. Although it is not mutually exclusive with POD, some people put too much emphasis on the role of personalized printing. In fact, personalized printing did not produce the expected results later, and the prejudice of personalized printing too much naturally affected the development of POD, which was not conducive to the rapid growth of color digital printing. After this, the printing press manufacturer finally realized that POD is a bigger opportunity. Today, online printing has become one of the suppliers' "best business"; but after placing an order online, all operations of printing production and fulfilling customer needs follow the same POD model 15 years ago. In the renaissance of POD, it has become the largest growth part of color digital printing. Hewlett-Packard, Kodak, Océ, Xeikon and Xerox (Fuji Xerox) have many examples of on-demand printing such as car manuals, prints for elementary and middle schools, enterprise management supplies, restaurant menus for chains, etc. Some of these applications are personalized printing. Some large enterprises have established a large-scale POD business. For example, Ravensworth in the United Kingdom has installed four Xeikon digital presses for the production of real estate prints. It produces 250,000 A4 prints on demand every day, and there is no finished product inventory. Jeppesen, a subsidiary of Boeing, installed 5 HP Indigo w3200 web color digital printing presses for on-demand production of aviation manuals and navigation charts. A survey report shows that 60% of the additional fees paid by the digital POD (higher than the cost of traditional short-run production) are directly caused by the time factor. In other words, most of the additional fees are paid because The time it takes for products to reach end users through distribution channels is reduced. In the traditional short-run printing mode, customers order printed matter according to a certain number of prints. After printing, the product is usually sent to the customer as a whole, and the customer puts it in inventory for subsequent distribution. From ordering to actual product distribution, to the end user, the time spent from weeks to months or longer. Obviously, digital printing is superior in terms of time. POD requires the printing order to be initiated according to the requirements of the end user, that is, the product is immediately printed and distributed to the end user as required by the customer. In fact, POD is a combination of on-demand printing and immediate completion of customer needs. This immediate completion of customer needs gives POD a time advantage and makes POD a powerful solution. For example, a short version of 2500 copies is printed every 3 months. In the POD mode, in order to make the printing customer in a more favorable position, can respond to changes in demand more quickly, or make changes in the product itself in a more timely manner, this task can be divided into multiple shorter printing volumes For the POD, the schedule can be more frequent, in order to be more closely connected to the actual needs of the end user for the product. The product comes out, even if there is inventory, the quantity is very small, mainly left in the distribution channel. POD enables printing customers to be in an active and advantageous position. Since the early 1990s, because the value of POD has been better understood, the number of prints per POD order has gradually declined, while the order frequency has increased significantly. The goal is on demand. Due to the higher unit printing production cost of POD, the total amount of printed products cannot be too large, otherwise, traditional production will still be a more economical solution. Generally, the experience of judging whether POD or digital printing is cost-effective is to compare the total cost of digital printing with the traditional printing, inventory management, depreciation and scrapping. If the total demand for each revised or reprinted printing does not exceed a certain amount-about twice the amount of non-loss printing between digital and traditional printing-it is appropriate to use POD to produce this product. For example, the annual demand for a particular booklet is 7,500 copies, but this booklet needs to be revised 4 times a year, so that it needs to be printed 4 times a year, and the average print volume does not exceed 2000 copies each time; if digital printing and offset printing are calculated, When the printing volume is 1,000 copies, each printing volume is roughly twice that of the printing volume without losses; then this booklet is a good POD project. Critical distribution time Obviously, better POD projects are products that are rapidly changing information content; this is also one of the reasons why technical documents quickly surpassed book publishing in the 1990s to become the largest market for POD. Nevertheless, unless the content is always updated and changed, it is meaningless for POD to modify it unnecessarily and frequently. The factors that determine whether the adoption of POD is appropriate usually depends on the work cycle time on the distribution channel. If the customer requires very fast distribution, POD is a dynamic solution. These requirements have led to the rapid growth of POD in areas such as advertising, technical documentation and financial printing, as well as transportation, finance, insurance, real estate, computer services and management services. In fact, in terms of both distribution and printing itself, the relationship between distribution and POD is greater. It has been found that existing distribution channels are often not only inefficient but also slow to improve. A very illustrative example is book publishing: until recently, although digital printing had obvious advantages, the publishing and printing industry did not give high marks to the reduction in work cycle time. For independent book sellers, if a customer requests a certain bibliography, but it is out of stock; to get the book, the customer may have to wait 2-6 weeks for distribution. The problem is that publishers are not very sensitive to such delays, and did not expect to use digital printing or POD to solve them. This is also a reason for the relatively slow growth of digital book production in the 1990s; in fact, print providers can find that other markets place the issue of accelerated distribution at their due height and actively try to solve it. Today, digital printing is becoming more important in the book publishing industry. The improvement of the distribution channel mechanism, the rapid growth of the Internet market, the increase in bibliography, and the increase in transportation and transaction processing costs have all led to a rapid increase in the pressure to increase efficiency in the field of book distribution. Nevertheless, in the main book production field, it will take a lot of time to adopt POD on a large scale and re-establish distribution channels. Complete customer needs in real time Digital printing is in a leading position in a few publishing fields such as technology, science and professional books, reference books, university textbooks and business catalogs; a large share of POD books are printed and published within certain publishers themselves It was produced on the device. In this case, production can be tightly integrated with the publisher ’s own customer needs. POD is the integration of digital printing and real-time completion of customer needs. Without producing according to customer needs, POD will be simplified into short-run digital printing production. Lightning Source, under the Ingram Book Group, started digital printing in 1997, and plans to use short-form digital printing in its warehouses to supplement its inventory of reprinted book products for many years. The digitally printed books, before being shipped to the bookstore, had to be used as inventory, placed in the warehouse for about a week, and finally bought by customers in the bookstore. Most of the time saved by digital printing is consumed in this situation. In 1999, Lightning Source adopted the POD that was developed more than 10 years ago, and used digital printing technology to meet customer needs and significantly reduced its distribution cycle time. Production inertia POD is a change in production technology (including distribution channels), but each such change may encounter inevitable obstacles. In the real world, printing providers are burdened with many old burdens that cannot be easily discarded in the existing production process, such as old workflow, outdated distribution channels and contract relationships, etc., some of which require several years to modify. In addition, many fixed assets, such as production equipment and distribution facilities, have a life span of several years to ten years. The cost of partially replacing or permanently scrapping these assets will delay the adoption of new technologies and processes. These all constitute obstacles and resistance to the promotion of POD. Now, POD has entered some group environments of large enterprises and companies. The reason is that in these group environments, both production and distribution channels are ultimately under the control of a single supervisor. Easily overcome. In fact, POD has been successfully adopted in some large enterprises such as Unisys, Boeing, Lucent Technologies and Owens Corning. Commercial printing houses will face greater challenges in achieving POD. Because in many cases, commercial printers cannot control the distribution channels. For example, although digital printing press suppliers and related book printing companies have worked hard to promote POD for 15 years, the publication of some printed materials such as adult popular edition books has not been affected by POD to a large extent. Publishers have not shown much interest in changing the traditional distribution channels; if POD is forced to squeeze in, they have to be caught by major retailers and Internet sellers; these major retailers and Internet sellers are closer to consumption On the other hand, they also benefit from publishers. At the same time, the digital printing of most adult popular books will continue to produce short-run production on the edge of offset printing capabilities. The canvas wig head is made of 100% cork. compared with poly filled canvas head, cork canvas head is more sturdy and durable. 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"Printing on demand" (POD) came from RR Donnelly's on-demand book printing and production in 1989. It was still a risky investment business. When Dunley started with two Eastman Kodak Ektaprint 1392 printing machines and several electrophotographic copiers, it operated in a 3,000-square-foot plant. Within 24 to 48 hours, according to the quantity required by the customer, quantitatively produce school textbooks, professional books and business guides and other printed materials. Dunali accepts 10,000 orders per year, including orders for 6,000 single wireless bound books, and produces 60 million A4 sheets and 250,000 printed products annually; all are produced on demand, and no intermediate products And there is no finished product inventory. By the end of 1991, Donnelly produced over 100 million A4 pages per year. This mode of operation actually defines print-on-demand (POD). POD has also become a printing service model for books, documents, finance, etc. for more than 10 years.
Timeliness
POD is printed and distributed according to the required quantity, and the production cycle is also based on the needs of end users. The factor that is more emphasized in most applications is time, which is one of the advantages of digital printing. It can print the latest information and make it reach the recipient quickly.
Application by characteristics
As digital printing costs continue to fall and productivity continues to improve, POD has increasingly become the focus of attention. For all short-run printing, POD must be used in accordance with its characteristics.
Resistance and Challenge
POD provides obvious advantages over traditional printing in production and distribution, however, POD service model is not always easy to implement. Print providers and their customers must be willing and determined to evaluate their current operating process with the standards of technological progress, identify the problems that lead to backwardness, and improve them. POD has encountered resistance and challenges from 4 aspects:
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