Capital Investments
“Getting the very best equipment for our and customers’ needs is critical,” Derek states. “Proper investment requires maximizing the equipment’s potential and improving efficiency in the process.
“For example, when we brought in our new Mark Andy 10-color UV LED press,” he explains, “we transferred all color printing to it and were able to devote specialized pieces of equipment we had been printing on to their primary purpose—coating.” The P7 joins five other presses in Quebec City, one being digital and four flexo. Seven presses, all flexo, stand in Vancouver.
Derek admits, “LED ink is very, very new and represents quite a big adaptation for us, but we are loving it. Multi-Action Labels was the first in North America to have our particular brand of UV digital press. The new Mark Andy P7 gives us entry to flexible packaging, shrink sleeves and other options, and permits us to maximize our core specialty, which is adhesive coating.”
Multi-Action Labels is stepping beyond the press and investing in an EFI/Radius ERP system to improve both quality control and traceability, while assisting in waste reduction initiatives and fulfilling customer requirements, says Derek. It complements long-utilized Esko prepress workflow offerings.
“We have a quality manual, new software and hardware. Everything links with the press and reads real-time, live production. We measure good output vs. bad output, then compare it to the same press and other presses, both in the same plant and at other locations. We will spend one to two years optimizing our processes. That will place us in top leagues in the worldwide printing and converting community. We will be fitted with the same equipment as the largest firms in the industry.”
Team-Building Tactics
“Like just about every company, Multi-Action Labels No. 1 challenge is human resources,” Derek maintains. “We strategically use human elements to deliver true value adds. Repetitive processes are the focus of automation initiatives. At least two to three people are working on continuous improvement at all times.”
He admits, “Recruitment is always a challenge. In Quebec City, the unemployment level is below 4 percent. Nearly everyone who can work is working. That’s why we incentivize employees to keep them. We encourage them to recommend friends, family, actively promote the company, ask if people are happy where they are. Each staff member is seen as a mini recruiter for us. Thanks to their collective input and encouragement, we’re succeeding in bringing in better quality recruits.”
Derek continues, “When it comes to management level, most executives have been with the company anywhere from five to 12 years—or more. We insist on taking care of our people. Thanks to constant expansion, we have new operators and new people in production. We’re investing in equipment that’s faster, wider and more efficient. We’re succeeding in doing more with the same number of people.”
He asserts, “Our employees are active, engaged and informed. The business is family oriented and operates without a firm and rigid hierarchy. Everybody pitches in where needed. The operation is transparent and embraces a very 
informal way of communicating. Nothing is hidden from employees. They have a say in what we do.”
Derek points out, “Just as we invest in capital equipment, we invest in people. While we don’t formally embrace standards or look for certification, we do put in place processes for quality control, food safety, etc. We’re believers in improving processes and communication. We employ the practices everywhere—from ordering raw materials to delivering finished packaging.”
He further maintains that when Multi-Action Labels brings newly acquired enterprises into its fold, it looks for strong management—no hand-holding necessary. Optimally, we want to keep 100 percent of personnel in place, bring them our culture and capabilities, modify what they do by bringing them up to speed technologically and help accelerate their growth.”
Demands Drive Direction
Where is the market going and, consequently, what lies ahead for Multi-Action Labels?
Derek lists out “Short runs, tight turnaround time, on-demand marketing—the whole market is going there. We see it in our customer base. The need for automation is very high.” He adds that:
- Content marketing is paramount
- Multiple levels of service are critical
- Differentiation is essential
“The slow-mo way of doing things is no longer valid. Printers need to embrace web- and cloud-based automated workflow systems. Sustainability is an ever-present concern and will be for the foreseeable future.
“In the midst of all these exciting, major shifts in productivity enhancing print production practices, the reality is that we must be highly creative without increasing costs.”