PRODUCTION

All Screen Printers

SPTF’s New Picture

of the Screen
Printing Process:

t h e Tr a d e
A Tool of

here is no question that there are printing with their respective variables. With

T an overwhelming number of vari-

ables in screen printing. It is
almost unthinkable that each of
the 500+ variables (yes, you read
it right — over five hundred) has a part to play
over 500 variables represented, a complete
chart that was readable could not be repro-
duced in that magazine article due to its size.
In this exclusive issue of the SGIA Journal, a
folded poster of the chart has been included
in how the final print turns out. Some vari- for your use.
ables have a much larger influence than others Now that we have the model, what do we
do, but they all impact the final print to some do with it? This article will attempt to answer
by Dawn M. Hohl,
R&D Engineer degree. Some variables require much more that question. In that introductory Screen
Screen Printing attention than others do, but ignoring any of
Technical Foundation
them will thwart attempts at process control.
BELIEVE IT OR NOT:
The bottom line is that each successive step
In this exclusive ■ Total number of variables identified in
taken in the process cannot improve on the
chart is 507
issue of the SGIA product of the earlier steps. Problems in the
beginning stages of the process have a tenden- ■ 157 of these are manufacturer controlled
Journal, a folded cy to snowball into larger ones further down ■ 350 of these are the printer’s responsibility
poster of the the road. ■ Total number of printer sub-processes is 37
So where do we start? How do we take
Screen Printing ■ 229 variables are listed under the screen
control? Well, first we have to get the big pic-
162 of these are assigned to the printers
Process Model,
ture. Create a process model from which to
67 are the manufacturer’s responsibility
work. In the May/June issue of Screen
in chart format, Graphics magazine, SPTF introduced the first ■ 15 sub-processes are necessary to make
Screen Printing Process Model. The model is a screen
has been included
presented in a chart format that is broken FACTS
for your use. down into the various sub-processes in screen About the Process
28 SGIA Journal ■ Fourth Quarter 1999 Vi s i t S G I A a t w w w. s g i a . o r g
Graphics article, I suggested that the in this length of time, break it down Before developing a training presen-
model could serve printers and manu- into multiple parts. tation identify who you will be train-
facturers as a tool to further develop Finally, take care not to present ing, the level of the course, and the
screen printing into a controllable, conflicting information. This oversight objective of the training. Then use the
repeatable and predictable process. fosters misunderstanding and under- following outline to develop training
The content of this article will go a mines the effectiveness of the training. workshops for your company. A
step further and give practical instruc- Don’t present two ways of doing some- sample training module based on this
tion and examples on how to use this thing if they conflict with each other method is provided in Example 1.
model in troubleshooting, training, without providing clear explanations
procedure writing and and distinguishing one as your compa- ■ Define the sub-process and its
management activities. ny’s procedure. Be prepared to sup- overall function in the process.
port your facts with examples. SGIA’s upcoming service will
HOW TO USE SPTF’S Numerous question and answer peri- provide a narrative for each
PROCESS MODEL ods should be scheduled during train- sub-process that will be useful
ing. Develop ways to get feedback on for this part of the outline.
TRAINING
Most companies must implement the trainee’s understanding of the sub- ■ Identify the variables in the
training when new employees are ject presented. Encourage active partic- sub-process. Use the variables
hired, or when moving current em- ipation. Use an interactive style instead listed in the box for that sub-
ployees to new jobs. But training is of just lecturing. Ask the participants process as a starting point and
also useful and necessary when a questions to get them thinking. add to it if necessary.
company wishes to improve quality. Provide written outlines of the pre- ■ Develop a procedure for
Most employees genuinely desire to sentation and any visuals being used. accomplishing the sub-process
do quality work, but sometimes lack Make a point of emphasizing key in your company. Instruction on
the skills. Training under these condi- points by writing them on a board and writing procedures is included in
tions can actually be the key to reviewing them several times. Put up the next section of this article.
improved profitability. key diagrams and pictures in work
■ Define how these variables
There is a difference between just areas for reminders.
will be controlled, measured,
showing someone what to do and Use visual aids and demonstrations
evaluated, and documented.
teaching them its function and impact as much as possible. Use pictures, illus-
Show and demonstrate approp-
on the process. Teaching may take tration posters, slides, print examples,
riate equipment.
some extra effort, but will promote material samples, measurement equip-
■ List safety issues/instructions
understanding of the role a task plays ment — anything that will show the
for this sub-process.
in the overall process. Employees with concept being presented. Remember as
this understanding are much more much as 77 percent of all learning is ■ Identify maintenance/storage
effective at their jobs. visual. A picture or visual example is instructions.
worth a thousand words. Be creative. ■ Describe how this sub-process
How to design a Once the training has been complet- effects the process or end product
Training Program ed, acknowledge improvements in the if it is not completed properly.
trainee’s skills. Assess the effectiveness ■ Specify common problems and
A good training program will pro-
of the training, and make changes troubleshooting outlines for
vide specific information that can be
accordingly. Provide further opportu- those problems. It would be a
retained by the trainees. Three dangers
exist in presenting an effective program. nities for employees to learn more. good idea to train employees on
First, avoid generalized statements, Update them on new technology so troubleshooting methodology in
which provide little definitive informa- they stay current with the latest indus- a separate training module. For
tion. The material you present should try information. an example of a troubleshooting
answer the questions what, how, when, The Process Model Chart is an excel- outline that could be developed
where and who relative to your topic. lent tool for creating training presenta- see the Troubleshooting section
A second pitfall is presenting too tions and programs. Each sub-process of this article.
much information without focus. Stick can be addressed in a separate training ■ List reference articles covering
to a single concept and explore it well, program. Some sub-processes may be the topic. Make these resources
providing specific instruction along the too extensive to cover in one 30-50 available to your employees and
way. Limit training sessions to 30-50 minute training session, so it may be encourage them to read them.
minutes. If a topic is too big to cover necessary to divide it into several parts.

Vi s i t S G I A a t w w w. s g i a . o r g SGIA Journal ■ Fourth Quarter 1999 29

 Write and Test the Procedure.
Use the guidelines listed in the next
section to develop a working proce-
dure. Changes should be made based
on the results of the testing, and the
revised document tested again.
PROCEDURES How to Design Implement the Procedure. Once
Consistency is one key to attaining a Procedure the procedure is tested, it can be
process control. To do something con- Here are some basic steps to follow implemented into production. This
sistently a procedure must be in place when designing a production procedure. will involve training and clear commu-
that is accepted and followed at all nication of expectations.
Identify the Variables. Use the
times. A procedure is simply a particu- Check the Effectiveness of the
process chart to identify the sub-process-
lar way of accomplishing something Procedure. Once implemented, the
es that need to have operating proce-
that can be written as a series of steps procedure must be initially monitored
dures (in the author’s opinion this
to be followed in a definite order. In a for effectiveness and problems. Is
includes all of them). Once a sub-
work environment, procedures most the procedure producing consistent
process is selected, all the variables that
often serve as official company guide- results? Is everyone performing the
affect that sub-process should be listed.
lines that ensure a process gets done task as the procedure describes, or
The chart can also help in this task. The
the same way and to the same stan- have they fallen back into their old
procedure should address what and how
dards each and every time. habits? Can everyone understand
to handle each of these variables.
Operating procedures take away the the new procedure? The answers
mystique of “tweaking” the process to to these questions may mean the
make it work by providing procedure should be revised or
qualified instructions that that employee issues must be
someone can be trained to dealt with more effectively.
do. Establishing procedures
Revise as Needed.
simplifies troubleshooting to
Although the point of a proce-
evaluating production steps
dure is to ensure a process is
rather than guessing what the
done the same each time, it
problem might be.
should not be so set in stone
For the purposes of this arti-
that industry advancements
cle we will concentrate on writ-
and new techniques are not
ing operating procedures for
considered for implementa-
production. The purpose of
tion. Operating procedures
operating procedures is to ensure
should in fact be reviewed
that each part of a process is car-
periodically to determine
ried out in a prescribed way that
if changes based on new
has been determined to
information could improve
produce repeatable quality results.
things. This approach is
The next step beyond operating
part of a continuous quali-
procedures is standard operating
ty improvement strategy.
procedures (SOP). An SOP is a
list of tasks required to perform a
Research the Task. The proce- Outline for Writing
process or one part of a process. Its
dure should be based on the skill, Operating Procedures
function is to define the correct way to
knowledge and experi-ence of employ- A clear easy to read format should
perform work in each department. It
ees, as well as solid technical informa- be adopted for operating procedures.
can include a listing of the tasks
tion from manufacturers and other Their effectiveness is partly determined
involved, a flow chart of those tasks,
industry technical organizations. by their usability. Generally there are
employee responsibilities, quality
control measures, troubleshooting Question how each variable should be six parts that can be included to create
instructions, safety instructions and handled and controlled. Thoroughly an operating procedure.
maintenance instructions. research the area being written on so
Purpose and Scope: The scope and
the procedure is technically sound.
purpose of the procedure must be clearly

30 SGIA Journal ■ Fourth Quarter 1999 Vi s i t S G I A a t w w w. s g i a . o r g

stated. Each procedure should be nar- Procedures should be written with production trouble in the future.
row and self sufficient in what it covers. the user’s viewpoint and convenience In his book “Troubleshooting the
Reference: Other operating proce- in mind. Procedures should be simply Printed Image,” Tamas Frecska gives
dures that are directly related or worded and easy to follow. They an excellent account of the basics of
referred to should be listed here. should be in a format that is appro- troubleshooting any problem. The five
Terminology: Any technical terms or priate for the nature of the procedure fundamentals for effective trou-
acronyms used in the procedure should and the target audience. bleshooting he presents are summa-
be clearly defined to avoid confusion. When writing sequential instructions rized here for effective treatment of
Safety: All safety concerns and pre- in a procedure, numbered steps should this topic.
cautions related to the scope of the be used. These numbered steps should 1. Use logic and common sense when
procedure should be listed. always be in chronological order. problem solving. Check the simple
Equipment and Materials: Identify Each numbered step should include and most obvious causes first when
the equipment and materials needed only one action by the user. Specifying faced with any problem. For instance,
to complete the procedure. more than one action in a step can if a screen rips during tensioning,
Procedure: Detailed step by step cause confusion. check first for burrs and sharp edges
instructions on how to perform the Write steps as commands when pos- on surfaces that contact the mesh.
task should be provided. sible. For instance, saying “add ink to Then logically proceed to other causes
Additional information such as the screen” is better than “the ink like insufficient corner softening, and
the department, date, procedure title, should be added to the screen.” Do tension level.
revision dates and company name not use the past tense for procedures as 2. Collect and create documents and
should be included in the title area. it may be interpreted to mean the step lists that can be referenced when trou-
Depending on your needs it may be was already completed. bleshooting a problem. The Process
necessary to develop a document cod- Use the same terminology for each Model is one such tool. However,
ing system. Such a system allows for part, piece of equipment, or control while collecting references is useful,
easier cross-referencing and organiza- throughout the entire procedure to documenting and creating your own
tion if there are many operating proce- avoid confusion. resource is absolutely invaluable.
dures involved. A sample procedure Clearly state all specific details with Recording a detailed account of prob-
incorporating these sections can be precise language. For instance, saying, lems you encounter and the actions
found in Example 2. “spray with water at 90-110 degrees F” taken to resolve them is an important
Here are some important guidelines is better than “spray with warm part of effective troubleshooting.
to remember when writing procedures. water.” 3. Continually educate yourself on
Procedures should not assume Write in complete sentences, but the cause and effect relationships in the
knowledge. This is a relatively easy keep sentences short. Long sentences process. Read articles in trade maga-
mistake to make since the procedure can be confusing. zines and journals. Establish contacts
writer is often someone who knows Maintain parallel structure in with other people in the industry that
any list. Keep all items as nouns, or have a good working knowledge of
the process inside and out. Steps may
actions, etc. All items should fit the the process. Think about how the
be left out that the novice does not
same pattern. process works and how the variables
know to do. Precise details should be
Use headings to aid readers in interact during printing. The depth
included at all times. There are two
finding specific information. of your understanding of the process
ways to make sure nothing has been
is directly related to your effectiveness
left out. First the procedure writer can
TROUBLESHOOTING at solving problems.
follow each step exactly as described in
Troubleshooting is a systematic 4. Organize possible causes of a
the completed procedure until the task
process of finding and eliminating problem in terms of their most and
is done. If something is missing it will
problems that produce unacceptable least likely effects on the process. This
become clear during this process.
print results. In other words, it is a exercise will help you in your logical
Secondly, the completed procedure
approach to solving problems.
should be “tested” by giving it to a method of asking the right questions
5. A systematic step-by-step approach
user to follow while the procedure in the right order. This is the key in
to corrective action must be practiced.
writer observes. Any questions or resolving a challenge. The overall goal
It is unproductive to correct every sus-
problems that arise should be redressed of troubleshooting is not only to iden-
pected cause at the same time.
in the procedure. tify and correct an immediate problem, Proceeding one step at a time allows cor-
but also to permanently fix it to avoid rect evaluation of the effectiveness of the

Vi s i t S G I A a t w w w. s g i a . o r g SGIA Journal ■ Fourth Quarter 1999 31

Example 1 T R A I N I N G O U T L I N E 6 - 9 9
2. Roughened threads have increased by leaving a microscopic layer that pro-
Mesh Preparation
surface area that the stencil can grab motes adhesion when the screen is dried
Who Should Attend: Employees
onto, enhancing stencil adhesion. after being treated.
responsible for any aspect of
3. Performed on the print side of the 5. Some products in this category are not
screen making, from screen
mono-filament polyester or nylon degreasers, so degreasing must precede
stretching to stenciling.
fabrics when using indirect or capillary this step.
Course Level: Basic
stencils. Abrasion for capillary films 6. If mesh is not uniformly wet, air pock-
Objective: Teach participants
is optional. Stainless steel mesh does ets, uneven stencil adhesion and varying
the function, effect and procedure
not require abrasion. stencil thickness can result.
for mesh preparation.
4. Recommendations for abrasion range 7. Types of Products: There are special
from one time for life of fabric to once wetting agent products made for screen
every 5 stencils. printing mesh. Never use regular soaps
I. DEFINITION AND
5. Failure to abrade properly will result in or detergents as these products contain
FUNCTION IN PROCESS
stencil delamination. other ingredients that get left behind
Mesh preparation is the process of
6. Over abrading mesh can result in and can hinder stencil adhesion.
cleaning and treating the screen to ensure
reduced fabric life from the fibers being Wetting agent liquids usually come
good stencil adhesion and uniform stencil
weakened, and decreased ink transfer ready to use. Some products are both
coating, whereby obtaining optimal stencil
efficiency from the ink clinging to the degreasers and wetting agents, while
performance and durability. The mesh
rough mesh during printing. An some are not.
preparation process can encompass several
increase in screen haze is also a disad-
different steps, depending on the stencil II. VARIABLES
vantage of abrasion.
system and mesh being used.
7. Types of Products: There are special Degreaser Type Abrader Type
A. Degreasing products made for abrading screen Amount Applied Brush Type
1. Cleans a screen before stencil application. printing mesh. Never use scouring pow- Rubbing Duration Rubbing Motion
2. Removes contaminates like oil, solvent ders as these will severely damage the One/Both Sides Mesh Type
residue and dust that would hinder mesh (show photo of damaged mesh Stencil Type Age of Screen
stencil adhesion. from scouring powder). Both mechani- Rinsing Time Rinsing Pressure
3. Performed on new mesh, reclaimed cal and chemical products are available.
mesh, and mesh that has been stored The chemical products either etch the III. PROCEDURE
for any length of time. surface of the threads or create a (DEMONSTRATE)
4. Standard step for all screens before hydrophilic layer on the surface. The A. Degreasing
a stencil is applied. mechanical products, the most common, 1. Thoroughly wet a new or used screen
5. Improper degreasing can result in have a very fine grit powder, either sili- with water.
fisheyes, pinholes, poor stencil durabili- con carbide or aluminum oxide. 2. Apply the liquid degreaser to the sur-
ty, repellent areas and streaks in sten- Mechanical abrasives come in either a face of both sides of the screen using a
cils. These problems can cause press free powder (rottonstone can be used as spray bottle.
down time. a free powder) or a paste or gel. The 3. Using a medium-stiff, high density,
6. Types of Products: There are special paste or gel is usually a combination long-bristle nylon or polyester brush,
products made for degreasing screen degreaser and abrasive in one and offer brush the entire surface of the screen on
printing mesh. Never use regular soaps advantages over the free powders. both sides until a light foam develops.
or detergents as these products contain 4. Allow the screen to stand a few minutes
other ingredients that get left behind
C. Wetting Agents until the foam subsides.
1. Treatment that raises the surface energy
and can hinder stencil adhesion. 5. Thoroughly rinse the screen on both
of the mesh creating a uniform film of
Degreasing liquids come ready to use sides, including the inside part of the
water over the entire screen when using
or in a concentrate form, which must frame with any temperature water
capillary films.
be diluted with water. until it runs free from foam. Use a
2. An even coat of water enables the
low-pressure washout hose.
B. Abrading stencil to adhere uniformly.
Perform before applying a stencil on any screen.
1. Mechanical or chemical roughening 3. Performed just prior to applying a
of the surface of mono-filament capillary film. B. Abrading
threads. 4. May be beneficial for direct emulsions 1. Thoroughly wet the screen with water.

32 SGIA Journal ■ Fourth Quarter 1999 Vi s i t S G I A a t w w w. s g i a . o r g

 T R A I N I N G O U T L I N E 6 - 9 9
2. Apply a small amount of the paste IV. HOW ARE THESE VARI- repellent areas and streaks in stencils.
abrader to the surface of the print ABLES CONTROLLED, These problems can cause press down
side of the screen. MEASURED, EVALUATED, time. (Show a sample screen with half
3. Using a high density, short-bristle AND DOCUMENTED degreased and half not, that has been coat-
nylon or polyester brush, rub the Everyone should faithfully follow the ed with direct emulsion.)
entire surface of the screen using small established procedures for each mesh
B. Abrading
circular motions for 10 seconds. Use preparation task. This is the control need-
Failure to abrade properly will result in
moderate pressure (excessive force is ed to ensure that screens are prepared cor-
stencil delamination.
not necessary and can damage the rectly each and every time. The main mea-
Over abrading mesh can result in
screen.) Never exceed more than 15 sure of success is in good stencil adhesion,
reduced fabric life from the fibers being
seconds (or you will over abrade the uniformity and durability.
weakened, and decreased ink transfer effi-
mesh—show photos of various degrees
ciency from the ink clinging to the rough
of abrading). Be sure that the screen
V. SAFETY ISSUES/ mesh during printing. An increase in
is uniformly scrubbed over the
INSTRUCTIONS screen haze is also a disadvantage of abra-
entire area.
Degreasers: Degreasers may be irritat- sion. (Show pictures of over-abraded
4. Rinse the screen with a strong jet of
ing after prolonged contact with skin or mesh.)
water from both sides, including the
eyes. Protective gloves and eyewear is
frame edge and corners to completely C. Wetting Agents
recommended.
remove the abrasive from the screen. If mesh is not uniformly wet, air pock-
Abrading Products: Abrading products
A pressure washer works well for ets, uneven stencil adhesion and varying
may be irritating after prolonged contact
this application. stencil thickness can result.
with skin or eyes. Products that are sprin-
Perform once on new screens used with indirect
stencil films. kled on the screen (as opposed to pastes)
may also be irritating if inhaled or gotten VIII. COMMON PROBLEMS
(Note: if product is not a combination
in the eyes. These airborne particles are AND TROUBLESHOOTING
abrader and degreaser, the screen must be
very abrasive and can scratch eyeglasses GUIDELINES
degreased before a stencil is applied.)
and contacts. Protective gloves and eye- Few difficulties arise during the actual
C. Wetting Agents wear is recommended. mesh preparation process. Problems from
1. Thoroughly wet a new or used screen Wetting Agents: Wetting agents can incorrect mesh preparation, like those just
that has been degreased with water. contain acid agents that may be irritating described, show up when applying the
2. Apply the liquid wetting agent to the if inhaled over a prolonged period of time stencil, washing out the stencil after expo-
surface of both sides of the screen using or if it comes into contact with skin or sure, and on press.
a spray bottle. eyes. Protective gloves and eyewear is
3. Using a medium-stiff long-bristle nylon recommended. IX. REFERENCES
“Abrasion Rx,” Samuel Hoff, Screen
or polyester brush, brush the entire sur-
VI. MAINTENANCE/ Graphics, Jan/Feb 1995.
face of the screen on both sides.
4. Allow the screen to stand one to two STORAGE INSTRUCTIONS Chemical Line Technical Data Book,
minutes. Brushes used for mesh preparation Ulano Corporation, 1998.
5. Thoroughly rinse the screen on both should be thoroughly rinsed out and kept
Products & Technology to Upgrade Your
sides, including the inside part of the clean of any solvent or ink. They should
Screen Making, “Tech Tips” page 34,
frame with any temperature water. Use be replaced on a periodic basis.
Majestech Corporation, 1995.
a low pressure washout hose.
VII. HOW DOES THIS “Mesh Pretreatment & Degreasing,” Niel
Perform before applying a capillary film stencil
SUB-PROCESS EFFECT Bolding, SGIA Technical Guidebook.
(using the wet or dry method) on any screen.
THE PROCESS OR END “New-Mesh Preparation: Do It or Weep,”
(Please note that these procedures are
PRODUCT IF IT IS NOT Tamas Frecska, Screen Priniting, Feb 1989.
based around specific products. Consult
COMPLETED PROPERLY?
manufacturer recommendations when Screen Printing: A Contemporary
developing procedures for products used in A. Degreasing Approach, Samuel Hoff, Delmar
your company, as they may vary from Improper degreasing can result in Publishers, 1997.
what is presented here.) fisheyes, pinholes, poor stencil durability,

Vi s i t S G I A a t w w w. s g i a . o r g SGIA Journal ■ Fourth Quarter 1999 33

Example 2 OPERATING PROCEDURE FOR
corrective action. If the problem grows
COMPANY XYZ worse you may have the right variable
O.P. #P5 Title: Measuring Off-Contact Using an Electronic Off-Contact Gauge
but changed it the wrong way. If the
Department: Pressroom Date: 7-20-99
problem gets better you moved it the
Purpose and Scope: This procedure describes 12. After the last reading is taken, the probe
should be lifted well away from the alu- right way. And when the problem stays
the accepted method of using an electronic off-
contact gauge to measure off-contact on press. minum, until a triple beep is heard and the the same you can safely move on to the
Its scope is limited to setting up the gauge to display reads 0 (zero).
13. The gauge is now ready to read off-contact.
next possible cause, as the one tested is
read off-contact accurately, measuring off-con-
tact at the proper places on the screen, and Lower the screen in the printing position so not responsible for the problem.
making measurements while adjusting the press. a measurement can be taken. The substrate I highly recommend Tamas Frecska’s
can remain on the vacuum table or be re-
References:. book to anyone doing troubleshooting
moved, it will not effect the measurements.
O.P. #P8 Setting Off-Contact during Press Setup
Be sure that the squeegee and floodbar are not in screen printing. It is a valuable
O.P. #P3 Setting Up the Press
extended where they are applying any pressure to
O.P. #D10 Documenting Press Variables for a Job
the surface of the screen when taking measurements. resource for any screen printer.
Terminology:
14. To take a measurement, simply place the
Off-Contact: Off-contact distance, also called
snap-off distance, is the small distance between
probe on the screen, making sure the probe Troubleshooting Using
is completely over the vacuum table/platen,
the bottom of the screen and the substrate
and wait for the indicator light to flash and
the Process Model
being printed as the screen is suspended on
a beep to be emitted. The measured value Here are some steps to trouble-
press in the printing position.
will appear on the display. Readings will
Safety:
shooting production problems using
continue to be taken every 2 seconds until
1. Check operation of all safety switches on the probe is lifted higher than 5 cm (2 inch- SPTF’s Process Model.
the press. es) above the platen. NOTE: Identify the top 10 problems in your
2. Wear gloves and safety glasses if gauge used ■ When placing the probe on the screen, do not keep
in screen with ink in it. your hand on the probe when taking a reading. shop. Those problems that occur over
Let the weight of the probe stabilize on its own. and over. Clearly describe the problem
Equipment and Materials: Pressure from your hand will increase the deflection
Electronic Off-Contact Gauge of the screen and compromise reading accuracy. in detail. Define things like location,
(Positector 6000 EOC)
■ Take care not to take a reading with part of the direction, size, and frequency of the
Substrate sample probe hanging over the edge of the vacuum
Press variables documentation sheet table/platen. The reading will not be accurate. problem. Ask all the individuals
Procedure: ■ Clean off any ink that gets on the probe or the cable directly involved for their comments
1. Clamp the screen in the press according to with solvent. The probe will not be damaged by the
O.P. #P3 (Setting up the press). majority of solvents. Any ink or dirt on the bottom and opinions and carefully listen to
of the probe may interfere with accurate measure-
2. Move the probe away from the vacuum table
ment, so it is especially important to keep it clean. what they say.
or platen, or any other metal surface.
3. Turn on the gauge by pushing one of the 15. A minimum of four measurements (the four Take one problem and look at each
two buttons. corners of image area as seen in figure sub-process in the chart and ask if that
4. Once the gauge powers up, press both the + below) should be taken on the
and - buttons simultaneously. This will put screen. If the peel setting on the sub-process affects the problem or
you into the menu. With each menu item, press is engaged, position the IMAGE desired outcome. If the answer is yes,
pressing + answers yes to the displayed squeegee edge to the front of
the image and take measure- identify the possible causes of the prob-
option, and pushing - answers no.
5. Press the - button until the display reads either ments right next to the sides of the lem based on that sub-process. Con-
METRIC? or MILS?. If METRIC? is displayed squeegee. Then move the squeegee to the
back of the image and repeat this process.
sider all the influencing factors includ-
the gauge is currently set to read in mils. If
MILS? is displayed the gauge is currently set to 16. Adjustments to off-contact may be made ing materials, process, and personnel.
read in millimeters. If the gauge is set on the while the probe sits in the screen. Refer to Once you have done this for all 37
correct units continue to press the - button until O.P. #P8 (Setting Off-Contact during Press
you exit the menu. If you wish to change the Setup) for guideline on adjusting off-con- printer sub-processes you should have
units from the current setting press the + key. tact. The gauge will continue to give read- a list of possible causes of the problem.
6. Place the substrate to be printed on the aluminum outs every 2 seconds to provide feedback
vacuum table of the screen printing press. on the effectiveness of the adjustment. Classify the possible causes in three
7. Enter the menu again by pressing both the + 17. To move the probe to a new position on categories, (1) most likely cause, (2)
and - buttons simultaneously. Press the - the screen, simply slide it to the new area.
18. Once you have the off-contact set on the likely cause and (3) less likely cause,
button until the display reads “ZERO?”.
This is the mode to zero the instrument to press, cycle the press and check it again. based on your knowledge and experi-
the surface of the substrate. 19. Record the measured off-contact distance
on the press variables documentation sheet
ence in screen printing. At this stage
8. Press the + button three times until the
display reads “ZERO 3X”. according to guidelines given in O.P. #D10 it will be beneficial to call a few sup-
9. Put the probe on top of the substrate, (Documenting Press Variables for a Job). pliers and speak with a technical repre-
making sure it is fully over the vacuum 20. To power down the gauge, move the probe
table/platen. Remove your hand from the away from any aluminum or turn it on its sentative. Ask them for their opinion
probe to allow a reading to be taken which side, and the gauge will automatically turn on the most likely causes for the prob-
will be indicated by a double beep. If the off after 60 seconds of inactivity. (There
substrate is rigid in nature, hold the probe in is no off button on the gauge). lem you are researching.
place using slight pressure to ensure good 21. If the readings are in question, and the gauge is After you have the categorized list,
contact of the substrate and vacuum table. suspected, the best course of action is to RESET
the gauge (enter the menu mode of the gauge begin eliminating the causes from the
10. After the gauge beeps from the first read-
ing, lift the probe 5 cm (2 inches) or higher and hit the – button until RESET? appears on most likely cause working down to
away from the surface, and reposition in the display. Press the + button and wait for dis-
play to return to zero). This returns the gauge
likely causes and finally less likely
another location for the second reading.
Display will countdown after each reading. to the original factory settings. The entire pro- caues. Using this approach will
11. Repeat step 10 to take the third reading. cedure must then be repeated before measuring
(RESET deletes the gauges memory.)

34 SGIA Journal ■ Fourth Quarter 1999 Vi s i t S G I A a t w w w. s g i a . o r g

 Example 3 R E G I S T R AT I O N
increase the likelihood of your success
within the first few tries, as opposed to
TROUBLESHOOTING GUIDELINE
PROBLEM: Image elongated in one direction or both directions
a random approach.
SPTF and SGIA are currently devel- CAUSE POSSIBLE SOURCE (In order of liklihood)

oping a troubleshooting guide for com- MOST LIKELY

Substrate size changing ■ Heat from drying/curing process causing shrinkage
mon screen printing problems using the
■ Moisture content change (storage temp. /R.H.)
process chart. The troubleshooting ■ Pressure sensitive – adhesive melting from excess heat causes
checklists will look like the example movement on liner
■ Excess heat from drying/curing process (caused from high temp.,
presented here (see Example 3 for a inadequate cooling/air flow, speed too slow, lamp configuration etc.)
sample troubleshooting guideline). Part ■ Material composition stability (based on material type, thickness,
and paper grain direction)
of this guide will include a narrative
■ Number of colors causing progressive shrinkage
on each of the sub-processes describing
Printing distortion ■ Screen tension inconsistent screen to screen
its function and effect on the process. different screen • Tensioning procedure not done the same each time
It will also include a list of resources to screen • Tensioning procedure incorrect
• Tensiometer not used to monitor tension
available to SGIA members for each of • Screens at different points in their life
these sub-processes. These three inte- • Poor re-tensioning practices
grated tools will provide printers with • Excessive floodbar pressure decreased tension
■ Off-contact inconsistent screen to screen
quick help to solving problems on the ■ Peel inconsistent screen to screen
production floor. Watch for announce- ■ Squeegee pressure inconsistent screen to screen
■ Squeegee length to screen different screen to screen
ments of this new service in future ■ Squeegee speed inconsistent screen to screen
issues of the Tabloid, Journal and on ■ Inconsistent image placement screen to screen (center/off center)
■ Inconsistent squeegee variables (durometer, angle, bracing, free height)
the Association website, www.sgia.org.
Tension too low ■ Screen not tensioned high enough
■ Tensioning procedure incorrect
MANAGEMENT ■ Fabric selected cannot be tensioned high enough due to thread size
and frame size
The usefulness of a visual model of ■ Re-tensionable frame-mesh slipping out of locking strip
the process cannot be underestimated ■ Stretch and Glue-adhesive coming loose
■ Stretching system not able to provide sufficient tension
with respect to business decisions.
■ Reclaiming chemical damage
Rarely does upper level management ■ Water pressure during reclaiming
have a picture to help analyze their ■ Excessive floodbar pressure decreased tension
■ Frame cannot support tension level
business. The chart can also reduce the
Printing distortion ■ Off-contact too high (primarily caused by low screen tension)
chance of forgetting a vital area excessive ■ Peel to high
of the process when management ■ Squeegee pressure too high
decisions are made. LIKELY
The process model can serve as a Poor mesh stability ■ Improper tension
■ Poor fabric selection – polyester, steel, nylon
visual tool for management:
■ Poor frame stability
■ Fabric beyond useful life
■ Identifying areas for cost analysis.
Film out of register ■ Poor film dimensional stability (age, thickness, material)
■ Explaining aspects of the ■ One color remade on camera without the other colors
business to financial people and ■ Image expanded or shrunk from unbalanced film processor chemistry
■ Image enlargement not done at same percentage for all colors
organizations.
■ Low image resolution – heavy serrated edge
■ Understanding the workflow in ■ Distortion from output device
production. ■ Image not properly sized for bleeds and die cutting Computer image
out of register
■ Pinpointing areas to be redefined
LESS LIKELY
and streamlined.
Press out of alignment ■ Press not parallel
■ Developing plant layouts. ■ Vacuum table not uniformly flat
■ Calculating pricing and cost Stencil dislocated ■ Excessive tape on bottom of screen
structures. when printing ■ Irregular substrate
■ Registration guides excessively higher than substrate
■ Identifying parts of the process
Stencil expansion ■ Stencil expansion or contraction
where help is needed.
or contraction ■ Stencil moisture content at exposure not uniform or too high
■ Excess or insufficient relative humidity
Other areas where the model can be ■ Temperature variations
enormously useful are in various levels ■ Vacuum frame glass bowed and scratched
■ Irregular stencil thickness coating causing variation in exposure.
of quality management systems. These
■ Multiple film layered positive
can include programs for quality con-

Vi s i t S G I A a t w w w. s g i a . o r g SGIA Journal ■ Fourth Quarter 1999 35

 ■ Keep things simple and Process Model was born. It has given
Terms & Definitions straightforward. researchers clearer focus and will be an
Quality — a built-in characteris- ■ Determine quality attributes in instrument of communication as we pre-
tic, capacity or degree of excellence
the product being made based on sent our research to industry. Printers
of a product.
Quality Assurance — a final customer expectations. and manufacturers can also use the chart
inspection of a product to guarantee ■ Use standard operating procedures to gain focus and foster communication.
defective product is not shipped to a and SPC to eliminate the cause of The response to the Model has been
customer.
defective products. very favorable. Hopefully, the practical
Quality Control — a system of
control for the process and product ■ Keep the desired outcome in mind. suggestions on how to use the model in
that yields predictable performance That goal should not be perfection, your company presented in this article
and quality over time. but rather a repeatable quality prod- have provided useful instruction on
Process Control — a part
of quality control where the processes uct that easily meets or exceeds the using the chart to make lasting change.
involved in making a product are requirements of the customer. As with any daunting task, taking one
made to be repeatable. step at a time will eventually lead to a
Process Improvement — Finally, and perhaps most impor- rewarding outcome. If this article has
introducing improvements by way tantly, the chart can serve to bring var-
of equipment, procedures or materi- inspired you to undertake a course of
als to reduce the variability of a ious departments and levels of manage- action, don’t let these plans turn into
process. ment to a common ground by provid- unrealized intentions. Take that first
Total Quality Management — ing a point of focus. Implementing step today — right now. ■
the strategy of analyzing all
improvements requires that everyone
processes and continuously improv-
ing them based on their impact on buy into the strategy. To make this REFERENCES
the success of the business. happen everyone must have some input “Expanding Our Variables Vision,”
into that strategy. Managers must get by Dawn Hohl, Screen Graphics,
trol, quality assurance, process control, input from the employees on areas of May/June 1999.
the process that are problematic, and
process improvement and total quality “Operating Procedures,” Screen-
on their views of where money for
management (see list of definitions). structor, TSF Associates, 1991 Issue.
improvement would best be spent.
The process of outside certification “Organization for Training,”
Likewise, employees should be aware
such as ISO 900(x) can also be aided Screen-structor, TSF Associates,
of things from the business owner’s
by using the model. September 1991 Issue.
point of view as far as cost/benefit
In order to make qualified assess-
issues are concerned. The expectations “Presentation Outlines,” Screen-struc-
ments for implementing these various of those benefits must be realistic and tor, TSF Associates, May 1991 Issue.
programs, a good grasp of the whole clearly defined. Ultimately, economic Quality and Productivity in the
picture is necessary. This awareness benefits must be clearly understood on Graphic Arts, by Miles and Donna
then makes it possible to effectively all levels before much progress will be Southworth, Graphic Arts Publishing
identify workflow, critical areas of the made. Good communication is the
Co., 1989.
process and critical variables for con- first and foremost key to effective
trol. By focusing efforts in the correct process improvements. “Quality Control, Part 1: Establishing
places the most benefit will be gained. a Foundation,” by Jane Willey, Screen
Generally, the purpose of any of Printing, February 1995.
SPTF’S USE OF THE
these programs is to maximize profits, MODEL IN RESEARCH “Three Reasons Why Presentations
while improving quality. The main Fail,” Screen-structor, TSF Associates,
Researchers at SPTF originally
way this is accomplished is to reduce May 1991 Issue.
developed the Process Model as a
waste and reduce variability of process. means of evaluating and planning Technical Writing, by Diana C. Reep,
Variability is found and the cause elim- future projects. Our primary mission Paramount Publishing, 1994.
inated so it does not continue to cause is to uncover and define how the Troubleshooting the Printed Image,
problems. In a continuous quality process works, a big endeavor to say by Tamas S. Frecska, TSF Associates, 1990.
improvement program several objec- the least. We needed a picture of how
tives should be observed: all the pieces fit together, and so the

36 SGIA Journal ■ Fourth Quarter 1999 Vi s i t S G I A a t w w w. s g i a . o r g