Not trying to solve the problem.Not sure how that response contributes positively to this thread.
Go to System Brunner - he has examples of picture classification and process variation.Looking for advice on how to explain to designers that we (the customer) have to accept some variance in color which is within industry standard tolerance. What is the best way to do that.
If I was to show them this, it would do no good:
Coated Stock
C 1.45(+/-0.08)
M 1.40(+/-0.08)
Y 1.05(+/-0.08)
K 1.80(+/-0.08)
Is there a way of translating the Delta E to something the designer would better understand? For example, could you say the Magenta may move shift up to 3%. Something like that?
I realize there are so many variables, and don't want this thread to turn into super tech talk. Just wondering if anyone has a simple and easily understandable way of letting the customer know that they can expect some color shift throughout the run of their project.
Thanks in advance.
'#One' Pressman: Start density high, bring it down. Always looks 'full'.The problem . . . and even personnel, have the potential to throw things out of wack!!!
I think FM screening helps to reduce that due to its using only one small dot size. Smaller dots have consistently less gain and therefore less color variance overall.Some images are just much more sensitive than others. .
Less physical gain for sure. Now optical part is always off the charts. Also one can find that those inks one using are not quite suite for FM as pigment needs to be grinded betterI think FM screening helps to reduce that due to its using only one small dot size. Smaller dots have consistently less gain and therefore less color variance overall.
This.I would suggest that once you get it all dialed in that you not only save samples of the finished piece, but that you also record everything in the form of density readings, dot gain, progs, and all substrates and consumables.
A 30-day Fix for Managed Chaos
As any print professional knows, printing can be managed chaos. Software that solves multiple problems and provides measurable and monetizable value has a direct impact on the bottom-line. “We reduced order entry costs by about 40%.” Significant savings in a shop that turns about 500 jobs a month. Learn how……. |