Page 15 - Print21 Magazine Jan-Feb 21
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                Wide Format
   such as Day&Night, In&Out, and up to 12 layers hapt-printing.
The versatility is maintained also in combination with Durst Automat, the new fully automated board feeding and stacking system. It can manage up to two lanes with different board sizes up to 3.5m width and 2.2m length, and it has a loading capacity of 90cm.
Thanks to its sliding registration tables, a comfortable access to the roll tool enables a fast material change operated by only one single operator.
Installations of the Durst P5 350 HS – combined with Durst Automat – will start from the end of Q1 next year. Durst Workflow is a browser- based data management handling system that includes pre-press functionality, as well as the ripping. Durst says the proven workflow for PDF toolbox, colour management, and rip engine ensures highest quality and ink cost optimisation.
Durst also announced the introduction of the new POP
Flexible LED Ink. It says this has impressive colour gamut, unmatched combination of flexibility, stackability and adhesion. It says it is a best-in- class hybrid ink, suitable for a wide variety of roll-to-roll and board media, and says it is another future-proof ink that can be loaded into Durst’s full portfolio of LED printers.
Smart factory
Durst has been steadily building its workflow offerings in line with its end- to-end thinking for 360-degree business solutions aimed at the smart factory concept to streamline production and processes. Durst Smart Shop, Workflow, Analytics, Lift ERP – and now Durst Automat – are all pushing the boundaries of automation and innovation. All are backed by consultancy and seamless integration provided through Durst Professional Services.
Christian Harder, Durst Group global sales director, graphics segment, said, “The launch of our latest family Durst P5 member, the P5 350 HS, is an important statement of our firm commitment
to continue to be at the forefront of innovation in the large format market. It’s among a raft of innovations that we have unveiled to the market as part of our Pixel to Output strategy.
“Customers are demanding all-in- one solutions, which we provide as we move towards becoming a complete solution provider. In an integrated world, printers need to change as well. And we’ll help them on that journey through hardware, software, inks and collaborations.” 21
 End–to–end eco system from Durst
The strategy at Durst is not just to provide print businesses with its UV printers, but to provide the whole eco-system for the print business, from start to finish, which includes a web-to-print shop, pre-press, and workflow, as well as the inks and the hardware.
It captures the concept under the term pixel-to-output, which is fairly self explanatory. The all-in-one solution can include all steps of the pre-press and production process, in one single application. Matt Ashman, CEO at Durst Oceania said, “The P5 is designed to increase speed, productivity and versatility. It is a whole new ecosystem.”
Durst began life 80 years ago manufacturing high quality cameras, and 15 years ago started manufacturing inkjet print systems.
Christof Gamper, CEO of the business says, “When I entered the company we were producing large format machines, and the company had an absolute focus on image reproduction. Personally, whilst image reproduction, of course, is important,
I didn’t think we were focused enough
on the processes. Of course, technology
is important but as a company, and to
an extent an industry we always talk technology – with business coming in second. My mission is to change this and to bring a renewed business focus into Durst.”
This mission focus on the broader business of printing and not just the print hardware itself has meant Durst investing in dozens of software engineers at its Italian head office, in fact the 70 software engineers make up
10 per cent of the company’s workforce. Gamper’s approach to the business of printing has now resulted in a swathe of integrated solutions that cover the entire process, from promoting the business
via an online shop front, taking e-orders, processing the job, with data preparation, print preparation, colour management, workflow and through to printing. It also includes analytics, service and maintenance.
Gamper says, “The launch of the P5 series was the first time we approached
our development in a new way. This time we don’t just focus on the technology. We started first with the customers, moved onto the software, then onto the printer. We challenged our innovation process,
and didn’t start with the machine first, we started with the customer first, and as a result the response from our customers has been phenomenal.
“What we are trying to achieve is to clearly see what the customer needs first. We spend time getting together and discussing the need and problems with the customer. And we discovered that clearly, image quality is not the only thing. We asked ourselves questions of priority.
“For example, can we differentiate a large format printing machine? The graphics market is a competitive and now mature market for digital printing. We were able
to spend time in finding where our critical mass is and with this, we present a different platform. P5 is an example of how we want to go beyond just the print and the printer, onto new technologies and ideas that enhance existing methods and enable new possibilities, using clever technology that creates new potential.”
The Durst software can be modularly extended with prepress functionality, and printers can expand their sales channel with the online system – all seamlessly integrated with the existing IT environment
The included Durst Workflow Print and Durst Analytics turn the printing system into a production unit. Durst says the software simplifies production, customises processes, and analyses the data, bringing productivity “to a new level”.
Durst has seen increasing success in recent years, where it pitches itself as the ‘little big company’ – it competes against the biggest names in the industry – although it is not so little, with 750 staff. It invests around 12 per cent of its growing revenues directly in R&D. The 80-year-old business opened a direct subsidiary here last year. 21
End–to–end business strategy: Christof Gamper (left), CEO Durst, with Matt Ashman, Durst Oceania CEO
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