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For more than 30 years, the family behind Nuance has built its printing business in Sandy, Utah. When INKISH visited two years ago, the company operated under another name as part of a major American printing franchise. Today, the team, ownership, and equipment remain the same—but the company has taken a significant new step. Nuance is now independent. For owner Andy Selcho, leaving a network that had contributed considerably to the company’s development was not an easy decision. The business was founded by his father, and the former franchise had played an important role in helping it reach its current position. But when the agreement ended, the family had to consider not only where the company had come from, but where it wanted to go next. The result is Nuance—a name and identity intended to represent the company more authentically and allow the team to provide a more personal and valuable service to its customers. The printing industry has changed significantly. A considerable part of the market continues to focus on speed and low prices, but Nuance sees growing opportunities in print created with greater intention. The objective is not simply to manufacture another printed product, but to understand what the piece is expected to accomplish. What role does it play in the customer journey? What should the recipient notice, feel, understand, or do? And how can materials, design, production, finishing, and delivery help the printed communication perform its job more effectively? Nuance has always operated as a high-value printer, but the ambition is now to make everything it produces more valuable. That does not necessarily mean making every project more expensive. Sometimes the improvement comes from asking better questions, understanding the purpose of the job, or making small changes that encourage the recipient to look again. The company describes this ambition as creating “curious customers.” An unusual business card, a tactile surface, an unexpected format, or a carefully considered finishing detail can reward another look. The printed piece becomes more than information—it becomes an experience that creates interest and strengthens communication. Nuance also recognizes that no printing company can own every technology required to produce every possible solution. The company’s responsibility is therefore not limited to what can be manufactured internally. When specialist partners or external capabilities are needed, the objective remains the same: to make the process seamless and deliver the strongest possible result for the customer. The transformation into Nuance has not changed the ownership, employees, or production equipment. What has changed is the company’s way of thinking about print and the value it can create. The long-term ambition is both simple and bold: to make the world better by making print better. Watch the film and meet Andy Selcho and the Nuance team as they begin a new independent chapter—built on family history, customer conversations, valuable communication, and print that rewards another look.
From just 15 people working in a garage to one of Mexico’s significant label and printing operations, the ETIFLEX story is about growth, people, relationships—and the importance of knowing exactly what is happening on the production floor. Today, ETIFLEX operates 23 production lines, including 20 flexographic presses and three digital presses. The company produces labels, tickets, tags, promotional products, and RFID solutions for customers across retail, logistics, food, chemicals, health and beauty, textiles, transportation, and entertainment. Mexico offers significant opportunities. With a population of around 130 million people, a strong manufacturing base, and direct access to the United States, the country has become an increasingly important export market. But competitiveness is no longer simply about offering the lowest price. It is about productivity, innovation, quality, service, and the ability to create long-term relationships with customers and suppliers. Measurement has therefore become part of the culture at ETIFLEX. The philosophy is simple: What you do not measure, you cannot fix or improve. Before implementing CERM, ETIFLEX used five or six separate systems for estimating, production control, warehouse management, purchasing, accounting, and finance. The information existed, but the systems did not communicate effectively with each other. Introducing CERM was a major strategic decision. Changing an MIS or ERP platform requires investment, leadership, time, and commitment throughout the organization. However, continued growth demanded a single integrated system capable of connecting the company’s operational areas and providing reliable, real-time information. With better data, the ETIFLEX team can understand the true cost of every job, identify products that may be subsidizing others, reduce waste, improve printing speeds, shorten setup times, and make better decisions about equipment and capital investments. Perhaps most importantly, the data is no longer reserved for management. Employees throughout ETIFLEX can analyze their own processes, identify opportunities, and suggest improvements. With hundreds of people observing production through the same system, operational knowledge becomes a shared resource. The next chapter will include even more automation, robotics, integration, and information. Technology will play an increasingly important role—but people, culture, and the ability to make informed decisions will remain at the heart of ETIFLEX. Watch the film and meet a Mexican printing company that has transformed measurement from a management tool into part of its DNA.
At Cardbox Packaging, automation begins before the first sheet reaches the press. A fully automated board-handling system supplies two Heidelberg Speedmaster XL 106 presses—a six-color and a seven-color configuration capable of running both conventional and UV inks. From printing, the sheets move into an extensive die-cutting department equipped with three MK Masterwork Mastermatrix machines. A new MK Masterwork Duopress adds hot foiling, die-cutting, and blanking in a single production process, significantly expanding the products and decorative effects Cardbox can offer its customers. The company has developed considerably since its early expansion from the main plant in Wolfsberg in 2011 and 2012. Business with key customers in the Czech Republic and the United States created new opportunities, while the acquisition of a facility in Pinkafeld, close to Vienna, strengthened Cardbox Packaging’s capabilities in glued packaging. Today, the group focuses on three strategic segments: sleeves, glued packaging solutions, and sustainable food-packaging products—particularly paper cups and lids. Food packaging has always been central to the Cardbox business, but sustainable cup-and-lid solutions could become one of its most important growth areas in the coming years. The market, however, has become increasingly challenging. Overcapacity, pricing pressure, changing supply conditions, and strong competitors from Eastern Europe are making life more difficult for small and medium-sized packaging companies operating in Western Europe. Survival and growth therefore require more than additional capacity. Companies must identify niches, develop specialized solutions, improve efficiency, and offer services that create genuine value for their customers. Innovation at Cardbox Packaging is not limited to major technological breakthroughs. It is an everyday process involving product development, small operational improvements, new services, and continuous experimentation with the possibilities offered by new equipment. The latest investments give Cardbox additional capacity and operational stability, but they also create opportunities the company is still exploring. Employees are training, testing, and learning how the new technology can answer changing customer requirements—often without customers being willing to pay more for the additional complexity. Automation and artificial intelligence will play an increasingly important role. Printed sheets are already being compared automatically with digital reference files, while digitalization is expanding into job preparation, estimating, analytics, and production control. For Cardbox Packaging, however, successful investment is not only about technology. It is also about partnership. New equipment inevitably creates new challenges, and packaging producers need suppliers that will continue working with them long after the installation is complete. The relationship between Cardbox Packaging, Heidelberg, and MK Masterwork is built on years of cooperation, shared experience, and trust between the people involved. Cardbox Packaging describes its central value as customer dedication: understanding what customers need and delivering products, services, and solutions that help make their businesses profitable. Efficiency, digitalisation, sustainability, and artificial intelligence are important parts of the company’s future—but so are its employees. Through its “We Care for You” philosophy, Cardbox focuses on training, development, working conditions, and giving employees and their families confidence in the future. The ambition is clear. By 2030, Cardbox Packaging aims to reach €100 million in revenue while maintaining sustainable profitability. Further acquisitions are already being considered, and additional investment is planned at the company’s US operation. Watch the film and visit Cardbox Packaging to see how technology, partnerships, sustainability, and people are being combined to prepare the company for its next stage of growth.
A few years ago, INKISH made a film about Storio Group in the Netherlands with the once-amazing company TiliaLabs, so it was with pleasure that we returned, along with CTRL-S, to see what had happened over the years, and we weren't disappointed. Storio Group is a company specialized in photo products, with production at several sites and the challenge of producing thousands of products of one. Most printers know what a challenge that is, and for Remco Beekhuizen and Florus Plaizier no doubt that they have a great understanding of the challenge, and also what software they need to execute. German CTRL-S was selected among various alternatives, and with their Symphony platform, Storio Group has been able to change a legacy system into a new and modern platform, where even the operators say that it's the same or better. In this film, you will learn more about some of the considerations of investing in a new platform and how Storio Group and CTRL-S are more like partners, rather than "just" a supplier. Great company, great products, and great people! LinkedIn: Remco Beekhuizen Florus Plaizier
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