Presentation about four top in-plant print centers in Higher Education, K-12, Healthcare and Financial Services that are meeting today’s challenges by increasing the strategic value of the print center in their organizations. These print centers are serving more customers, capturing more work, and positioned themselves as a strategic asset rather than a cost center. Presented by Rochester Software Associate’s Tim Kelly at Print 13.
Game Changing Strategies for Adding Value to Your In-Plant Printing
1. In-Plant Power Play
Game Changing Strategies
for Adding Value
Presented by:
Tim Kelly
Senior Vice President
Rochester Software Associates
585.327.7123
tkelly@rocsoft.com
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2. RSA Introduction
Workflow Solutions since 1986
Transform
Output Management
Web to print
Rochester, NY Headquarters
Specialize in in-plants
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3. Agenda
In-plant challenges
Develop a game plan to deliver value
Examples of other in-plants delivering value and
their results
Wrap up and questions
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4. In-Plant Key Challenges
Print volumes have been flat or declining
Increasing capabilities of office devices
Easy access to outside resources
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5. In-Plant Key Challenges
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More that 50% of your potential customers may not
realize when or how to use the print shop.
(In-plant Graphics)
6. What do we do?
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Throw in the towel?
11. Align to Organization’s
Strategy
Understand your organization’s short term objectives and
long term strategies
Align your plan to support the Institution’s objectives
Do you know where your print is?
Do you direct all print? Who is the expert?
Are you servicing all of your “customers?”
Do you provided needed services?
Have a seat at the table
Execute
Be flexible and adjust
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14. University Pittsburgh Medical
Center
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$10 Billion Revenue
Total Operating Revenue in 2012
More Than 20 Hospitals
With more than 4,500 licensed beds
400 Clinical Locations
In western Pennsylvania
55,000 Employees
2 Million Members
Covered by UPMC Insurance
Services Products
5,000 Active Users
Of My Print Request*
10 Million Impressions
Per month through the Print
Shop alone
2,500-3,000 Items Processed
Per month through My Print
Request*
* My Print Request is what UPMC has named their web to print application
15. Background
What has UPMC done to improve so far?
Print Governance Committee
Consolidated hospital print centers to overall print center
Monitor/control Office printing for organization
Establish online tool for ordering print
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16. The Idea
How can we get even better?
What areas have we not turned over yet?
What spend can’t we explain?
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17. Year 1
External Spend & Anticipated
Project Savings
Year 2
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18. Investigation
Who, What, Where, How, When, and How Much?
How Much – How much goes out in external print spend?
Who – Divisions and departments that are printing outside?
What – What kind of print is going outside?
Where – Who is it going to and why?
How – What methods, processes, and platforms are used to spend outside?
When – When do they go outside and how often does this occur?
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19. Analysis
Where does UPMC fit in the mix?
OFFSET / PROMOTIONAL / LARGE SCALE
KNEPPER
PRESS CORP
GEYER PRINTINGWORKFLOWONE
PITTSBURGH
MAILING
WILEY
PUBLISHING
MODERN
REPRODUCTIONS
PITTSBURGH
BINDING COMPANY
WRIGHT
BUSINESS SYSTEMS
DIGITAL / OFFSET
ALPHAGRAPHICS INC.
BAI PRINTING
LIZZIE BULLETS
J B KREIDER
HEETER PRINTING
CHAMP PRINTING CO. ATTABOY GRAPHICS
CDI PRINTING
PRINT TECH
RAFF PRINTINGSHAR DOCUMENT
DITTO DOCUMENT
BROUDY PRINTING
TECHNOSYSTEMS
SERVICE CORP.
BUSINESS CARDS
TOMORROW
DIGITAL / SYSTEMIC
UPMC
PRINT CENTER
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20. Analysis
Price Comparison: In-Plant VS External
No profit margin
Minimal to zero shipping costs
No additional document setup charges
No rush fees
Control over all costs for finished products
Internal Spend External Spend
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21. Analysis
Capacity
Outside volume? (Impression Counts – Orders Generated)
Handle current volume with existing staff and equipment?
• If No – then what is needed?
Capability
What can be taken on immediately without any changes?
Want to add capabilities to bring in additional printing?
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22. Analysis
PROs
Already have a web to print platform
Better visibility and control on what’s printed
Significant cost savings for the entire organization
Standardization across organization
Control volumes of printing at any one time
Able to shift model of printing to the best
option (Print On Demand) for Health Care Industry
Turn-around time is easier to manage
CONs
Investments needed upfront (Time, Staff, and Equipment)
Risk potential increases
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25. The Plan
1. Improve efficiencies through web to print platform.
AutoFlowTM
Streamline additional manual processes
Provide more training to users to improve orders submitted
1. Add staff to support additional work
2. Implement features in Web to print platform to support
new external printing types
Create new templates for aspects of printing where possible
Create a process for sending jobs outside whenever needed
1. Become first right of refusal to monitor all jobs through
web to print platform.
2. Increase capabilities and capacity (New Space, New
Equipment, etc.)
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26. Blue Valley Schools
Public K-12 School District in SE Johnson County,
Kansas in the heart of the Kansas City metropolitan area.
Serving about 40 different buildings across 91
square miles.
Over 3,250 staff and 22,000 students and growing,
including Pre-School.
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27. Results: Summary
The shift in orders has increased the b/w letter impression balance between
office fleet and production equipment from 25% to just over 50%.
Customers saving 30 minutes or more per week fulfilling their printing needs
Next day delivery on 69%+ of orders - key for customers to naturally feel
comfortable in changing their print habits.
738%
Increase!
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28. Blue Valley Results
50% of B&W impressions produced in print center
VS 25%
Customers save 30 minutes a week
69% of orders delivered next day
Lights out production made possible by workflow
automation adds a production multiplier of 20%!
Other automation and efficiency
gains increase customer and
employee
satisfaction.
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29. • Business Cards - 75% less
• Student Planners - cost, JIT
• Year Books ~$37,000 per
year & GROWING
• Hours 48,750 annually
• Estimated ~$126,750
• Give back planning &
classroom hours
• Chargeback savings
$100,000 per year
• Licensing $2,500
• Created capacity in budget
to manage growth through
consumable savings
• Seasonal labor decreased by
47%
• NO NEW STAFF
Reassigned staff from pre-
press, CS, and scanning for
value add tasks & services
TEACHER TIME SAVINGS INSOURCING SAVINGS
DOLLAR SAVINGS INTERNAL LABOR
Blue Valley Results
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30. Blue Valley Strategic Goals
Opportunity in Printing Services:
Teachers/customers spent 30-45 min/week making copies.
Old system costs growing (more copies), creating need for more MFPs.
Building budgets tightened.
Strong existing In-Plant that could do more with the right tools.
Opportunity existed to strengthen product offerings to better meet current and
future needs.
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31. Workflow Challenges
At/near capacity of manually entering orders.
Keeping up with thousands of carbonless order forms.
Only one staff person handled electronic files.
Minimum turn around time was 3-4 days.
Too much time spent in pre-press trouble shooting
(usually font issues).
Costs of staying current with all desktop software for both
PC & Mac, not to mention application training.
Imposition was a manual or semi automatic process
at best.
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32. Workflow Challenges
Bottleneck in scanning in hard copies.
Business Cards being sent out for printing.
Creating proofs took staff time and delayed jobs or
was skipped.
At/near capacity on offset presses.
Lack of staff skill redundancy in
a couple of key areas (pre-press).
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33. Workflow Solution
Job AutoFlows
to Printer
Job AutoFlows
to Printer
Job is Delivered
to User
Job is Delivered
to User
SurePDF Driver
Streamlines Ordering
SurePDF Driver
Streamlines Ordering
WebCRD Web to
Print Job Submission
WebCRD Web to
Print Job Submission
QDirect Rules-Based
Processing & Output
Management
QDirect Rules-Based
Processing & Output
Management
QDirect.SCAN Hard
Copy Job Submission
QDirect.SCAN Hard
Copy Job Submission
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34. New Workflow Focus
Allow staff (Administrators, Teachers and Printing
Production Staff) to better focus on what it is that they do
best, while helping control costs.
Employ a print strategy to reduce costs and provide tools
to end users that would allow them to decide on their own
to use Printing Services more.
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36. Stackers and Two-Up
Stackers for lights-out printing extends
production approximately 20% per day.
Approximately 40% of all BW printing and
90% of all Full-Color print 2-UP, saving
the district thousands annually.
Automated workflow enables productivity and savings
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37. Labor Impacts
About 30 minutes saved per week x 9 months = 19.5
hours of gained productivity per employee x 2,500 regular
customers = 48,750 est. hours returned to achieving our
District mission, vision and goals.
Reorganized Printing Services Staff – specifically
prepress, customer service and scanning positions.
AutoFlow™ rules and lights-out-printing helped reduce
contractor seasonal hourly help by 47% which gives us
room for growth.
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38. Direct Cost Benefits
Print shop budget reduced ~$2,500 for native software
licenses and training annually.
Increased volume has enabled bulk supply purchase
savings for coil 25% saved and specialty paper
23% saved.
Producing business cards in-house instead of
outsourcing reduced our costs by over 75%.
Multi-up printing decreased b/w annual click volume by
just over 10 million clicks a year.
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39. New Programs / Projects
More time to focus on higher end projects requiring
specialty finishing and variable data.
School planners are printed internally instead of being
outsourced.
12 of our 20 Elementary Schools will print their 2013
yearbooks at our In-Plant and we continue to grow this
program. (Each saving about $8-$10/book)
Major emphasis on how we partner to deliver curriculum.
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40. It’s All About the Students
We wanted to do more to support personal learning and
stretch resources!
In 2012, the district, and every school, made Adequate Yearly Progress (AYP).
We are the only district in the nation of our size to make AYP for 10
consecutive years!
In partnering with our Education Services Department we
changed how select curriculum is purchased.
New Book Assembly Module for WebCRD.
Goal is to give our teachers the tools to only print the
pages they need.
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41. In-sourcing to Maximize Value
Faster turnaround allowed us to take on mid-range jobs
that would have been produced on MFPs.
Working smarter expanded the capacity of our staff to
produce more orders.
Efficiencies and Lights-out production allow us to keep
more complex or longer production jobs in-house.
Easier to say “Yes” and feel comfortable.
Staff feel a greater sense of job satisfaction.
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42. How Our In-Plant Stays Relevant
Adding capabilities and services is vital.
Be perceptive about how we make our customers
successful.
Seek opportunities. Make sample or demonstrate
capabilities.
Pitch new ideas and capabilities to balance District
changes.
Educate customers about costs and options.
Leverage the workflow and AutoFlow™!
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43. Transamerica Retirement Solutions
Issues:
Time to market for customized sales presentations
Design team drowning in customs
Balance Sales needs with Design's focus
Streamline order and production process
Pulled all resources from design
Pushed the daily print schedule off
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44. Transamerica Retirement Solutions
Create a catalog of “customizable” marketing campaigns
and educational materials on this self-serve platform
Over 100 flyers, posters, mailers and 50 color palates
24/7 - Order in 5 minutes vs hours or days
On-the-fly edits and proofs
High resolution output with no design intervention
Add non-print premium items with inventory control
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45. Catalog / Library of Materials
Variable template is in the Catalog and can be ordered
Select Your Template
Choose Options & Preview
the Finished Document
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46. OR this:
Single VDP Poster Template
Creates Many Versions
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48. Replace Static with Versioned
Pick and pack by business unit going away
Created versioned customizable templates ordered
via catalog
Greatly reduced
“off the shelf” items
Custom branded generic
materials
Cover options /
upload image available
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49. Versioned Templates with
VDP
Migrating from an IT, dynamic data application to WebCRD
MORE flexibility and pre approved material
Guarantees compliance with regulatory standards
Faster to market – reduced cycle time from months to days
No dependency on system’s developer for Exstream work
Cover options /
upload image available
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50. Benefits of VDP to Transamerica
Provide value to the organization: headcount, flexibility,
reduced errors… both hard and soft dollars!
Streamline VDP ordering, proofing, and delivery
One platform for all ordering
Captured significant savings – solution
paid for itself in the first year.
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51. "If your parent organization already has goals to
improve communications, then use this to your
advantage. If not, be a thought starter to drive the
communication strategy. Start simple and
broadcast you results."
Andrea Eshoo, Assistant Director
Transamerica on Being Strategic
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52. Variable Data Recommendations
Think about simple applications that you can start with.
Understand the level(s) of VDP, applications and goals in
your parent organization.
Understanding the VDP needs will help you determine
what you need in your print center to be successful.
Leverage vendor relationships – use their template-
building and professional services support to get started
Integrate your VDP solution with your web to print
solution to streamline ordering, proofing, and job tracking
to your customers.
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54. Printing Services Operation
Employees – 8
50,000 students per year
425 staff/admin and over
1,500 instructors
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55. 5 Factors For Success
1. Forward looking print center leadership
2. Upper management sponsorship
3. Marketing the print center
4. Technical or IT staff involvement
5. Partnering with technology vendors
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56. Customer Survey Results
Turnaround time frustration
Did not like manual work orders or email process
Did not know of print center capabilities beyond
monochrome copying
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57. Actions
Build relationship awareness with college leadership
Multichannel communication – Marketing
Email, bookmarks, Valentine’s Day cards, video tutorials, ads
Home Makeover Spoof video
Automate with web to print
Reduce touches
Improve turnaround time
24/7 order access
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58. Key Requirements
On-line proofs
Real-time estimates
Print directly to all printers
Eliminate make ready and ticketing
Total vendor support for implementation and on-going
service
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59. Customers filled out work orders
or sent emails
All jobs set up manually
Turn-around time was two weeks
Print Workflow Before Web to Print
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60. New Print Workflow Results
100% of orders through web to print
Turnaround reduced to two days from two weeks
Less than 15% of jobs require make ready
Significant increase in print volume
Increase in customer satisfaction
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61. New Print Workflow Results
200 trained users
5,000 orders completed in 1st
3 months
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62. Key Success Factor
Marketing the print center
New name and logo
Advertising
Video Tutorials
Promotions
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63. Summary
Understand your Institution’s strategy
Determine how your In-plant can bring value
Align your strategy to support the Institution’s objectives
Have a seat at the table
Execute and adjust
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64. Visit www.rocsoft.com for
info
Download the Adding Value whitepaper:
http://www.rocsoft.com/whitepapers/
in-plants-do-you-know-where-your-print-is/
Read Case Studies
http://www.rocsoft.com/case-studies/
Register for Quarterly in-plant tips:
http://www.rocsoft.com/
build-a-better-in-plant/
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Editor's Notes
“ In-Plant Power Play: Game Changing Strategies for Adding Value Value.” Rochester Software Associates (RSA) ®. Presentation about four top in-plant print centers in Higher Education, K-12, Healthcare and Financial Services that are meeting today’s challenges by increasing the strategic value of the print center in their organizations. These print centers are serving more customers, capturing more work, and positioned themselves as a strategic asset rather than a cost center. Register to get the related white paper: “In-plants Assess the State of your In-House Print Center to Maximize Value” at: http://www.rocsoft.com/whitepapers/in-plants-do-you-know-where-your-print-is/
Who is RSA? RSA has provided print workflow solutions since 1986. We are headquartered in Rochester, NY and specialize in in-plant print centers.
The key to providing value is the live in the intersection of meeting the goals of institution or organization, where market trends are, and the goals of the in-plant print center.
These top four in-plant print centers are examples of in-plants who are creating value. UPMA, Blue Valley Schools, Transamerica Retirement Solutions and Fox Valley Technical College.
A little about University Pittsburgh Medical Center (UPMC) and their print center operation. See the case study here: http://www.rocsoft.com/success/UPMC/UPMC_WebCRD.pdf
Blue Valley Schools is a high volume in-plant located in a school district in Kansas. See the Blue Valley case study here: http://www.rocsoft.com/success/BlueValley.pdf
RSA QDirect.SCAN loaded on select MFPs to allow easy on-ramp for hard copy orders. RSA WebCRD Web to print for file uploads, ordering of standardized items and re-orders. Sure PDF Print Driver deployed to all desktops to streamline Web to print ordering. QDirect to assist with rules-based processing refer to as AutoFlow. AutoFlow is an optional module that enables hands-off or light’s out production based on business rules.
Transamerica Retirement Solutions’ focuses on managing retirement plans. They are dedicated to communicating to participants on how to save & invest wisely for a successful retirement and beyond. They develop and produce materials for clients on two scales: truly custom communication designs and core materials used by the masses with some ability to customize (thanks to WebCRD). See the case study here: http://www.rocsoft.com/success/Transamerica.pdf
As you can see, from ONE TEMPLATE, we have created 2 very different and distinct posters. Without WebCRD Dynamics VDP, we would have needed design resources to create over 150 different templates!
This image represents how Sales consultants around the country are able to put together their own story boards, selecting from a variety of customizable campaigns- almost 100 different flyers, posters and marketing materials- choosing from 40 different color palates and a library of images. Orders can now be taken care of in five minutes versus hours or days of design time previously needed. Turn around has been dramatically reduced. The new workflow saves design resources, time, and expense and now allows our designers to concentrate on true design. Sales folks are thrilled that they can create their own items that look custom without needing overnight shipping or long delays. In short, the new workflow helped everyone. The application has saved time and money, reduced head count, bypassed work that used to have to stop at the design shop, and added flexibility and control to the entire print and fulfillment process. We had such good results in the past year that with our recent re-branding from Diversified to Transamerica Retirement Solutions, our management team requested that unless absolutely necessary, we are to have nothing pulled from shelves ... it’s all print on demand.
During a recent re-branding from Diversified to Transamerica, they found that they had a warehouse of materials that needed to be thrown away and that they were paying storage and pick and pack fees. Moving from static print on demand materials to versioned templates allow them save all of those costs going forward.
Fox Valley Technical College is in Appleton, Wisconsin. FVTC celebrated 100 years of providing cost effective education and training recently completed and launched RSA’s WebCRD web to print workflow within their printing services operation. See the case study here: http://www.rocsoft.com/success/FVTC/