In-Plant Power Play: Game Changing Strategies for Adding Value


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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.

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  • “ 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:
  • 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:
  • Blue Valley Schools is a high volume in-plant located in a school district in Kansas. See the Blue Valley case study here:
  • 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:
  • 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:
  • In-Plant Power Play: Game Changing Strategies for Adding Value

    1. 1. In-Plant Power Play Game Changing Strategies for Adding Value Presented by: Tim Kelly Senior Vice President Rochester Software Associates 585.327.7123 1
    2. 2. RSA Introduction  Workflow Solutions since 1986  Transform  Output Management  Web to print  Rochester, NY Headquarters  Specialize in in-plants 09/09/13 2
    3. 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 09/09/13 3
    4. 4. In-Plant Key Challenges  Print volumes have been flat or declining  Increasing capabilities of office devices  Easy access to outside resources 4
    5. 5. In-Plant Key Challenges 09/09/13 5 More that 50% of your potential customers may not realize when or how to use the print shop. (In-plant Graphics)
    6. 6. What do we do? 09/09/13 6 Throw in the towel?
    7. 7. Print is BIG! 09/09/13 7
    8. 8. In-Plant Print Center Evolution 09/09/13 8  Mainframe output  Transactional  LCDS & IPDS  High volume  Reliability and time critical  Print after 5 PM  Mainframe output  Transactional  LCDS & IPDS  High volume  Reliability and time critical  Print after 5 PM Data CenterData Center  Publishing & Forms  High volume  Multiple copies  Quality  Offset  Publishing & Forms  High volume  Multiple copies  Quality  Offset In-PlantIn-Plant  High volume  Multiple copies  Docutech revolution  Quick turnaround  High volume  Multiple copies  Docutech revolution  Quick turnaround CRDCRD Enterprise Print Center (Centralized print)
    9. 9. Efficient In-Plant 09/09/13 9 “A well run in-plant … can save the parent organization between 10-30% on Commercial printing cost.” (Howie Fenton, NAPL)
    10. 10. Deliver Value to your Organization 09/09/13 10
    11. 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 09/09/13 11
    12. 12. Drive Value 09/09/13 12
    13. 13. How Top In-plants Drive Value 09/09/13 13
    14. 14. University Pittsburgh Medical Center 09/09/13 14 $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. 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 09/09/13 15
    16. 16. The Idea  How can we get even better?  What areas have we not turned over yet?  What spend can’t we explain? 09/09/13 16
    17. 17. Year 1 External Spend & Anticipated Project Savings Year 2 09/09/13 17
    18. 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? 09/09/13 18
    20. 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 09/09/13 20
    21. 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? 09/09/13 21
    22. 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 09/09/13 22
    23. 23. UPMC’s web to print 09/09/13 23
    24. 24. Analysis External Spend 09/09/13 24
    25. 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.) 09/09/13 25
    26. 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. 09/09/13 26
    27. 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! 09/09/13 27
    28. 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. 09/09/13 28
    29. 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 09/09/13 29
    30. 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. 09/09/13 30
    31. 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. 09/09/13 31
    32. 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). 09/09/13 32
    33. 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 09/09/13 33
    34. 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. 09/09/13 34
    35. 35. Results: Production Efficiency Record for orders received in one day? 1,055 on 8/12/3013 Year 09/09/13 35
    36. 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 09/09/13 36
    37. 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. 09/09/13 37
    38. 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. 09/09/13 38
    39. 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. 09/09/13 39
    40. 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. 09/09/13 40
    41. 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. 09/09/13 41
    42. 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™! 09/09/13 42
    43. 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 09/09/13 43
    44. 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 09/09/13 44
    45. 45. Catalog / Library of Materials Variable template is in the Catalog and can be ordered Select Your Template Choose Options & Preview the Finished Document 09/09/13 45
    46. 46. OR this: Single VDP Poster Template Creates Many Versions 09/09/13 46
    47. 47. Variable Workflow Sample 09/09/13 47
    48. 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 09/09/13 48
    49. 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 09/09/13 49
    50. 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. 09/09/13 50
    51. 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 09/09/13 51
    52. 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. 09/09/13 52
    53. 53. Fox Valley Technical College 09/09/13 53
    54. 54. Printing Services Operation  Employees – 8  50,000 students per year  425 staff/admin and over 1,500 instructors 09/09/13 54
    55. 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 09/09/13 55
    56. 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 09/09/13 56
    57. 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 09/09/13 57
    58. 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 09/09/13 58
    59. 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 09/09/13 59
    60. 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 09/09/13 60
    61. 61. New Print Workflow Results  200 trained users  5,000 orders completed in 1st 3 months 09/09/13 61
    62. 62. Key Success Factor  Marketing the print center  New name and logo  Advertising  Video Tutorials  Promotions 09/09/13 62
    63. 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 09/09/13 63
    64. 64. Visit for info  Download the Adding Value whitepaper: in-plants-do-you-know-where-your-print-is/  Read Case Studies  Register for Quarterly in-plant tips: build-a-better-in-plant/ 09/09/13 64