We present a case study in the use of process data analytics and discrete-event simulation to improve productivity in a large complex transaction print production environment.

1. Page 1
Productivity Improvement of a Large Complex
Transaction Print Production and Mail
Environment Utilizing Simulation-based
modeling and Short-Interval Scheduling
Sudhendu Rai, Eric Gross
PARC – A Xerox Company
Xerox Global Services
Presented at the 2014 Winter Simulation Conference, Savannah, GA
http://www.wintersim.org

2. Structure of the presentation
• Problem description
• Data collection
• Understanding the data and gaining insights for
simulation modeling
• Process modeling and simulation toolkit demo
• Iterating between simulations and on-the-floor pilots
• Short-interval scheduling
• Business results
Page 2

3. Three Geographically non-collocated transaction prin
operations
TX
PA
MA
Problem Statement: Improve the productivity of the enterprise to improve profitability
Page 3

4. Focus on one of the largest Transaction Print and Mail
Operations
Printer Room Machine Insert Room Hand Insert Area
Site Profile
• 800 Million images/year
• 109 FTE’s
• 6 CF lines, 7 6180
• 86K Sq. Ft
• 9 High Speed Inserters + Legacy
Inserters
• Manual Hand Insertion Area
Page 4

5. Service Process Optimization Framework and Methodology
❑ Assess
❑ Collect Data & VOC/VOB
❑ Gather Floor Maps, Equipment Lists and
Operator Information
❑ Collect job data for Lynnfield and Dallas
Applications
❑ Gather Assumptions
❑ Perform Analysis & Validate Findings
❑ Deliver Define/Measure Tollgate
(Current State Baseline)
❑ Obtain Approval to Proceed
❑ Recommend
❑ Create Models and Simulations
❑ Optimize Cells and Job Production
❑ Perform Simulations and What If
Scenarios-Includes Load Balancing
❑ Map Cells and Designs to Floor Plans
❑ Develop Transition Plan
❑ Perform Analyze Tollgate
(Recommendation w/ Transition Plan)
❑ Obtain Approval to Proceed
Assessment
❑ Virtual Pilot
❑ Design Pilot
❑ Perform Pilot
❑ Obtain Approval to Proceed
❑ Current Equipment (Move) : Identify Install
Location Requirements
❑ Identify and Address Any Site
Modification/Moves
❑ Obtain Formal Notice of Site Readiness
❑ Move Equipment
❑ Install Equipment
❑ Refresh Equipment (Install)
❑ Identify Install Location Requirements
❑ Identify and Address Any Site
Modifications/Moves
❑ Obtain Formal Notice of Site Readiness
❑ Deliver Equipment
❑ Install Equipment
❑ Ramp Up
❑ Deploy Phased Approach Per Transition
Plan
Implementation
❑ Steady State
❑ Support Operational
Processes
❑ Attain SLA’s
❑ Generate and Deliver
Reporting
❑ Track Improvement Gains
❑ Identify/Propose On-Going
Improvement
Opportunities
❑ Implement and Support
On-Going Optimization
Solutions
Realization
Page 5

6. Data Collection
• Floor plan – Location, constraints, flow
• Equipment data – Speed, setup, capabilities
Inserter Model Qty on floor Sheet feed rate
Machine
Cycle
speed
Max
Actual
Envelope
Inserting
speed #10 6x9 9x12
Insert
Bins 2D 3 of 9
File Base
Ready Set Up time
Pitney Bowes MPS26 2 50,000 26,000 22,000 Y Y N 7 Y Y Y 30 to 60 minutes
Pitney Bowes FPS 2 36,000 12,000 8,000 Y Y Y 6 Y Y Y 10 to 15 minutes for #10 to 6x9/ 2+ hours for 9x12
Pitney Bowes FPS Booklet 1 NA 12,000 8,000 Y Y Y 6 N N N 10 to 15 minutes for #10 to 6x9/ 2+ hours for 9x12
Pitney Bowes MSE 1 36,000 14,000 10,000 Y Y Y 6 Y Y Y 10 to 15 minutes for #10 to 6x9/ 30 minutes for 9x12
Pitney Bowes Companion 2 5,400 5,400 3,200 Y Y N 2 Y Y Y less than 5 minutes
Bell and Howell Combo 1 45,000 12,000 8,000 Y Y Y 6 Y Y Y 10 to 15 minutes
Bell and Howell Marathon 3 45,000 20,000 16,000 Y Y N 5 Y Y Y less than 10 minutes
Bell and Howell 4000's 2 36,000 20,000 4,000 Y Y N 6 N Y N 10 minutes
Bell and Howell 500's 2 16,000 10,000 4,000 Y Y N 6 N Y N 10 minutes
Printer Model Qty on floor Type Color Micr
Duplex Speed
in Images/Hour
Xerox DP180 8 CutSheet BW yes 8,640
Xerox DP180HLC 1 CutSheet BW no 8,640
Xerox DP1050 3 Continuous Feed BW no 50,400
Xerox DP1300 3 Continuous Feed BW no 62,400
Xerox iGen3 4 CutSheet Color no 4,000
• Operator data – Name, skills, schedules,…
• Workflow Execution data – Timestamp, qty, steps …
Automated Insertion
Dept - Last Name
First Name
Manager or
Worklead
Work
Days
Work Hours
B
H
5000Fla
t
B
H
5000FoldB
H
4000Fold
P
B
C
om
panio
n
M
arathon
FP
S12F
FX
10F
M
P
S
M
S
E
A
S
C
E
N
D
E
RA
dm
ark
P
R
IN
T-D
T180M
X
P
R
IN
T-6
180H
C
L
P
R
IN
T-C
ontFeed
P
R
IN
T-IG
E
N
P
R
IN
T
R
E
LEA
SE
STA
TIO
N
X
ER
O
X
C
O
LO
R
800
S
C
H
E
D
U
LIN
G
C
O
N
TR
O
L
D
E
SK
O
O
MFLE
XS
E
R
V
ER
D
FW
O
R
K
S
R
IM
S
S
U
P
ER
V
IS
O
R
O
R
M
A
N
A
G
E
M
EN
T
1ST SHIFT M-F
VU ANNIE THANH M-F 7AM-330PM X X X X
SHEPHERD BRYAN M-F 7AM-330PM X X X X X X
SAING ROBERT M-F 7AM-330PM X X X X X X X
PANIAGUA JOSE M-F 7AM-330PM X X X X X
NOP REASEY M-F 7AM-330PM X X X X X
PEN MALYS M-F 7AM-330PM X X X X X X
MAM SARANTA M-F 7AM-330PM X X X X X X X X X
LOPEZ JOSE M-F 7AM-330PM X X X X
LEBLANC ROBERT M-F 7AM-330PM X X X X
HOANG HOA THI M-F 7AM-330PM X X X X X
GARZON JUAN M-F 7AM-330PM X X X X X X
CHHUNG SAOR M-F 7AM-330PM X X X X X X X X X
BUSTOS MIGUEL M-F 7AM-330PM X X X X
BARRIENTOS CARLOS M-F 7AM-330PM X X X X
ARROYAVE DANIEL WL M-F 7AM-330PM X X X X X X X X X X X X X
ALEMAN VICTOR M-F 7AM-330PM X X X X
Tran Minh M-F 7AM-330PM X X X X X X
Cashman Mike MGR
2ND SHIFT
BOVE JOE M-F 330PM-12AM X X X X X
CANG CHHOUNG M-F 330PM-12AM X X X X X
HUOT PUNNARAY M-F 330PM-12AM X X X X X X X X X X X
KOV KASEY WL M-F 330PM-12AM X X X X X X X X X
LEE VANGSRENG M-F 330PM-12AM X X X X
LY HONG M-F 330PM-12AM X X X X
MEAN ROTHA M-F 330PM-12AM X X X X X X X X
MOTH SAROTH M-F 330PM-12AM X X X
NGUYEN THAO M-F 330PM-12AM X X X X X
PHAL SOPEUN M-F 330PM-12AM X X X X X X X X X
PICH DARARITH M-F 330PM-12AM X X X X X X X X X X X
THACH SAUDINARONG M-F 330PM-12AM X X X X X X
Roman Santiago MGR
JOB_ID ARRIVAL_DATE POS_DATE MATHLG_DATE DUE_DATE RELEASED CONTROL_DESK_DATE COMPANION COMPLETED JOB_NAME COLOR_PAGES BW_PAGES PRINTER_TYPE PRINTER INSERTED_ENVELOPES ENVELOPE_ATTRIBUTE INSERT_DEPT INSERT_MACHINE INS_TOTAL OVERNIGHT METER_RATE
INGD13212BCF1P001220 8/1/20130:00 8/1/201314:16 8/1/201314:48 2-Aug-13 8/1/201312:49 8/2/20130:17 8/2/20130:00PAOS54ID 0 728CUT PRT69 726#10 LTR Marathon3-BH 0 0FIRSTCLASSPRESORT
INGD13212BCF2P001216 8/1/20130:00 8/1/201315:16 8/1/201315:30 2-Aug-13 8/1/201312:50 8/2/20130:16 8/2/20130:00PAOS54ID 0 330CUT PRT69 164#10 LTR Marathon3-BH 0 0FIRSTCLASSPRESORT
INGD13212BCF3P001171 8/1/20130:00 8/1/201315:15 8/1/201315:33 2-Aug-13 8/1/201312:50 8/1/201322:18X 8/2/20130:00PAOS54ID 0 218CUT PRT69 72#10 CI 0 0FIRSTCLASSPRESORT
INGD13212BCF4P001194 8/1/20130:00 8/1/201315:15 8/1/201315:33 2-Aug-13 8/1/201312:52 8/1/201317:17 8/2/20130:00PAOS54ID 0 122CUT PRT69 306X9 CI 0 0FIRSTCLASSPRESORT
INGD13212BCF50001734 8/1/20130:00 8/1/201315:07 8/1/201315:33 2-Aug-13 8/1/201312:54 8/1/201317:16 8/2/20130:00PAOS54ID 0 128CUT PRT69 2 CI 0 0FIRSTCLASSFULLRATE
INGD13212BCF5P001092 8/1/20130:00 8/1/201315:07 8/1/201315:33 2-Aug-13 8/1/201312:52 8/1/201317:17 8/2/20130:00PAOS54ID 0 112CUT PRT69 226X9 CI 0 0FIRSTCLASSPRESORT
INGD13212BCF6P001117 8/1/20130:00 8/1/201315:06 8/1/201315:33 2-Aug-13 8/1/201312:54 8/1/201317:16 8/2/20130:00PAOS54ID 0 86CUT PRT69 146X9 CI 0 0FIRSTCLASSPRESORT
INGD13212BCF7P001972 8/1/20130:00 8/1/201315:05 8/1/201315:33 2-Aug-13 8/1/201312:55 8/1/201317:16 8/2/20130:00PAOS54ID 0 51CUT PRT69 76X9 CI 0 0FIRSTCLASSPRESORT
INGD13212BCF8P001956 8/1/20130:00 8/1/201314:14 8/1/201314:54 2-Aug-13 8/1/201312:45 8/1/201318:33 8/2/20130:00PAOS54ID 0 50CUT PRT69 66X9 CI 0 0FIRSTCLASSPRESORT
INGD13212BCF9L001209 8/1/20130:00 8/1/201315:17 8/1/201315:33 2-Aug-13 8/1/201313:17 8/1/201317:26X 8/2/20130:00PAOS54ID 0 841CUT PRT69 439X12 CI 0 0FIRSTCLASSFULLRATE
DRID13213TCF18001625 8/1/20130:01 8/1/201312:25 8/1/201313:11 2-Aug-13 8/1/201311:13 8/1/201322:39X 8/2/20130:00PAOS51HD 0 102CUT PRT21 916X9 CI 0 0FIRSTCLASSPRESORT
DRID13213TCF9L001331 8/1/20130:01 8/1/201312:26 8/1/201313:11 2-Aug-13 8/1/201311:13 8/1/201317:46 8/2/20130:00PAOS51HD 0 21CUT PRT21 19X12 CI 0 0FIRSTCLASSPRESORT
DRID13213TGC18001475 8/1/20130:02 8/1/201312:23 8/1/201313:11 2-Aug-13 8/1/201311:09 8/1/201318:26 8/2/20130:00PAOS51TD 0 5CUT PRT21 26X9 CI 0 0FIRSTCLASSPRESORT
DRID13213DST18001496 8/1/20130:02 8/1/201314:03 8/1/201314:24 2-Aug-13 8/1/201311:34 8/1/201318:27 8/2/20130:00PAOS51DD 0 6CUT PRT69 46X9 CI 0 0FIRSTCLASSPRESORT
DRID13213CNF18001644 8/1/20130:02 8/1/201312:21 8/1/201312:51 2-Aug-13 8/1/201311:14 8/1/201320:41 8/1/20130:00PAOS51GD 0 1191CUT PRT21 9896X9 LTR PB10-9x12 0 0FIRSTCLASSPRESORT
DRID13213CNF9L001628 8/1/20130:02 8/1/201312:28 8/1/201313:11 2-Aug-13 8/1/201311:14 8/1/201317:47 8/2/20130:00PAOS51GD 0 53CUT PRT21 39X12 CI 0 0FIRSTCLASSFULLRATE
DRID13213CNFF1001627 8/1/20130:02 8/1/201312:28 8/1/201313:11 2-Aug-13 8/1/201311:14 8/1/201318:26 8/2/20130:00PAOS51GD 0 12CUT PRT21 46X9 CI 0 0FOREIGN
DRID13213CNFPD001635 8/1/20130:02 8/1/201312:27 8/1/201313:11 2-Aug-13 8/1/201311:14 8/1/201317:26X 8/2/20130:00PAOS51GD 0 169CUT PRT21 1609X12 CI 0 0FIRSTCLASSPRESORT
INGD13213DLC1P001189 8/1/20130:03 8/1/20139:16 8/1/201310:22 2-Aug-13 8/1/20138:03 8/1/201315:34 8/2/20130:00PAOS54JD 0 4CUT PRT65 26X9 CI 0 0FIRSTCLASSPRESORT
INGD13213DLC2P001130 8/1/20130:03 8/1/20139:16 8/1/201310:22 2-Aug-13 8/1/20138:05 8/1/201315:35 8/2/20130:00PAOS54JD 0 4CUT PRT65 16X9 CI 0 0FIRSTCLASSPRESORT
DRID13213BCF18001609 8/1/20130:03 8/1/201314:03 8/1/201314:24 2-Aug-13 8/1/201311:35 8/1/201318:27 8/2/20130:00PAOS51ID 0 59CUT PRT69 246X9 CI 0 0FIRSTCLASSPRESORT
INGD13213DCF2P001507 8/1/20130:05 8/1/20139:16 8/1/201310:22 2-Aug-13 8/1/20138:26 8/1/201315:33 8/2/20130:00PAOS54DD 0 4CUT PRT65 1#10 CI 0 0FIRSTCLASSPRESORT
ACLD13213LTRMLTXX311 8/1/20130:06 8/1/20135:41 8/1/20137:33 1-Aug-13 8/1/20134:31 8/1/201313:23 8/1/20130:00PAOSPNGD 0 835CUT LPR4 797#10 LTR Marathon2-BH 0 0FIRSTCLASSPRESORT
ABSD3212CO1P00004260 8/1/20130:11 8/1/201314:21 8/1/201314:49 2-Aug-13 8/1/20139:44 8/1/201318:50 8/2/20130:00PAMSMORD 0 8CUT PRT69 66X9 CI 0 0FIRSTCLASSPRESORT
A04D3212CO1P00005569 8/1/20130:12 8/1/201314:21 8/1/201314:49 2-Aug-13 8/1/20139:44 8/1/201318:46 8/2/20130:00PAMSMORD 0 12CUT PRT69 106X9 CI 0 0FIRSTCLASSPRESORT
A07D3212CO1P00005160 8/1/20130:12 8/1/201314:21 8/1/201314:49 2-Aug-13 8/1/20139:44 8/1/201318:49 8/2/20130:00PAMSMORD 0 16CUT PRT69 146X9 CI 0 0FIRSTCLASSFULLRATE
A13D3212CO1P00001721 8/1/20130:12 8/1/201314:22 8/1/201314:49 2-Aug-13 8/1/20139:45 8/1/201322:41X 8/2/20130:00PAMSMORD 0 64CUT PRT69 626X9 CI 0 0FIRSTCLASSPRESORT
Page 6

7. Understanding the data - Volume variations by month
05000000100000001500000020000000
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
Jan-14
TotalEnvelopesbyMonth
TotalEnvelopes
Year-EndSpike
Year-EndSpike
QuarterlySpike
QuarterlySpike
QuarterlySpike
Page 7

8. Understanding the data – Volume variations by Client
Page 8

9. Understanding the data – Job Size distribution for a
given month
Total # of jobs: 26603 jobs
Total Roll Print volume: 51,324,683 pages
Long tail
Page 9

10. Understanding the data – Service Level Agreements
SLA in business days
Page 10

11. Service process optimization toolkit
Page 11

12. Simulation-based process improvement
Analysis Phase 1
• Analysis identified that PND work comprised >
50% of daily volume
• Modeling/simulation utilized to streamline
PND workflow
• Results validated through pilot and
implemented as part of day-to-day
production operations
• Using optimized processes
• PND work could be completed in 1-shift using 2 CF printers
and 2 inserters (virtual cell)
• PND work could be completed in 2-shifts using 1 CF printer
and 1 inserter (virtual cell)
• TAT reduced, production capacity freed up
Page 12
0
2
4
6
8
10
12
14
16
18
Jan1
Jan3
Jan7
Jan9
Jan13
Jan15
Jan17
Jan21
Jan23
Jan27
Jan29
Jan31
Apr3
Apr5
Apr9
Apr11
Apr15
Apr17
Apr19
Apr23
Apr25
Apr29
Apr30
May2
May6
May8
May10
May14
May16
May20
May22
May24
May29
May31
Completion Time
Completion Time
Projected Completion Time
via modeling/simulation

13. Short-Interval Scheduling (1) – Significant variation in
productivity by Client Job and Inserter
Account Machine Throughput
JPX PB9 3672
JPX MARATON1 5055
JPX PB10 3614
JPX PB11 4004
JPX BH12 4054
JPX MPS1 6810
JPX MPS2 10920
PGE PARAGON4 2010
PGE PARAGON2 3360
PGE PARAGON3 1980
PGE PARAGON1 2760
AQL BH16 3754
AQL MARATON2 8111
AQL MARATON3 5400
AQL BH19 2508
AQL MARATON1 7980
AQL PARAGON4 2520
AQL PB10 3532
AQL PB11 3557
AQL PARAGON2 2820
AQL PARAGON3 1940
AQL BH12 3905
AQL PARAGON1 1800Page 13

14. Short-Interval Scheduling (2) – Determine equipment
configurations that deliver balanced flows
Account Name(3
Letter/4 Letter)
# Print
(Pages)
# Insert
(Envelopes)
Printer Throughput
(pages/hr) # Printers # Inserters Type of Inserter
Print Processing
Time(Minutes)
Insert Processing
Time (Minutes)
Print
Processing
Time(Hours)
Insert
Processing
Time (Hours)
PND 3000 1500 25000 1.19 1 MPS2 6.1 6.1 0.1 0.1
1.13 1 MPS1 6.4 6.4 0.1 0.1
0.77 1 MARATON2 9.4 9.4 0.2 0.2
0.75 1 MARATON1 9.6 9.6 0.2 0.2
0.7 1 MARATON3 10.3 10.3 0.2 0.2
0.6 1 PB7 12 12 0.2 0.2
0.59 1 PB8 12.3 12.3 0.2 0.2
0.44 1 PB9 16.5 16.5 0.3 0.3
0.36 1 PB11 19.9 19.9 0.3 0.3
0.31 1 PB10 23.5 23.5 0.4 0.4
Note 1: Please ensure that 3 letter acccount name machine
throughput data is entered in sheet1 and 4 letter acccount
name machine throughput data is entered in sheet 2
Note 2: Please enter account name, no of pages to print, no of
envelopes and printer throughput as inputs
Note 3: Clear the data before each run
Guidelines:
Enter Job Description
INPUT OUTPUT
Run Clear
Page 14

15. Short-Interval Scheduling (3) – Controlling WIP build-up as a
result of production uncertainties by increasing or decreasing
assigned upstream/downstream capacity
Patent Filing:
PRINT JOB PRODUCTION METHODS AND SYSTEMS IN A LARGE
TRANSACTION PRINT ENVIRONMENT (Rai, S., Gross, E.)
Page 15

16. Simulation-based process improvement
Analysis Phase 2
• Quarter-end workflow (volume spike)
modeled and optimized
• Analysis revealed opportunity to
perform all the work in less than 7 days
allocated to print and insert 5.2M
envelopes
• Real-time scheduling piloted (April 1-5)
across all shifts leveraging following
structure
• Flow manufacturing with dynamic upstream and downstream
balancing by client and job size
• WIP control (page and client)
• Coordinated material delivery
• Size based partitioning
• Pilot resulted in reduction of operating
costs by $62K/quarter
Page 16
Metrics 2013 First
Quarter-
End
2014 First
Quarter
End
Improve
ment
# of jobs
completed
4610 7619 65%
# of envelopes
mailed out
4,486,149 5,224,466 16%
Median TAT
(h)
49h 33h 33%
“As a result of your effort during April quarter end we
were able to reduce temporary headcount salaries by
44,000. We also reduced insert maintenance and
service by approximately 16,800”
-Colie Nee (VP Ops)
466953
821840
1192425
680758
644613 663036
801851
1,058,625
1,332,574
1,027,261
859,288
946,718
0
200000
400000
600000
800000
1000000
1200000
1400000
1 2 3 4 5 6 7
Volume
Day
Current Process -- Q1
2013 Envelopes per
Day
LDP Process -- Q1
2014 Envelopes per
Day
Total 2013 over 7 days
5,271,476
Total 2014 over 5 days
5,224,466

17. Simulation-based process optimization
Analysis Phase 3
• Absorb 5.3M/month envelopes of new client work into the
optimized site with minimal addition of resources
• Optimization of shop workflow using simulations during
this period revealed that capacity existed to perform all
bank work in the first shift freeing up second shift for new
client work.
• In May, it was demonstrated using via on-site pilots of
flow-based manufacturing that Lynnfield can perform
500K+/day new work in addition to their current workload
• In July, all of 5.3M of new work envelopes done after
optimization
• Ethnography study on inserters completed.. Goal was to
understand how to identify setup reduction opportunities
• Labor cost savings of $688,782/year achieved at the Texas
site as a result of downsizing staff due to migration of 5.3M
envelopes/month (or 516M impressions/year) to the
optimized site
7/1222 or 0.6% of jobs
projected to be late in a one-
shift operation
Page 17

18. Results of Process Improvement
Page 18
40% improvement
over January

19. Project Storyboard: Summary of results
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
%#10
%6x9
%9x12
0 5000000 10000000 15000000 20000000
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
Jan-14
TotalEnvelopesbyMonth
TotalEnvelopes
Year-EndSpike
Year-EndSpike
QuarterlySpike
QuarterlySpike
QuarterlySpike
February 26, 2014 Xerox Internal Use Only18
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
9000000
10000000
Jan-1
Jan-9
Jan-17
Jan-25
Feb-2
Feb-10
Feb-18
Feb-26
Mar-6
Mar-14
Mar-22
Mar-30
Apr-7
Apr-15
Apr-23
May-1
May-9
May-17
May-25
Jun-2
Jun-10
Jun-18
Jun-26
Jul-4
Jul-12
Jul-20
Jul-28
Aug-5
Aug-13
Aug-21
Aug-29
Sep-6
Sep-14
Sep-22
Sep-30
Oct-8
Oct-16
Oct-24
Nov-1
Nov-9
Nov-17
Nov-25
Dec-3
Dec-11
Dec-19
Dec-27
TotalPages
Month - Day
Total Pages Per Day
Arrivals - 2013
SLA in businessdays
466953
821840
1192425
680758
644613 663036
801851
1,058,625
1,332,574
1,027,261
859,288
946,718
0
200000
400000
600000
800000
1000000
1200000
1400000
1 2 3 4 5 6 7
Volume
Day
Current Process -- Q1
2013 Envelopes per
Day
LDP Process -- Q1
2014 Envelopes per
Day
Total 2013 over 7 days
5,271,476
Total 2014 over 5 days
5,224,466
Metrics 2013 First
Quarter-
End
2014 First
Quarter
End
Improve
ment
# of jobs
completed
4610 7619 65%
# of envelopes
mailed out
4,486,149 5,224,466 16%
MedianTAT
(h)
49h 33h 33%
“As a result of your effort during April quarter
end we were able to reduce temporary
headcount salaries by 44,000. We also reduced
insert maintenance and service by approximately
16,800”
VP Operations
Total annualized savings of $2Myear from
optimization of services operations across 3 sites
• $248,000K/year savings from improving
quarter-end production at Site 1
• $688,782/year labor savings at Site 2 as a
result of shifting targeted volume to Site 1
• $549K labor cost reduction at Site 1
• $500K gains from reduction in legacy
equipment and not migrating work to Site 3
40% improvement
overJanuary
Site Profile
• $16M/year revenue
(excluding
postage)
• 800 Million images/year
• 330 clients served
• 109 FTE’s + temp
• 6 CF lines
• 9 High Speed Inserters +
Legacy
inserters
Page 19
January July
Total wages & benefits $820,453 $807,997
Total print & mail volume 70,966,780 102,684,551
Quarter-end optimization April, 2013 April, 2014
Total envelope volume 5.22M 5.27M
Time to Produce (makespan) 7 days 5 days

20. Summary
• A case-study of optimization of a large print and mail
enterprise was presented
• The methodology utilized data-driven analysis and simulation-
based optimization to improve the productivity and
profitability of the enterprise
• An iterative approach whereby simulation-modeling was used
to guide process and scheduling changes was presented
• A dynamic short-interval scheduling approach within the high-
variety and highly non-normal task size distributions utilizing
flow-manufacturing was described
• The results of implementation showed significant
improvements in operational productivity
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