This PowerPoint presentation corresponds to a supply chain analysis of the Toronto Star. The project was carried out by several students and I at The Business School at Humber College.

1. Vaughan Press Centre 1 Century Place Woodbridge, ON Group Members: Peter Bates John Macoun ShriramVivek Kyle Abshoff

2. Proof We Were There…..

4. 600,000 sq feet

8. Functional Areas Include:

9. Finance – administration, finance, operations

10. Press Room – day-to-day operations of physical production and inventory management in the “real room”

11. Mail Room – placing inserts into papers, sorting, packing, skidding and loading of final product into trucks

12. Maintenance – maintain equipment and facility

13. 50 Management Staff

14. 420 employees

15. 400 full-time equivalents at a 35 hour work week)

17. Broader Supply Chain Inbound Supply Chain: Newsprint ordered from Paper Mill Newsprint shipped from Paper Mill to Warehouse Newsprint is stored at the warehouse until replenishment order is placed by Vaughan Press Centre Once replenishment order is received third party Logistics Company ships 22 x 58” rolls to the Press Centre for production

18. Broader Supply Chain Outbound Supply Chain: 3 Distribution Channels Channel A: Home Delivery 2) Channel B: Single Copy 3) Channel C: Single Copy

22. Printing plates=dots of magenta, cyan, yellow and black

23. Burnt on to plates with laser

24. Overlaid to make total color image

25. Offset printing

26. Inked image is transferred from a plate to a rubber cylinder, then to the paper

28. Internal Supply Chain Plate Press Offset Printing Press Conveyor System Conveyor/Insert System Pallet Packing System Distribution

30. Drivers

31. Quality Control

32. Inventory Control

33. Scheduler

34. Operations

35. Mail Room

37. JPEG or TIFF file sent via high speed Fiberoptic cable .

38. File broken into kites & burnt on to aluminum plates from the computer.

39. Special system and software mixes colors and prints on paper

40. Specific input-output programs in each division. Eg - item delivery code , and truck no. with truck driver in one board.

41. Laser Guided Vehicles imported from USA used for transportation

42. System to track the of goods and dispatched time very advanced and critical for KPI’s.

43. High-Tech scanning devices and TAPY number used and shared in a common database with supplier.

44. Advanced time tracking program used to track the time of every operation executed in the press.

46. Aluminum Printing Plates - $1.5 million

47. Trucking - $4 million to get product into market

48. Occupancy – $5.5 million

50. Average production is 450,000 – 600,000 papers daily

51. Press speed is 55,000 copies an hour through one pass and multiple presses are used for productionAs a note, one dedicated press is always allocated for the printing of the National Post, the Vaughan Press Centre’s largest commercial customer. The facility is responsible for the printing and distribution (through third party) for readers in Ontario.

52. Key Performance Indicators Everything is measured in minutes…. Pressroom-Target press start time vs. Actual press start time: 1) Output good copy time 2) Press down time 3) Press availability time 4) Press Quality level 5) Copies per hour 6) Number of gross copies 7) Amount of waste Truck/Mailing Room-Target clear time vs. Actual clear time vs. # of trucks on time: 1) All trucks are set to a scheduled dispatch time 2) Success is rated by minutes and ability to meet dispatch times

54. paper quantities rarely change per year and stay rather consistent

55. Run numbers based on last years average page count

56. Work with circulation department to see if there are any anticipated changes

57. Forecasts are done over the long-term not short-term.

58. Manning agreements - flexibiulity to add and remove staff based on run.

60. High readership=high advertising revenues

62. Rise of digital media/decline in readership

63. “Going green” energy savings initiatives