With the implementation of WebCRD web to print and an automated hardcopy workflow, Blue Valley School District was able to grow volume 637% without adding staff. To listen to the audio of this presentation or to postview it, join IPMA at ipma.org

1. How Web to Print Grew Volume
637% Without Adding Staff
Why Web to Print @ Blue Valley School District?
Presented by Blue Valley School District
Jason Gillam
Assistant Director of Business Operations

2. Agenda
 Blue Valley Schools overview
 Why we implemented web to print - our goals
 Our challenges
 Our new workflow and the results
 Leveraging in-sourcing to grow
 How we stay relevant
 Questions and wrap up

3. Blue Valley Results
 637% volume increase
 50% of B&W impressions produced in print center VS 25% before
 Customers save 30 minutes a week
 68% 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.

4. Who is Blue Valley?
 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 3,200 staff and 21,000 students and growing.
 High achieving organization with equally high expectations in all
we do – “Education Beyond Expectations.”

5. Specifics about our In-Plant
 Digital copy/print (B/W, Color, Variable Data, etc.)
 Small Format Offset Press
 Digital Press
 Bindery (Coil, Comb, Tape, Stitching, Square back Saddle
stitch, Perfect Binding, Cut, Fold, Score, Perf, Pad, etc.)
 Pre-Sort Mail Metering
 PDF workflow.

6. Specifics about our In-Plant
In-Plant Staffing
 8 FTE (12 Month Full Time Employees)
 2 Seasonal Hourly (2 Months/Year)
 1 Contractor Seasonal Hourly Half Time (about 5 Months/Year)
 Staggered shifts to help maximize production
 Lights-out production.

7. Why Implement Web to Print?
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 our product offerings to better meet
current and future needs.

8. Workflow Challenges to Address
 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.

9. Workflow Challenges to Address
 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).

10. 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.

11. Workflow Solution
WebCRD Web to Print
Job Submission
Job AutoFlows
to Printer
SurePDF Driver
Streamlines Ordering
Job is Delivered
QDirect Rules-Based to User
Processing & Output
Management
QDirect.SCAN Hard
Copy Job Submission

12. Types of WebCRD Workflows
 Types of ordering - ad hoc, catalog, templates/variable
 Inventory management with triggers for re-order points of
forms

13. Results: Summary
Total Orders Produced
(2007-2012)
12,491 29,023 51,191 81,759 92,148
07-08 08-09 09-10 10-11 11-12
 The shift in orders has helped increase the b/w letter impression balance between our office fleet
and production equipment from 25% to just over 50%.
 Customers are saving on average 30 minutes or more per week fulfilling their printing needs (now
10 minutes placing orders and 5-10 minutes making copies.).
 Next day delivery on at least 68% of orders received has been key for customers to naturally feel
comfortable in changing their print habits.

14. Results: Production Efficiency
354
314
68%
61%
Year
197 09-10 42%
10-11
11-12
Orders per Workday AutoFlow % of Total Orders

15. Stackers and Two-Up
Automated workflow enables productivity and savings
Stackers for lights-out printing extends Approximately 40% of all BW printing and
production approximately 20% per day. 90% of all Full-Color print 2-UP, saving the
district thousands annually.

16. In-sourcing to Maximize Value
 Quicker 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.

17. How Our In-Plant Stays Relevant
 Adding capabilities and services is vital.
 Being perceptive of what our customers do and how we can
help them be successful.
 Looking for opportunities, making samples or demonstrating
capabilities.
 Pitching new ideas and capabilities to balance other changes
in our District.
 Educating customers about costs and
options.
 Leverage the Workflow and AutoFlow
every chance we get.

19. Questions?
Contact RSA Jason Gillam
Assistant Director of Business Operations
Blue Valley Unified School District
RSAinfo@rocsoft.com
Case Study
WebCRD – Web-to-Print
QDirect.SCAN – Scan to Print Center
Education Case Studies