UPMC is looking to bring more of its printing in-house to save costs. It currently outsources around $10 million in printing annually. UPMC analyzed its external printing spend, stakeholders, capabilities, and potential cost savings. It developed a multi-year plan to improve efficiencies, increase staffing and capabilities, centralize more printing through a web-to-print platform, and become the primary printer for UPMC jobs to reduce external spending over time. The goal is to lower costs while maintaining or improving service through consolidating printing operations.

1. UPMC’s PATH TO
IN-PLANT PRINTING
Presented by Tawsha Bone-Worrall
Systems Lead – Pre-Production Team, UPMC

2. UPMC STATS
2
$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 our web to print application

3. 3
Path to Printing
Internally

4. Year 1
External Spend and Anticipated Project Savings
4
Year 2

5.  BACKGROUND
 THE IDEA
 INVESTIGATION
 SELF REFLECTION
 ANALYSIS
 THE PLAN
THE ROAD MAP
5

6. BACKGROUND
6
What have we done in the past to improve thus far?
 Print Governance Committee
 Consolidated Hospital Print Centers to Overall Print Center
 Monitor/Control Office Printing for Organization
 Establish Online Tool for Ordering Print

7. THE IDEA
7
 How can we get even better?
 What areas have we not turned over yet?
 What spend can’t we explain?

8. INVESTIGATION
8
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?

9. SELF REFLECTION
9
“When you find out who you are, you'll find out what you
need. Blue skies and sunshine guaranteed.”*
 WHO are we from the organization’s perspective?
 WHAT can we do currently (capabilities and capacity)?
 WHAT could we do (making additional investments)?
 WHAT can’t we do? Why? Should we try to do it?
 WHAT processes and platforms do we have to handle the business?
 HOW can we get better at what we currently do to increase efficiency?
* The Princess and The Frog © Walt Disney Pictures.

10. ANALYSIS
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Who Cares? And What’s In It For Them?
 Identify Key Stakeholders
 Who is benefiting?
 Who is affected?
So What?
 Understand the “Nay-Sayers” perspective
 Convince them it’s worth it

11. ANALYSIS
11
Where do we 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

12. ANALYSIS
12
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

13. ANALYSIS
13
Capacity
 How much volume is outside? (Impression Counts – Orders Generated)
 Can we handle that current volume with existing staff and equipment?
 If No – Then what is needed?
Capability
 What can we take on immediately without any changes to our existing situation? What
buckets of printing?
 Do we want to add capabilities to our line up to bring in additional printing?

14. ANALYSIS
14
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

15. ANALYSIS
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FY 13 FY 14 FY 15 FY 16 FY 17 FY 18
NO ACTION TAKEN
CONSERVATIVE STRATEGY
AGGRESSIVE STRATEGY
External Spend

16. THE PLAN
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1. Improve efficiencies with existing jobs through Web to print platform.
 AutoFlowTM
 Streamline additional manual processes
 Provide more training to users to improve the orders that are being entered.
2. Bring on additional staff to support additional work coming to us
3. Implement new 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
4. Become first right of refusal to monitor all jobs through Web to print
platform.
5. Increase capabilities and capacity (New Space, New Equipment, etc.)

17. Wrap up and Questions
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What’s next?
 Work the plan and seek areas of additional opportunity:
 Revisit areas of print that have remained external for further optimization
 Monitor materials used and consolidate.
Questions?
Tawsha Bone-Worrall
412-647-7969
bonetl@upmc.edu