Comprehensive Service in Cincinnati
Time: It flies; it's of the essence; it waits for no one. And, of course, it's money.
Still, the in-plant serving The Cincinnati Insurance Companies demonstrates a particular talent for saving, finding and making all the time necessary to reduce costs and satisfy ultra-tight turnaround requirements.
The in-plant often receives rush-job requests. "And we never say 'no,' " declares Roger Chamberlain, secretary and manager of printing.
A typical need-for-speed scenario occurs when financial data is not available until the close of the business day, yet investor and accounting executives require that data to be incorporated into formal presentation materials critical for next-morning meetings.
"Our staff willingly accommodates corporate needs," Chamberlain asserts, noting that team members are ready to alter work schedules, stay late or arrive early to ensure project completion.
Timely turnaround is facilitated by the in-plant's ability to produce nearly all of the company's work internally. Today, the in-plant handles approximately 98 percent of Cincinnati Insurance's print production needs—such as marketing brochures, and associate and agency communications—in-house.
"The only outsourced jobs are portions of our annual report, pocket folders, high-volume envelopes and a couple of other miscellaneous items," Chamberlain relates. The in-plant even insources a little work, not for profit, but to support its insurance professional associations.
The Move Toward Efficiency
The 55-year-old operation wasn't always so self-sufficient or efficient. In 1999, when Chamberlain was tapped to oversee the in-plant, the facility still had first right of refusal, but only generated about 70 percent of the company's work in-house.
Chamberlain has been with the Ohio-based company since 1986, and has a background in business and IT project management.
"One of the things I was charged with was to look at the relationship between in-house production and outsourcing," he recalls. "We were spending well over a million dollars per year outsourcing." And while the company values all of its vendor relationships, he adds, the in-plant needed to focus primarily on equipment procurement rather than purchasing print.