Don't Fight It, Embrace It

By championing the move to integrate in-plant and data center printing, an in-plant can expand its services while boosting its presence and prestige.

Consider this scenario: two departments operate similar equipment. One runs a day shift. The other functions primarily at night. By sharing equipment, the two departments could institute an efficient, two-shift operation, cutting equipment costs by hundreds of thousands of dollars.

What manager in his or her right mind wouldn't want to integrate the two departments? In many organizations, however, the two departments still function separately. Those departments, if you haven't guessed, are the data center and in-plant printing departments.

Far from losing control, an in-plant that champions the move to shared printing will gain control over additional services, expanding its domain and boosting the department's presence and prestige.

Before embracing this idea, however, in-plant managers should build a cost justification based on an analysis of the current costs of equipment and personnel for each area—and the anticipated costs of a shared print stream.

Let's start with equipment issues. Your equipment is not getting any younger. Neither is the data center's. Instead of upgrading two sets of equipment, it's usually more fiscally responsible to consolidate and then upgrade. Uniting these print streams allows you to justify top-of-the-line equipment that combines the dazzling speed enjoyed by the data center and the superior resolution required by in-plant applications.

Companies have considered integrating these print streams for years, but were blocked by the incompatibility of the workflows. Such obstacles have been removed with modern high-speed printers that run Adobe PDF, PostScript and PCL documents, as well as AFP data streams. These devices offer 600 dpi and speeds of 500 to 1,000 pages a minute.

The fairly large capital investment required for this ambidextrous equipment must be offset by cost savings and efficiencies created by high-level performance and rapid throughput. Specific equipment configurations should be based on workflow time charts. You may be able to reduce or eliminate overflow digital printing currently outsourced by both departments. That savings should be factored into the cost model, as well.

The Human Equation

What about the human side of the equation? Since the two workflows are dissimilar and operate on different shifts, staff reductions are not usually a large part of the financial equation. Both departments may be able to eliminate part-time or temporary workers as faster equipment spurs productivity.

Once a convincing case can be made for joining the two print streams, it's up to in-plant managers to explain why it makes sense to move data center printing to the in-plant, rather than vice versa. First, document production and distribution is the primary task of the in-plant. Shared printing allows data center managers to focus on automation and networking issues that are critical to the organization. Proximity to the mailroom or responsibility for mailroom operations is another strong advantage for an in-plant.

As in-plant managers champion the cause of shared printing within the organization, it's important to gain approval from the data center manager. Talk to the manager to find out what his or her job responsibilities are and what aspects of digital printing are important to fulfilling the department's objectives.

In the data center environment, the content and accuracy of the data, as well as its timely delivery, are usually the most critical concerns. Outsourcing data center printing to the in-plant allows the IS manager to continue to control the front end—the source data—while offloading the distribution function. That's an attractive proposition.

Many successful in-plant managers are discovering and implementing more efficient ways to distribute information to internal customers. "Document distribution" is no longer synonymous with "print to paper." The in-plant, already charged with managing a variety of distribution options, can offer data center customers new options.

You may choose to post systems output—like inventory and payroll reports or lists of processed invoices—to corporate networks in addition to, or instead of, printing them. Large reports may be output to CD-ROM to enable rapid electronic searches. The in-plant's expertise in assigning the correct form of distribution for each application should be available to data center customers, as well.

Expect a gradual crossover of responsibilities. Many data center files are mission critical and affect the ability of hundreds of employees to perform their jobs efficiently. Data center managers are not going to gladly hand over the reins to an unproved resource.

Propose A Pilot Project

Imaging vendors that offer consulting services may be able to help you create a cost justification and an implementation plan. You can benefit from their knowledge of what has worked at other companies and what hasn't. To start off, propose a pilot project that involves low-level files, perhaps managerial reports or customer correspondence. During the pilot, you can demonstrate your ability to meet deadlines and establish a system for file transfers. This exercise also builds a working relationship.

You can certainly move forward without the support of the data center, but it's best to present a united approach. Few plans that carry the support of the data center manager—and illustrate savings—will be denied.

It's equally important to gain the support of your employees. Explain that this is an opportunity for the in-plant to enhance its value to the organization and, as a result, to merit new equipment and respect.

While staffs may continue to operate autonomously, cross-trained employees can provide greater flexibility during holidays and peak periods.

If you need additional motivation, consider this: many facilities management companies get a foot in the door by demonstrating that they can consolidate operations and save money. Integrating data center and in-plant printing plays a major role in many FM presentations. IPG

Bill Schweinfurth, vice president, marketing and strategy, of Danka Office Imaging Co., has 12 years of experience in this industry. He has held management positions in marketing, planning, product development, field sales and customer support.

Connect And Query

These in-plants have merged or will soon merge their in-plant and data center printing operations. Contact them to find out more:

• Ray Chambers, University of Louisville:

racham01@gwise.louisville.edu

• Carol Doffing, Blue Cross-Blue Shield of Minnesota:

cdoffing@bcbsmn.com

• Bob Tierney, Allstate:

rtierney@allstate.com

• West Barton, BYU:

west@upb.byu.edu

Quick Look

• Cost justify by analyzing current costs of equipment and personnel for each area—and the anticipated costs of a shared print stream.

• Instead of upgrading two sets of equipment, consolidate and then upgrade.

• Incompatibility of workflows is no longer an obstacle with modern high-speed printers that run Adobe PDF, PostScript and PCL documents.

• Since the two workflows are dissimilar, staff reductions are not usually necessary.

• Learn the data center manager's job responsibilities and what aspects of digital printing are important.

• Outsourcing data center printing to the in-plant allows the IS manager to continue to control the front end while offloading distribution.

• The in-plant can offer data center customers new options like posting output to the intranet or outputting on CD-ROM.

• Propose a pilot project that involves low-level files. Demonstrate your ability to meet deadlines.

• Gain the support of employees. Explain that this is an opportunity for the in-plant to enhance its value, gaining new equipment and respect.

• Remember: many facilities management companies get a foot in the door by demonstrating that they can consolidate operations.