Growing With The Changes
Marvin "Pete" Beck has guided his in-plant through many changes in his 26 years at Geisinger Health System—including both a merger and a de-merger.
Marvin C. "Pete" Beck is a modest man, prone to deflect praise toward his team of print professionals at Geisinger Health System, in Danville, Pa. "I'm just an operations guy," he demurs.
But Beck's accomplishments speak for him. Notably, he guided his in-plant through a merger three years ago with Hershey Medical Center of the Penn State Health System, then navigated the de-merger ("You can call it a divorce," he says) this year.
Beck and his team had seven months—until June 30—to change the name on all the printed stationery of a 6,000-employee organization.
"During the changeover, there were some nights when I wondered when it was going to get done or how it would in this time frame," Beck admits. But under his leadership, all went smoothly.
"My people tackled the change very well," Beck says. "I'm proud of how the staff has embraced the recent trials and tribulations."
Strong Staff Work Ethic
Beck oversees 19 employees in reprographics, plus eight in mail services at the main campus and about 31 couriers logging over one million miles a year. He lauds his staff's work ethic, adding, "We work for a good company and they recognize that."
With two major hospitals, a 300,000-member HMO, about 75 clinics throughout central Pennsylvania and various other entities, Geisinger casts a large shadow in the region. Its in-plant was formerly housed in tight quarters under the morgue, but moved in 1989 to new 22,000-square-foot digs designed by Beck and his assistant manager after visits to other in-plants.
"Our biggest success was to design, justify and move into the new print facility," he says. "It was a difficult project, and took a long time."