How One Michigan In-plant Stays on Track Through Change 

Explore how the State of Michigan's in-plant manages technology upgrades and industry shifts while maintaining steady operations.

For the State of Michigan’s Print and Graphic Services (PGS) division, a PRINTING United Alliance member, serving its customers well is its North Star. The in-plant supports agencies within the state’s executive branch and works with local municipalities, universities, school districts, and other state‑funded organizations to deliver everything from consulting and graphic design to wide-format and digital printing in addition to bindery.

To keep up, the in-plant has gone through a lot of change recently, ensuring customer needs continue to be met with speed and accuracy. In 2025, it replaced most of its equipment and implemented updated pre-press software. Today, the in-plant's staff is settling into the new systems, while Kristen Hampton, director of the State of Michigan's Print and Mail Management Division, continues to assess emerging technologies and evaluate the needs of its agency partners.

Kristen Hampton

As much as the transitions and investments have improved the in-plant's offerings and processes, an overhaul of this magnitude doesn’t come without its challenges. The first hurdle comes with the range of technology options on the market – what's out there, what makes sense for the business, and how it fits into a print operation.

“The hardest part of making these decisions is sorting through all the equipment options and the different in‑line features each machine offers,” Hampton says. “We want to make sure we’re choosing the setups that help us serve our customers better and hit their deadlines more efficiently. Meeting timelines while still offering a solid price point really drives what we feel confident bringing back in‑house.”

When making equipment decisions and technology investments, Hampton leans on three key resources: her team, her vendors, and associations like PRINTING United Alliance. First and foremost, she trusts her team, who work directly with customers and understand their needs. Hampton values their expertise on what the in-plant needs and how it can improve.

The RICOH Pro Z75, an aqueous pigment B2 automatic perfecting sheet-fed inkjet digital press, in the State of Michigan's in-plant. | Credit: State of Michigan Print and Graphic Services

Second, and just as important, she counts on her vendor partners to walk her through what’s possible with each piece of equipment, from substrate compatibility to speed. And finally, staying connected to the broader print industry through organizations like PRINTING United Alliance and the In-Plant Printing and Mailing Association (IPMA) has been invaluable in helping the in-plant make informed decisions, Hampton says.

“When our staff attends these events, they often come back with fresh ideas about new equipment or software that could help us better support both our employees and our customers,” Hampton notes. “It’s also a great opportunity to see the tools we’re considering in action. Having the chance to experience equipment or software firsthand and ask questions directly from vendors helps our team make smarter, more confident recommendations.”

Being able to lean on industry organizations like the Alliance and IPMA, as well as vendor and manufacturing partners, helps the State of Michigan’s in-plant stay up on an industry that sees constant change and shifts, including price increases, tariffs, and tech trends, Hampton says. That information not only keeps the in-plant informed but also allows it to communicate with customers effectively.

“A great example of this is when we selected our MIS,” Hampton shares. “We didn’t make that decision in a vacuum. We spent a lot of time researching and talking with other in‑plants to understand their experiences. Hearing their real‑world insights helped us confidently decide which direction to take. Having that outside perspective can make a big difference, especially when you're making decisions that carry both financial weight and organizational impact.”

Alongside those decisions, staffing realities are also shaping how the in-plant operates, Hampton notes. “As our staffing shifts and we bring on younger, less experienced team members, we’re exploring more ways to automate our operations,” she shares. “Last year, we invested in and rolled out a new pre‑press system called OneVision, which helps automate many of our pre‑press tasks. We’re also looking into additional JDF applications that could further support our team.”

In an environment where variables can change quickly, stability matters. Hampton finds that stability by fostering relationships and open lines of communication.

“These connections help us anticipate things like price increases, tariffs, and new technology impacts so we can keep our customers informed and prepared,” she shares. “We also rely heavily on webinars, conferences, vendor fairs, and conversations with our peers to guide our decisions. All of these interactions give us real-time insight into what’s happening across the print landscape and help us make thoughtful, well‑informed choices for the organization.”

Beyond navigating economic changes and technology trends, Hampton says Alliance membership brings more than business-decision support.

“The professional development alone — especially through iLEARNING+ — is a solid asset for keeping your team current without having to piece together training on your own,” she says. “The membership directory is another big benefit, giving you easy access to other in‑plants, printers, and vendors when you want to compare approaches or get quick advice. Plus, their webinars and research reports keep you up to speed on what’s happening in the industry without having to dig for that information yourself. It’s a nice mix of education, networking, and staying informed, and it really does make a difference.”