If you've been "getting by" for years without charging back, it's time you faced facts and started doing it—otherwise you can't prove you're cheaper. To many, the thought of initiating a chargeback system brings to mind accountants, ledgers, difficult formulas—but it shouldn't. Chargeback systems are not difficult to set up and are easy to administer once you determine your standard rates. Regardless of how difficult you may find this process, at some point in time it may very well be the saving grace for your internal printing operation. The printing cost is divided into three primary categories: Labor, Material and Overhead. For those of
Business Management - In-plant Justification
To effectively compete in a cut-throat world, in-plants must learn to operate like any other business, concentrating on cost, quality and customer service. There was a time when in-house print shops had it made. They knew work would keep flowing in; all they had to do was sit tight and wait for it. Incredibly, even as companies trip over themselves in their haste to outsource "non-core" operations, some in-plants are still pretending to live in that dreamy time of eternal job security. Unfortunately, their dream is destined to take a nightmarish turn unless they wake up and start running their in-plants more like
When FMs come calling, they don't knock on the in-plant manager's door. It's up to you to be ready—and beat them to the punch. Facilities Management (FM) companies say they can save corporations, school systems, hospitals or any organization with an in-plant, millions of dollars annually by better managing the in-plant and better utilizing the equipment and personnel. They often claim they can do this with better materials, less space, less time and greater efficiency, utilizing professionals with years of experience. The FM will take over your reproduction tasks, freeing your company to concentrate on its core business. The FM may also
One in-plant's journey from an environment where specialization reigned to one where cross-training is the norm—and how life has improved. Change in the printing industry is happening at a dizzying rate. Technology and the morphing face of business have forced printing managers in both the commercial and in-plant markets to make some hard decisions, not only concerning technology, but also what services to offer. Making the right informed decisions can spell success and longevity in the industry, while standing still and ignoring change will inevitably lead to extinction. With all this to consider, the printing manager is reluctant to alter the things
Satisfaction isn't enough; you must thrill your customers with each job. Over the past several years, organizations have stressed their dedication to customer service. They have touted their commitment to satisfy every customer and their goal of 100-percent customer satisfaction. They have advertised their successes at meeting this goal—or at least approaching it. I have read about companies that proudly proclaim a 98 percent satisfaction rating. Others have slogans like "your satisfaction is guaranteed." Customers today deserve and expect far more than just being satisfied. When was the last time you purchased a product or service and expected less than 100-percent satisfaction? You never
Working as a self-directed team has enabled the Palm Beach County Graphics Group to increase its revenue, productivity and customer satisfaction. According to research, it usually takes about five years for a self-directed team to show measurable results. But with nearly three years successfully completed, the Palm Beach County, Fla., Graphics Performance Enterprise Program (PEP) is proving that research isn't always right. PEP's self-directed team (SDT) sprang from the starting gate with first year revenues increasing by 26 percent, while price increases accounted for only 5 percent. The second year showed continued increases. And the end of the 1995-96 fiscal year shows
Managers must stay ahead of developing trends, while offering higher levels of quality and service than ever before—and don't overlook taking in outside work. Competitive pressures in all industries have companies focusing on their core businesses. Companies that once sought diversification as a means to success are narrowing their focus. In-plant managers face a unique challenge in this environment. They must find innovative ways to help their organizations communicate better and faster. And they must rapidly transform a cost center into a profit center—all while making the necessary investments in technology, people and end-user satisfaction. Let's look at the factors driving these forces
Learn all you can about the latest communications technologies, then take charge and guide your organization into the 21st century. Do you want to be leading your parent organization's in-plant operation in the 21st century? Assuming that you do, you must begin immediately to accelerate your efforts to deal with the rapidly changing technology, employees and global influence. You have to reengineer your career, as well as the in-plant operation. Almost all organizations today are facing increased competition for their products and/or services—locally, nationally and globally. To meet these challenges, organizations are rapidly revising their goals and operations. This means
When someone asked, "Why do we have an in-plant?" this manager had 10 good answers. WHEN THE space Boys Town Print Shop was occupying became the spot another department needed to complete an office consolidation plan, a question came up: "What do we do with the print shop?" Then another question was asked, "Why do we have a print shop anyway?" I was given the opportunity to answer those questions and more. If you feel you are in a comfortable position with plenty of security, lots of work and great customer relations, I am happy for you. However, I still urge you to
When GPU began yet another reorganization, rumor had it the in-plant was doomed. But careful documentation helped bring about a different ending to the tale. In 1990, the Rochester Institute of Technology (RIT) conducted a study of the printing needs of GPU Corp., a Reading, Pa.-based electric utility company. RIT recommended GPU centralize and expand its printing operation. The reasons stated were to maintain confidentiality, control the accuracy and quality of work and to save the company 15 to 30 percent in printing costs. In the 10 years that passed since that initial recommendation, GPU has formally reorganized four times, and is