University in-plants are very different from corporate and other in-house printing operations. For one, their goals are different, and they can frequently shift as administrative focuses change from year to year.
Often, the VP and the in-plant manager have different perceptions of which data is important to measure and report on. The in-plant manager needs hard numbers to guide shop performance. But the VP needs to know why these metrics are important. Make sure you ask which metrics management wants to see.
We often assume that in-plants know each other and that they know about resources in the industry like In-plant Graphics, IPMA and ACUP. This is an incorrect assumption. New people are entering the in-plant community. These newcomers likely won’t know who their fellow in-plants are.
The word “innovation” is not one of the typical subjects discussed in trade magazines or at shows, but maybe it should be. Considering the relentless outsourcing threats and fierce competition in-plants face, perhaps innovation should be a critical success factor for in-plants.
The key to winning over marketing is to understand their goals, help them achieve them, and show how you can deliver them services.
Don’t waste time on the ‘offset or digital’ question. Focus on how your in-plant can best help customers be successful.
As I write this, 2016 is coming to an end, and there are three things worth remembering. First, it’s been a year since I joined IMG (Integrated Methods Group), and I am happy to say that I continue to work with and research in-plant service providers. In fact, immediately after joining IMG, we were contracted…
Sometimes, all you need for innovation is a jump start and a fresh perspective.
In-plants often feel like underdogs. But are you unwittingly contributing to the perception that your in-plant isn’t valuable?
Ray Chambers explores how the desire to control the supply chain to meet business objectives led companies to create in-plants.
