
Back to the story. The athletic department did its job putting the bowl guide together. It worked with the in-plant manager to set a realistic schedule and to design something that the in-plant could produce. The only catch, and it was a manageable one, was that the book was bound on the short side, so the in-plant would have to farm out the bindery work. No big deal; the in-plant manager had a good relationship with a local commercial shop that could finish the booklets. Arrangements were made, the commercial shop bought into the schedule, and everything seemed under control.
This story takes place over the Christmas holidays. The in-plant manager had made plans to travel to the West Coast to spend time with family long before the bowl game became a reality, and the visit coincided with the bowl guide production schedule. She thought about changing her plans—it was that important—but her staff was well trained, people knew their jobs, and the production schedule contained a cushion. There was no reason to change her travel plans. However, the university would be closed the week after Christmas, and the team was scheduled to arrive at the bowl December 29, so the Bowl Guide had to be completed and shipped before the start of the Christmas break.
The first problem occurred on the trip to the West Coast. While waiting for a connecting flight in Phoenix, she called the shop to check on things. No answer. It turns out that one of this winter’s massive snowstorms hit unexpectedly. Streets were impassable and the university had closed. If the schedule was followed, the Bowl Guide should have been printed and ready to send out for binding that day. The schedule could still be met, but it would be close.
The following day the manager finally reached the production coordinator and verified that, yes, the Bowl Guide had been printed. No, it didn’t go to the vendor the day before as scheduled because of the weather, but the vendor had promised to get it out in time to meet the schedule. No worries. So her visit continued as planned.
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- Business Management - In-plant Justification

Ray Chambers, CGCM, MBA, has invested over 30 years managing and directing printing plants, copy centers, mail centers and award-winning document management facilities in higher education and government.
Most recently, Chambers served as vice president and chief information officer at Juniata College. Chambers is currently a doctoral candidate studying Higher Education Administration at the Pennsylvania State University (PSU). His research interests include outsourcing in higher education and its impact on support services in higher education and managing support services. He also consults (Chambers Management Group) with leaders in both the public and private sectors to help them understand and improve in-plant printing and document services operations.