Presentation about four top in-plant print centers in Higher Education, K-12, Healthcare and Financial Services that are meeting today’s challenges by increasing the strategic value of the print center in their organizations. These print centers are serving more customers, capturing more work, and positioned themselves as a strategic asset rather than a cost center. Presented by Rochester Software Associate’s Tim Kelly at Print 13.

1. In-Plant Power Play
Game Changing Strategies
for Adding Value
Presented by:
Tim Kelly
Senior Vice President
Rochester Software Associates
585.327.7123
tkelly@rocsoft.com
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2. RSA Introduction
 Workflow Solutions since 1986
 Transform
 Output Management
 Web to print
 Rochester, NY Headquarters
 Specialize in in-plants
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3. Agenda
 In-plant challenges
 Develop a game plan to deliver value
 Examples of other in-plants delivering value and
their results
 Wrap up and questions
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4. In-Plant Key Challenges
 Print volumes have been flat or declining
 Increasing capabilities of office devices
 Easy access to outside resources
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5. In-Plant Key Challenges
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More that 50% of your potential customers may not
realize when or how to use the print shop.
(In-plant Graphics)

6. What do we do?
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Throw in the towel?

7. Print is BIG!
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8. In-Plant Print Center
Evolution
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 Mainframe output
 Transactional
 LCDS & IPDS
 High volume
 Reliability and time
critical
 Print after 5 PM
 Mainframe output
 Transactional
 LCDS & IPDS
 High volume
 Reliability and time
critical
 Print after 5 PM
Data CenterData Center
 Publishing & Forms
 High volume
 Multiple copies
 Quality
 Offset
 Publishing & Forms
 High volume
 Multiple copies
 Quality
 Offset
In-PlantIn-Plant
 High volume
 Multiple copies
 Docutech
revolution
 Quick turnaround
 High volume
 Multiple copies
 Docutech
revolution
 Quick turnaround
CRDCRD
Enterprise
Print Center
(Centralized print)

9. Efficient In-Plant
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“A well run in-plant … can save the parent
organization between 10-30% on Commercial
printing cost.” (Howie Fenton, NAPL)

10. Deliver Value to your
Organization
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11. Align to Organization’s
Strategy
 Understand your organization’s short term objectives and
long term strategies
 Align your plan to support the Institution’s objectives
 Do you know where your print is?
 Do you direct all print? Who is the expert?
 Are you servicing all of your “customers?”
 Do you provided needed services?
 Have a seat at the table
 Execute
 Be flexible and adjust
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12. Drive Value
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13. How Top In-plants Drive
Value
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14. University Pittsburgh Medical
Center
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$10 Billion Revenue
Total Operating Revenue in 2012
More Than 20 Hospitals
With more than 4,500 licensed beds
400 Clinical Locations
In western Pennsylvania
55,000 Employees
2 Million Members
Covered by UPMC Insurance
Services Products
5,000 Active Users
Of My Print Request*
10 Million Impressions
Per month through the Print
Shop alone
2,500-3,000 Items Processed
Per month through My Print
Request*
* My Print Request is what UPMC has named their web to print application

15. Background
 What has UPMC done to improve so far?
 Print Governance Committee
 Consolidated hospital print centers to overall print center
 Monitor/control Office printing for organization
 Establish online tool for ordering print
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16. The Idea
 How can we get even better?
 What areas have we not turned over yet?
 What spend can’t we explain?
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17. Year 1
External Spend & Anticipated
Project Savings
Year 2
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18. Investigation
 Who, What, Where, How, When, and How Much?
 How Much – How much goes out in external print spend?
 Who – Divisions and departments that are printing outside?
 What – What kind of print is going outside?
 Where – Who is it going to and why?
 How – What methods, processes, and platforms are used to spend outside?
 When – When do they go outside and how often does this occur?
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19. Analysis
Where does UPMC fit in the mix?
OFFSET / PROMOTIONAL / LARGE SCALE
KNEPPER
PRESS CORP
GEYER PRINTINGWORKFLOWONE
PITTSBURGH
MAILING
WILEY
PUBLISHING
MODERN
REPRODUCTIONS
PITTSBURGH
BINDING COMPANY
WRIGHT
BUSINESS SYSTEMS
DIGITAL / OFFSET
ALPHAGRAPHICS INC.
BAI PRINTING
LIZZIE BULLETS
J B KREIDER
HEETER PRINTING
CHAMP PRINTING CO. ATTABOY GRAPHICS
CDI PRINTING
PRINT TECH
RAFF PRINTINGSHAR DOCUMENT
DITTO DOCUMENT
BROUDY PRINTING
TECHNOSYSTEMS
SERVICE CORP.
BUSINESS CARDS
TOMORROW
DIGITAL / SYSTEMIC
UPMC
PRINT CENTER
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20. Analysis
 Price Comparison: In-Plant VS External
 No profit margin
 Minimal to zero shipping costs
 No additional document setup charges
 No rush fees
 Control over all costs for finished products
Internal Spend External Spend
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21. Analysis
 Capacity
 Outside volume? (Impression Counts – Orders Generated)
 Handle current volume with existing staff and equipment?
• If No – then what is needed?
 Capability
 What can be taken on immediately without any changes?
 Want to add capabilities to bring in additional printing?
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22. Analysis
 PROs
 Already have a web to print platform
 Better visibility and control on what’s printed
 Significant cost savings for the entire organization
 Standardization across organization
 Control volumes of printing at any one time
 Able to shift model of printing to the best
option (Print On Demand) for Health Care Industry
 Turn-around time is easier to manage
 CONs
 Investments needed upfront (Time, Staff, and Equipment)
 Risk potential increases
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23. UPMC’s web to print
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24. Analysis
External Spend
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25. The Plan
1. Improve efficiencies through web to print platform.
 AutoFlowTM
 Streamline additional manual processes
 Provide more training to users to improve orders submitted
1. Add staff to support additional work
2. Implement features in Web to print platform to support
new external printing types
 Create new templates for aspects of printing where possible
 Create a process for sending jobs outside whenever needed
1. Become first right of refusal to monitor all jobs through
web to print platform.
2. Increase capabilities and capacity (New Space, New
Equipment, etc.)
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26. Blue Valley Schools
 Public K-12 School District in SE Johnson County,
Kansas in the heart of the Kansas City metropolitan area.
 Serving about 40 different buildings across 91
square miles.
 Over 3,250 staff and 22,000 students and growing,
including Pre-School.
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27. Results: Summary
 The shift in orders has increased the b/w letter impression balance between
office fleet and production equipment from 25% to just over 50%.
 Customers saving 30 minutes or more per week fulfilling their printing needs
 Next day delivery on 69%+ of orders - key for customers to naturally feel
comfortable in changing their print habits.
738%
Increase!
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28. Blue Valley Results
 50% of B&W impressions produced in print center
VS 25%
 Customers save 30 minutes a week
 69% of orders delivered next day
 Lights out production made possible by workflow
automation adds a production multiplier of 20%!
 Other automation and efficiency
gains increase customer and
employee
satisfaction.
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29. • Business Cards - 75% less
• Student Planners - cost, JIT
• Year Books ~$37,000 per
year & GROWING
• Hours 48,750 annually
• Estimated ~$126,750
• Give back planning &
classroom hours
• Chargeback savings
$100,000 per year
• Licensing $2,500
• Created capacity in budget
to manage growth through
consumable savings
• Seasonal labor decreased by
47%
• NO NEW STAFF
Reassigned staff from pre-
press, CS, and scanning for
value add tasks & services
TEACHER TIME SAVINGS INSOURCING SAVINGS
DOLLAR SAVINGS INTERNAL LABOR
Blue Valley Results
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30. Blue Valley Strategic Goals
 Opportunity in Printing Services:
 Teachers/customers spent 30-45 min/week making copies.
 Old system costs growing (more copies), creating need for more MFPs.
 Building budgets tightened.
 Strong existing In-Plant that could do more with the right tools.
 Opportunity existed to strengthen product offerings to better meet current and
future needs.
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31. Workflow Challenges
 At/near capacity of manually entering orders.
 Keeping up with thousands of carbonless order forms.
 Only one staff person handled electronic files.
 Minimum turn around time was 3-4 days.
 Too much time spent in pre-press trouble shooting
(usually font issues).
 Costs of staying current with all desktop software for both
PC & Mac, not to mention application training.
 Imposition was a manual or semi automatic process
at best.
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32. Workflow Challenges
 Bottleneck in scanning in hard copies.
 Business Cards being sent out for printing.
 Creating proofs took staff time and delayed jobs or
was skipped.
 At/near capacity on offset presses.
 Lack of staff skill redundancy in
a couple of key areas (pre-press).
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33. Workflow Solution
Job AutoFlows
to Printer
Job AutoFlows
to Printer
Job is Delivered
to User
Job is Delivered
to User
SurePDF Driver
Streamlines Ordering
SurePDF Driver
Streamlines Ordering
WebCRD Web to
Print Job Submission
WebCRD Web to
Print Job Submission
QDirect Rules-Based
Processing & Output
Management
QDirect Rules-Based
Processing & Output
Management
QDirect.SCAN Hard
Copy Job Submission
QDirect.SCAN Hard
Copy Job Submission
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34. New Workflow Focus
 Allow staff (Administrators, Teachers and Printing
Production Staff) to better focus on what it is that they do
best, while helping control costs.
 Employ a print strategy to reduce costs and provide tools
to end users that would allow them to decide on their own
to use Printing Services more.
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35. Results: Production
Efficiency
Record for orders received in one day? 1,055 on 8/12/3013
Year
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36. Stackers and Two-Up
Stackers for lights-out printing extends
production approximately 20% per day.
Approximately 40% of all BW printing and
90% of all Full-Color print 2-UP, saving
the district thousands annually.
Automated workflow enables productivity and savings
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37. Labor Impacts
 About 30 minutes saved per week x 9 months = 19.5
hours of gained productivity per employee x 2,500 regular
customers = 48,750 est. hours returned to achieving our
District mission, vision and goals.
 Reorganized Printing Services Staff – specifically
prepress, customer service and scanning positions.
 AutoFlow™ rules and lights-out-printing helped reduce
contractor seasonal hourly help by 47% which gives us
room for growth.
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38. Direct Cost Benefits
 Print shop budget reduced ~$2,500 for native software
licenses and training annually.
 Increased volume has enabled bulk supply purchase
savings for coil 25% saved and specialty paper
23% saved.
 Producing business cards in-house instead of
outsourcing reduced our costs by over 75%.
 Multi-up printing decreased b/w annual click volume by
just over 10 million clicks a year.
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39. New Programs / Projects
 More time to focus on higher end projects requiring
specialty finishing and variable data.
 School planners are printed internally instead of being
outsourced.
 12 of our 20 Elementary Schools will print their 2013
yearbooks at our In-Plant and we continue to grow this
program. (Each saving about $8-$10/book)
 Major emphasis on how we partner to deliver curriculum.
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40. It’s All About the Students
 We wanted to do more to support personal learning and
stretch resources!
 In 2012, the district, and every school, made Adequate Yearly Progress (AYP).
We are the only district in the nation of our size to make AYP for 10
consecutive years!
 In partnering with our Education Services Department we
changed how select curriculum is purchased.
 New Book Assembly Module for WebCRD.
 Goal is to give our teachers the tools to only print the
pages they need.
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41. In-sourcing to Maximize Value
 Faster turnaround allowed us to take on mid-range jobs
that would have been produced on MFPs.
 Working smarter expanded the capacity of our staff to
produce more orders.
 Efficiencies and Lights-out production allow us to keep
more complex or longer production jobs in-house.
 Easier to say “Yes” and feel comfortable.
 Staff feel a greater sense of job satisfaction.
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42. How Our In-Plant Stays Relevant
 Adding capabilities and services is vital.
 Be perceptive about how we make our customers
successful.
 Seek opportunities. Make sample or demonstrate
capabilities.
 Pitch new ideas and capabilities to balance District
changes.
 Educate customers about costs and options.
 Leverage the workflow and AutoFlow™!
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43. Transamerica Retirement Solutions
Issues:
Time to market for customized sales presentations
Design team drowning in customs
Balance Sales needs with Design's focus
Streamline order and production process
 Pulled all resources from design
 Pushed the daily print schedule off
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44. Transamerica Retirement Solutions
 Create a catalog of “customizable” marketing campaigns
and educational materials on this self-serve platform
 Over 100 flyers, posters, mailers and 50 color palates
 24/7 - Order in 5 minutes vs hours or days
 On-the-fly edits and proofs
 High resolution output with no design intervention
 Add non-print premium items with inventory control
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45. Catalog / Library of Materials
Variable template is in the Catalog and can be ordered
Select Your Template
Choose Options & Preview
the Finished Document
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46. OR this:
Single VDP Poster Template
Creates Many Versions
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47. Variable Workflow Sample
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48. Replace Static with Versioned
 Pick and pack by business unit going away
 Created versioned customizable templates ordered
via catalog
Greatly reduced
“off the shelf” items
Custom branded generic
materials
Cover options /
upload image available
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49. Versioned Templates with
VDP
 Migrating from an IT, dynamic data application to WebCRD
 MORE flexibility and pre approved material
 Guarantees compliance with regulatory standards
 Faster to market – reduced cycle time from months to days
 No dependency on system’s developer for Exstream work
Cover options /
upload image available
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50. Benefits of VDP to Transamerica
 Provide value to the organization: headcount, flexibility,
reduced errors… both hard and soft dollars!
 Streamline VDP ordering, proofing, and delivery
 One platform for all ordering
 Captured significant savings – solution
paid for itself in the first year.
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51. "If your parent organization already has goals to
improve communications, then use this to your
advantage. If not, be a thought starter to drive the
communication strategy. Start simple and
broadcast you results."
Andrea Eshoo, Assistant Director
Transamerica on Being Strategic
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52. Variable Data Recommendations
 Think about simple applications that you can start with.
 Understand the level(s) of VDP, applications and goals in
your parent organization.
 Understanding the VDP needs will help you determine
what you need in your print center to be successful.
 Leverage vendor relationships – use their template-
building and professional services support to get started
 Integrate your VDP solution with your web to print
solution to streamline ordering, proofing, and job tracking
to your customers.
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53. Fox Valley Technical College
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54. Printing Services Operation
 Employees – 8
 50,000 students per year
 425 staff/admin and over
1,500 instructors
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55. 5 Factors For Success
1. Forward looking print center leadership
2. Upper management sponsorship
3. Marketing the print center
4. Technical or IT staff involvement
5. Partnering with technology vendors
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56. Customer Survey Results
 Turnaround time frustration
 Did not like manual work orders or email process
 Did not know of print center capabilities beyond
monochrome copying
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57. Actions
 Build relationship awareness with college leadership
 Multichannel communication – Marketing
 Email, bookmarks, Valentine’s Day cards, video tutorials, ads
 Home Makeover Spoof video
 Automate with web to print
 Reduce touches
 Improve turnaround time
 24/7 order access
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58. Key Requirements
 On-line proofs
 Real-time estimates
 Print directly to all printers
 Eliminate make ready and ticketing
 Total vendor support for implementation and on-going
service
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59.  Customers filled out work orders
or sent emails
 All jobs set up manually
 Turn-around time was two weeks
Print Workflow Before Web to Print
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60. New Print Workflow Results
 100% of orders through web to print
 Turnaround reduced to two days from two weeks
 Less than 15% of jobs require make ready
 Significant increase in print volume
 Increase in customer satisfaction
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61. New Print Workflow Results
 200 trained users
 5,000 orders completed in 1st
3 months
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62. Key Success Factor
 Marketing the print center
 New name and logo
 Advertising
 Video Tutorials
 Promotions
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63. Summary
 Understand your Institution’s strategy
 Determine how your In-plant can bring value
 Align your strategy to support the Institution’s objectives
 Have a seat at the table
 Execute and adjust
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64. Visit www.rocsoft.com for
info
 Download the Adding Value whitepaper:
http://www.rocsoft.com/whitepapers/
in-plants-do-you-know-where-your-print-is/
 Read Case Studies
http://www.rocsoft.com/case-studies/
 Register for Quarterly in-plant tips:
http://www.rocsoft.com/
build-a-better-in-plant/
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