I recently spoke with IPMA board secretary/treasurer, Kristen Hampton about changes in her operation. Kristen is the Division Director, Department of Technology Management & Budget, for the State of Michigan.
Hampton manages a team of 65 providing mail, and distribution services. She is running a fully digital shop, with a mix of inkjet and toner devices on continuous feed (CF) and cutsheet platforms. Hampton shared her perspective on staffing, operational cost, inkjet as an enabler and considerations for future investments.
Operational Efficiency is the Goal
Hampton has tasked her team with improving efficiency throughout their production process. Her operation has both cutsheet and CF inkjet devices in addition to toner. Her team installed cut sheet inkjet to complement their CF inkjet platform and replace their offset press in 2020. Most state agencies have adopted remote and hybrid work environments. Hampton’s team has addressed delivery issues with creativity in streamlining and modifying delivery services for key customers. To make it easier for offsite workers to submit jobs, the department built workflows with secure FTP for remote batch job submission.
Staffing challenges lead to workflow automation
Hampton’s team experienced many retirements during the pandemic. And she still has several employees currently at retirement age. Hampton’s ongoing challenge is finding dependable employees with the necessary skills for entry level jobs. As a result, Hampton’s operation is identifying new equipment and software to automate more steps in their production process. She has implemented staggered shifts to meet turnaround requirements. And she will consider adding another shift if print volumes increase. The goal for the team is to increase throughput of finished pieces at current staffing levels.
Inkjet enablement
Inkjet adoption means changing from a cost-per-click model for color to overall ink consumption. Hampton has analyzed color volumes and ink usage to educate their customers on the opportunity to use color at nearly the same price as black and white. Some agencies lack the design and technical resources to migrate black and white jobs to color. And the volume of black and white jobs has decreased as agencies have embraced color and more impactful communications at the price of black and white.
Future investments
Hampton is in the process of upgrading her current cut sheet inkjet and considering a B2 size press with increased stock flexibility and improved image quality. Building upon their success with inkjet, Hampton sees adding B2 inkjet capabilities as the next logical step to better serve state agencies. A B2 size press will allow her to insource many jobs running on offset and provide higher image quality with shorter turnaround at a lower cost. The priceless triple win.
Inkjet has delivered on the promise to streamline production and reduce overall costs compared to offset and toner. Hampton is committed to continuous learning as part of effective management of her operation. Her team conducts ongoing communications and updates with the major equipment and software providers to stay abreast of product changes and new technologies.
Lessons learned
Success with inkjet is the result of detailed planning and cost analysis from multiple perspectives. Validating the necessary changes for infrastructure by working closely with your equipment manufacturers to evaluate options for site prep, electrical, HVAC, and ventilation will provide a plan for success.
The next critical step is a thorough workflow analysis with consideration for automation at every step in the workflow. Evaluating every digital and physical workflow step and touch point will inform the best decisions for automation. Consider several options for in-line and near line finishing for overall workflow improvements. Inkjet solutions with optimized workflow mean less touchpoints, less material handling, fewer errors and rework. Workflow done right enables improved time to finished products and happier customers.
Look for my next article on in-plant inkjet transformation coming in September.
Lois Ritarossi, CMC®, is the President of High Rock Strategies, a consulting firm focused on sales and marketing strategies, and business growth for firms in the print, mail and communication sectors. Lois brings her clients a cross functional skill set and strategic thinking with disciplines in business strategy, sales process, sales training, marketing, software implementation, inkjet transformation and workflow optimization. Lois has enabled clients to successfully launch new products and services with integrated sales and marketing strategies, and enabled sales teams to effectively win new business. You can reach Lois at https://www.highrockstrategies.com/ or [email protected]