IPMA 2001 Conference In-plants In A Changing World

In-plants are being challenged by the Internet, outsourcing and other forces. At IPMA 2001, managers got lots of advice on how to cope.

by Bob Neubauer

Years ago, monthly chapter meetings were the most important way for IPMA members to exchange information. But times have changed; people are busier, and they have less time for meetings.

So the International Publishing Management Association started looking for new ways to provide value to its members.

At the recent IPMA 2001 conference, attendees found out what the association had in mind.

International President Carol Doffing-Kraft outlined a major upgrade to IPMA's services that includes increased emphasis on the group's Web site as a portal for in-plants to access important data to help them stay in business.

Doffing-Kraft made the announcement—during which she unveiled IPMA's revamped Web site—at the business lunch, held on the second day of the three-day conference. The event drew 325 attendees, including some 250 in-plant representatives, to Portland, Ore., where the weather cooperated beautifully. Sunny skies and pleasant temperatures enhanced the outdoor events, which included a poolside opening reception and an evening riverboat cruise.

This year's IPMA conference featured more educational sessions than ever—44 in all. They were divided into tracks under the topics of general management, digital production, traditional production and mail management. In addition, several roundtables brought managers together for targeted discussions, and industry tours took participants to a paper mill, a commercial print shop and a timber production operation.

Though there were no vendor exhibits this year, vendors did have a presence: Canon, Heidelberg, Ikon, Lojx and Xerox sponsored meals and events. And throughout the conference, PlanetPrint.com maintained a Cyber Cafe where attendees could keep up with their e-mails.

An Internet Atmosphere

Online issues were a major topic again this year at the conference, with a number of sessions devoted to electronic job submission and Internet solutions. This online theme provided the perfect setting for Doffing-Kraft's announcement of IPMA's renewed Web emphasis.

The IPMA site now features case studies, best practices data and white papers, as well as sample RFPs, job tickets and job descriptions. It's also got an article archive, plus assorted "how-to" documents from managers, explaining processes like digital document assembly and transfer, and submitting digital files in PDF format. The marketplace section of the site offers special pricing on ink, toner and paper, and also lets members sell or buy equipment.

Doffing-Kraft noted other changes to the association: the Certified Graphic Communications Manager (CGCM) program has been revamped and updated, the awards program has been restructured, and IPMA has made an arrangement with the National Association of Printing Leadership (NAPL) to give members access to NAPL's bookstore. In addition, she said, IPMA plans to develop a traveling management training program.

Web-based Job Submission

At a panel entitled "Intranet Ideas for In-plants," moderated by IPG Editor Bob Neubauer, David German, of the City and County of San Francisco, explained the steps his in-plant took to start receiving jobs digitally via the Web. At first, the city's IT department tried to create an e-commerce system, but it proved costly and the programmers didn't understand printing. German examined the offerings of many e-commerce providers before determining that Printerpresence.com would enable his operation to accept a diverse amount of work via the intranet.

Another panelist, West Barton, of Brigham Young University, took a different route. After looking at the vendors' systems, BYU decided it didn't like having to pay vendors a percentage of sales. So Printing Services designed its own system to bring all digital files into one location where they can be stored, sent to film or to plate, sent to a copier or printer, or burned onto a CD.

BYU Printing Services prints packets for BYU's independent study program and missionary training center. Personalized data comes in via the Web, goes to the DocuTech, and leaves the shop ready to mail, in an addressed envelope.

In addition, customers can order business cards, letterhead or envelopes via the Web. They get an online proof, and after approving it, the data goes to the in-plant and is printed.

Also on the panel was Dana Bauer, of Fred Meyer Stores. His in-plant wanted to offer the same printing-from-the-desktop convenience that Kinkos was offering. Thus arose the shop's own Web-based system, which allows business cards to be ordered online. In addition, PDF versions of store signs are posted online so stores can easily download and reprint them if their original sign is lost or damaged.

At his session on "Building a Digital Dynasty," Jean-Luc Devis, of Johns Hopkins University Applied Physics Laboratory, described his in-plant's Web-based job submission site. He stressed that when designing the interface, make sure it's customer focused and easy to use. Also, he added, promotion is essential once the system is in place. His shop used flyers, e-mails, phone calls, orientation packets and newsletters to get the word out. He stressed that one must focus on both technology and customer relationships to successfully promote Web-based services.

Promotion is important for more than just online services—it's critical to an in-plant's survival. In-plants must market themselves both to potential customers and to upper management. That theme was emphasized at a number of sessions.

Steve Jarvis, of Océ-USA, advised managers to write down all the strengths they feel their in-plants have, and then decide how these strengths support the corporate strategy. Devise a communications plan to get this information to upper management, he said, and enlist the in-plant employees to help communicate those strengths.

As for customers, Jarvis went on, you have to make it easy for them to give you their business. Run seminars to explain your processes and procedures to them. Show them your capabilities. Also, learn your customers' document flows.

Managers, Jarvis said, should understand the costs associated with all documents they produce. With each job you do for a customer, show that customer the cost savings the in-plant provided compared to the outside cost. Also, include a list of your services with each job. Raise awareness in your organization of your in-plant's role as a counselor and advisor on print issues. And make sure you're not the only one selling the shop's services; train your employees to do the same.

Sad News Jolts Attendees

The topic of in-plant survival was made especially potent by the news, late in the conference, that USAA Publishing Services, the country's fifth largest in-plant, had been shut down. Its director, Jack Mondin, a past IPMA international president, had left the company. It was the first time in years Mondin had missed the conference (see page 8 for more information).

Though the USAA situation shows that companies can always find reasons to close an in-plant if they really want to, many in-plants have been able to survive by keeping upper management informed of the benefits and savings their in-plants provide. At a session on change management, Jane Bloodworth, of the World Bank, advised in-plants to learn how upper management thinks and how it gets its information. Constantly inform management of your shop's successes and also of issues and concerns.

As managers make changes in their shops to cut costs or upgrade technology, employees are bound to feel threatened, Bloodworth said. Inform management that change may bring chaos at first. To limit that chaos, she suggested in-plant managers arm their employees with technical skills. She recommended using vendors, consultants, local colleges and videos to keep skills current.

At a session on in-plant marketing, three managers talked of their efforts to keep their companies aware of their in-plants. Mike Renn, of Mellon Financial, said that with constant shifts in company management, "it's hard for them to keep aware of what you do." New department heads might not even know about the in-plant.

Renn sends postcards and e-mails to current and prospective customers, and his shop has gotten new work as a result. He does one-on-one presentations and distributes samples of his shop's work.

At Wal-Mart, despite the substantial size of the in-plant, Manager Rick Parker says some people are still in the dark.

"There are people in the company who don't even know we exist," he says. To enlighten them, his shop designed an elaborate marketing piece that utilized color printing, diecutting, spiral binding and more to both explain and demonstrate his shop's capabilities. Parker also likes to bring people on tours of his huge operation.

"We try to walk through as many folks as we can," he says.

He also makes himself known to the marketing department—one of the in-plant's biggest customers—by attending the department's meetings.

Open houses are a great way to display your in-plant's capabilities, added Steve Rigby, of Washington State University. Plus, he said, they give your shop's employees a chance to show off, which boosts their morale.

In the years Rigby's shop is not having an open house, he holds a customer appreciation day to keep the in-plant in the minds of customers. Get in front of people's faces, he advises, either through print or personal visits.

Once you've got the business, though, you've got to keep it, and that means keeping customers satisfied. To measure that satisfaction, Ray Chambers, who recently moved from the University of Louisville to Juniata College, suggested conducting surveys—and not just of your customers.

"You need to know what your customers think, but you also need to know what your current non-customers think," he pointed out.

He said that one problem with placing a survey card in with a completed print job is that people tend not to fill it out if they had a good experience with that job—only if they had a bad experience or an outstanding one. Sending a survey out separate from a recent job might elicit a more accurate response.

He suggested asking questions that cover timeliness, responsiveness, convenience, availability, quality and overall satisfaction. Use the same questions from year to year, he said, so you can create a benchmark.

Avoid ambiguous questions—don't ask them to rate the availability of your service; rather, ask if customer service reps were available when they visited. Don't ask them to rate the general responsiveness of staff; ask if their phone call was answered promptly and if they were waited on promptly.

Finally, always tell your customers what you did with the results—and make sure you use them, either to promote your shop or to improve it.

"A survey that sits in your file drawer is of no use to anybody," Chambers said.

The Three R's

One of the toughest parts of being an in-plant manager is motivating your staff. Wes Friesen, of Portland General Electric, suggested the "Three R's Approach":

• Recognize: show appreciation

• Reward: monetary and otherwise

• Respect: treat employees like you want to be treated

In an often humorous session given by Domenic Vallone, of the Jewish Federation of Greater Philadelphia, and James Mason, of the Federal Reserve Bank of Dallas, the speakers noted that motivation is more than just a pat on the back. You've got to take the time to listen to your employees, no matter how busy you are, and get ideas from them.

After entering the room dressed as The Blues Brothers, with corresponding music and antics, Mason and Vallone used audience members to help them illustrate several familiar scenarios where managers resisted employee suggestions or made employees feel worthless by not introducing them to visitors.

Leadership is not easy. In fact, it's an art, maintained Rolfe Carawan, one of the conference's keynote speakers. Leaders must give others an incentive to listen to them, he said, especially since people care more about their own needs than yours. Carawan noted that because people have had different life experiences (Baby Boomers vs. Generation Xers), they see things differently. A good leader will look at things from the perspective of others.

Another keynote speaker, Stacy Allison, compared her struggles as the first American woman to climb Mount Everest with the challenges each of us faces every day. She detailed the five days of misery she spent with several others, holed up in a snow cave on the mountain. Her group survived by laughing at the situation. Based on this, she feels if you maintain a sense of humor in stressful times, you can get through anything.

Another time, as she crossed a deep crevice in the ice on a ladder bridge, she was able to stave off her rising panic by focusing on just one thing: her balance. By the same token, when your problems as a manager seem overwhelming, she said, you can get through by ignoring the big picture and concentrating on the most important issues.

Another session at IPMA 2001 covered print/mail disaster recovery. David Brown of the Louisiana Workers' Compensation Corp., recommended that in-plants arrange a backup plan in case of a flood or fire. Options include a dedicated recovery site, ready and waiting in case you need to send work; an excess capacity arrangement with a printer, where your work will be done when time is available; or a reciprocal agreement with another printer, where you agree to back each other up. Be sure to consider location, technology, climate control at the plant and security.

Ten Ways To Motivate

At his session entitled "Successfully Managing an In-house Operation," Wes Friesen, of Portland General Electric, listed 10 ways to motivate employees.

• Personally thank employees for doing a good job.

• Take time to meet with and listen to employees.

• Provide specific feedback about performance.

• Strive to create a work environment that is open, trusting and fun.

• Provide information.

• Involve employees in decisions.

• Provide employees with a sense of ownership in their work and their work environment.

• Give people a chance to learn and grow new skills.

• Celebrate successes.

• Recognize, reward and promote people based on performance.