The Goldilocks Philosophy

The “If you build it, they will come” approach may have worked for Kevin Costner, but it’s bad business advice for in-plants, believes Dwayne Magee, director of Messiah College Press in Grantham, Pa. He prefers “the Goldi-locks philosophy”—not too big, not too small, just right. In today’s unpredictable economy, if current volumes can’t justify it, he advises, forget it.

This slow, but steady philosophy has paid off. Three years into the in-plant’s five-year lease on a Xerox 260 digital color copier, volume has tripled and the machine has proven to be just right.

“Initially it was a bit more than needed, but in another two years we are hoping it won’t be enough machine,” Magee says.

While he would like to replace antiquated prepress equipment with a direct-to-plate system, Magee currently can’t justify it.

“If the economy does not improve or volumes do not pick up, we may need to rethink offset printing. If this happens, I would love to find a digital press which can take the work on our offset presses and on our color copier and accommodate both.” But, for now, the in-plant is taking a wait-and-see stance, maximizing its current equipment and software.

QR Codes Offer New Dimension

Magee is particularly excited about introducing quick response (QR) codes.

“We bought XMPie [software] last year for running variable data, but it has been slow to catch on here.”

While attending IPMA’s conference in June, he learned about QR codes that could be generated with the existing XMPie software.

“I have already shared some ideas across campus, and we worked with our vendor to provide an informational Webinar recently to promote this exciting technology,” he relates. “It adds a whole new dimension to printing.”

For “Welcome Week” at Messiah College, the in-plant printed posters with QR codes, which linked students and parents to an online schedule. The shop has also added QR codes to the campus maps it prints, to link individuals to the college Web site.

Insourcing Generates Revenue

To fill the dip in offset and black-and-white volume, around 18 percent of the in-plant’s revenue last year came from insourcing. The shop regularly produces newsletters, brochures, letterhead and business cards for students, alumni, local businesses, associations and organizations.

“Although providing printing services to the outside is not central to the mission of who we are, we occasionally find connections,” Magee explains.

The in-plant’s equipment and printing processes have become part of the college’s educational experience. Twice a year, tours of the in-plant are given to students who are majoring in fields within the industry—everything from design and art history through journalism and communications. Magee or another staff member shows off the shop’s capabilities, and students get to see jobs being printed.

“The press is usually the most fascinating to them, because of all the moving parts,” he reveals. “We also have two employees who speak to design classes each year. Many students eventually end up doing some sort of business with us. As we develop these relationships and the students graduate, some of them end up contacting us to help them with print or copy work they are generating in their careers.”

Duties Reach Far Beyond Printing

With the decrease in offset and black-and-white volume, the 15-person in-plant has been forced to lay off a full-time employee and eliminate student help.

In addition, the roles of all remaining employees have broadened beyond the in-plant. All of the mail room staff members, for example, are trained to work in the college’s receptionist area. Another employee who works in the bulk mail room has also been called upon to work in the president’s office doing dictation or answering phones. Other in-plant employees are involved in special events such as directing parking and even driving shuttle vehicles during commencement. Some have even volunteered to work in the kitchen.

“Our willingness to serve where needed adds value as we increase our contribution to the mission of the college,” Magee notes, adding that when the in-plant needs help, other departments reciprocate. “Our alumni relations, conference service, sound and lighting staff—even employees in development and annual giving—pitch in when we need them. There is a genuine spirit of community on our campus, along with a ‘how can we pitch in’ and ‘let’s get it done’ attitude.”

Earning Customer Trust

Although the in-plant has the right of first refusal, Magee does not promote this fact, preferring to earn the business. And rather than hide the fact that some work can’t be produced in-house and must be outsourced, he e-mails customers to explain why their projects need to be sent out. He then goes the extra mile, often getting five or six outside bids and explaining to the customer why the winning vendor was chosen.

“I want our clients to trust us and feel like we are on their team,” he says. “We are only successful if our clients are successful.”

Magee believes the future success of an in-plant can be predicted by asking two simple questions.

1. What is the mission statement of your organization?
2. Is there evidence that this mission is central to your in-plant’s work and your employees’ focus?

If you can answer “yes” to question two, it will be obvious that your in-plant is making a significant contribution to your parent organization.

Messiah College’s in-plant displays its commitment to the college’s mission every day—whether it’s producing jobs at the lowest price and the highest quality, becoming part of the educational experience, or offering help to other departments when needed.

“A large part of our success is due to the quality of employees we have. They are willing to do what it takes, and they often go above and beyond,” explains Magee with pride. “They adapt well to change, they are quality-minded, they embrace new technology and ideas, they love their work and they love the school. They have an eye for detail, and each project is treated with care. I couldn’t ask for a better team.”