Business Management - In-plant Justification

Working as a self-directed team has enabled the Palm Beach County Graphics Group to increase its revenue, productivity and customer satisfaction. According to research, it usually takes about five years for a self-directed team to show measurable results. But with nearly three years successfully completed, the Palm Beach County, Fla., Graphics Performance Enterprise Program (PEP) is proving that research isn't always right. PEP's self-directed team (SDT) sprang from the starting gate with first year revenues increasing by 26 percent, while price increases accounted for only 5 percent. The second year showed continued increases. And the end of the 1995-96 fiscal year shows

Managers must stay ahead of developing trends, while offering higher levels of quality and service than ever before—and don't overlook taking in outside work. Competitive pressures in all industries have companies focusing on their core businesses. Companies that once sought diversification as a means to success are narrowing their focus. In-plant managers face a unique challenge in this environment. They must find innovative ways to help their organizations communicate better and faster. And they must rapidly transform a cost center into a profit center—all while making the necessary investments in technology, people and end-user satisfaction. Let's look at the factors driving these forces

Learn all you can about the latest communications technologies, then take charge and guide your organization into the 21st century. Do you want to be leading your parent organization's in-plant operation in the 21st century? Assuming that you do, you must begin immediately to accelerate your efforts to deal with the rapidly changing technology, employees and global influence. You have to reengineer your career, as well as the in-plant operation. Almost all organizations today are facing increased competition for their products and/or services—locally, nationally and globally. To meet these challenges, organizations are rapidly revising their goals and operations. This means

When GPU began yet another reorganization, rumor had it the in-plant was doomed. But careful documentation helped bring about a different ending to the tale. In 1990, the Rochester Institute of Technology (RIT) conducted a study of the printing needs of GPU Corp., a Reading, Pa.-based electric utility company. RIT recommended GPU centralize and expand its printing operation. The reasons stated were to maintain confidentiality, control the accuracy and quality of work and to save the company 15 to 30 percent in printing costs. In the 10 years that passed since that initial recommendation, GPU has formally reorganized four times, and is

After outsourcing its printing, the University of Central Florida endured a nightmare of inefficiency and expense. Now the in-plant's back and customers are happy again. Back in 1993, the higher-ups at the University of Central Florida, in Orlando, looked at the books one day and were shocked to discover their in-plant was running a deficit of more than $100,000. Even though they subsequently learned the print shop manager was pilfering funds—and driving up the negative numbers—upper management decided to bring in outside help. "The print shop's account was so far in the hole that outsourcing was the only way they saw of

When someone asked, "Why do we have an in-plant?" this manager had 10 good answers. WHEN THE space Boys Town Print Shop was occupying became the spot another department needed to complete an office consolidation plan, a question came up: "What do we do with the print shop?" Then another question was asked, "Why do we have a print shop anyway?" I was given the opportunity to answer those questions and more. If you feel you are in a comfortable position with plenty of security, lots of work and great customer relations, I am happy for you. However, I still urge you to

by Bob Neubauer As an industry, in-plants are strong and getting stronger. I find myself making this statement, on average, once every few months. It usually happens at a trade show after a manufacturer or analyst learns my magazine's name and blurts out, "Aren't in-plants a shrinking market?" Despite the raised eyebrows and veiled surprise that often greets my proclamation, I support it 100 percent—and so does the data. According to our 2000 Market Data Report (published in our May issue), nearly 70 percent of in-plants predict their workloads will increase this year. An impressive 47.5 percent say they plan to spend

If you make no attempt to accurately charge back and reconcile your expenses, you will never know whether your costs are in line. And if you don't know how accurate your costs are, you're setting yourself up for a Monday morning meeting you'll never forget — your last one.

To work effectively with commercial printers, partner with them. This means putting aside your fears of outsourcing and trying to educate one another. No in-plant can print everything. Some items simply must get sent to outside commercial printers. Even the country's largest in-plants outsource work. Boeing, Allstate and USAA, which ranked at the top of our recent Top 50 list, outsource 22 percent, 30 percent and 39 percent of their work, respectively. By outsourcing jobs that you can't print well in-house, you will get the best quality possible for your customers. Working with commercial printers, however, can be a tricky business. To get

Even the most efficient in-plant may be questioned after a corporate merger. Learn how to prepare. You keep your in-plant well tuned, giving it regular maintenance, changing the machines' belts as needed and adding fluid regularly. But no matter how well your in-plant handles the curves and bumps of the day-to-day operations, you still can't be sure how it's going to fare when a corporate merger approaches. And with new mergers being announced almost daily, you don't have the luxury of just closing your eyes and hoping for the best. Don't worry, though. You can take steps to protect and prepare yourself so that