Xerox Corp.

Color jobs have been on the rise for years. To meet the demand, in-plant managers are increasingly turning to color copiers. by Mike Llewellyn Battelle is a Columbus, Ohio-based research and development firm that relies heavily on its in-plant's color copying services. Brian Soppelsa, manager of Publications Management and Production, says his shop had been using a Xerox DocuColor 30 for five years, and has had a Canon CLC 1150 for just over one year now. "They're busy machines," he observes. "We run almost everything off of them—a lot of proposals, reports, presentations and in-house distribution pieces." "Busy" is how most managers describe their

In-plants at health care organizations, like Mayo Clinic, feel that their work is helping to save lives. Story by Mike Llewellyn "You can feel extremely good about working here," says Claire Metzler, supervisor of the in-plant at Mayo Clinic, in Rochester, Minn. And with good reason. Mayo Clinic is one of the most respected names in health care, priding itself on its compassionate patient care and best known for its cancer treatments and organ transplants. Likewise, Mayo Clinic's in-plant is a standout in its own industry, with 27 employees and a full range of services, extending even to Web-based job submission and data

Pete Twentey has traveled a long road, but the sharpest curves are yet to come. by MIKE LLEWELLYN Every morning, Pete Twentey gets in his car and drives 74 miles from his home in Frederick, Md., to the Washington Hospital Center in Washington, D.C., where he is director of Material Services Operations. It's been a long road for Twentey, and to show for it, he's pulled together some rock-solid experience. "I've been in this business for 34 years," he says, adding that he picked up his first printing job after leaving the military. "I was just driving up the road looking for a

More features. Better finishing options. Lower cost. Manufacturers of black-and-white copiers see these trends and more. by Mike Llewellyn Last year, Drew Bilotta, director of Lockheed Martin Management and Data Systems, oversaw the installation of 150 black-and-white Konica copiers, mostly 7020s and 7030s. "At the end of the day, everything comes down to cost, and that's where they [Konica] had a significant advantage," says Bilotta. He explains that he was able to use a company-wide contract with Konica to leverage the best price. But while keeping costs down is certainly important to copier manufacturers, this is not their only strategy. Their black-and-white copiers

So what exactly is the current state of the in-plant industry? From time to time people ask me that question at industry events (usually when my mouth is stuffed with food). It's never been easy to answer. For instance, last year, as in previous years, a few in-plants were forced to close their doors. To some this might be a sign that the in-plant industry is disappearing, until you consider the great number of commercial printing operations that also shut down in 2002, victims of a brutal economic climate. Would you say the commercial printing industry is also on its way

In-Plant Graphics hosted the second annual Top 50 roundtable in Chicago recently, bringing together managers from around the country for some intensive discussions. By MIKE LLEWELLYN For the second year in a row, In-Plant Graphics hosted a roundtable luncheon for the Top 50 in-plants. Managers from some of the largest in-plants in the country met in Chicago during Graph Expo to discuss the challenges they share, and to learn from each other's experiences. For some it was a reunion. For others there were a lot of new names and faces to remember. But for everyone it was a welcome break from the crowds

With cutbacks everywhere, government in-plants must operate more efficiently. Managers met recently to share their ideas. by Bob Neubauer Government in-plants are travelling a rough road these days. At the recent National State Publishing Association conference, words like "financially strapped" and "hiring freeze" spilled frequently from the mouths of attendees. Yet just as often, discussions centered on solutions to these difficulties, ways to bring in more revenue with new services, and ideas for doing more with fewer employees. This positive outlook and eagerness to overcome obstacles is one of the defining characteristics of the NSPA, and a key reason the association is still going

J.R. Gaddis and his staff at University of Oregon Printing and Mailing Services run an in-plant that does it all. Of all the in-plants on the IPG Top 50, this operation provides the most services—just about every service an in-plant can offer. Here's a look at what they do: Design The in-plant employs four prepress specialists who also handle some design work when requested. It's not a service that Gaddis is ready to start pushing too hard, though. "If we're asked, we'll do it," he says. Electronic Prepress "A couple of years ago we installed an Avantra 30 [imagesetter], and we went totally

The Division of Publishing and Distribution Services for the State of Oregon has held strong for the past year, with sales steady despite an unfriendly economic climate. Manager Kay Erickson attributes the health of her facility to seeking out innovative ways to bring in extra revenue. Clocking in at three years on the job, Erickson may not be a veteran yet, but she has not let that stop her from guiding the shop through what she sees as the three main changes shaping its future. They are a transition into digital printing, a partnership with Oregon Corrections Enterprises and the addition of graphic

Don't get me wrong: I love getting out of the office, talking with in-plant managers and seeing the latest equipment at trade shows. But all that time away sure makes it tough to catch up once I return. In recent weeks I've been to three different events and met with more than 100 in-plant managers. We had some great discussions, and I got a number of excellent story ideas. It all started with the annual National State Publishing Association conference. I drove up to Connecticut to spend four days with the directors of some of the largest state government in-plants. (I was