According to a survey (June 2016) published in In-Plant Graphics Magazine, 63.4% of in-plants accept work from outside their organization, a strategy known with the in-plant community insourcing. The successful use of an insourcing is also motivating some in-plants to hire sales people to help sell to both internal and external customers.
While many companies complain that they cannot afford the time and effort required to achieve operational excellence, market demand is proving to companies that they can’t afford NOT to focus on operational excellence.
The impact of digital disruption continues to impact all industries including the graphic arts business. Contrary to popular belief however, addressing the issues of digital disruption requires more than understanding the technology. It requires a business sense or business acumen.
If you are considering adding design services, expense and implementation are primary concerns. Fortunately, the equipment and staff are readily available. Hardware and software are the easiest because generally all that is required is a Macintosh computer and the Adobe Creative Suite.
Working to reduce SLAs can be complicated. These two root causes for the increasing turnaround times can be corrected, and opportunities to correct them that everyone can implement.
You might be surprised to learn that as we increase automation in our print production workflows, we can create new issues or bottlenecks. Overcoming these issues is called the GAP analysis, and the most common bottlenecks they combat.
Innovation is a common denominator of leading companies, both commercial and in-plant printers. More innovative pricing philosophies allow companies to charge less for commodity products and more for products perceived to have higher value.
How could the current presidential administration’s views on outsourcing impact in-plant printing facilities?