Impact of Web to Print @ Blue Valley School District

Budget Buzz: Lessons Learned from K-12 Print Centers

Presented by Blue Valley School District No. 229

Jason GillamAssistant Director of Business Operations

Agenda• Blue Valley Schools overview• Why we implemented web to print- our goals• Our challenges• Our new workflow and the results• Leveraging in-sourcing to grow• How we stay relevant• Questions and wrap up

Blue Valley Results

• Business Cards - 75% less • Student Planners - cost, JIT • Year Books ~$37,000 per year

GROWING• New curriculum - TBD

• Hours 48,750 annually • Estimated ~$126,750

Give back planning/classroom hours

• Chargeback savings $100,000 per year• Licensing $2,500• Created capacity in budget to manage

growth through consumable savings

• Seasonal labor decreased by 47%• NO NEW STAFF

Reassigned staff from pre-press, customer service, and scanning for value add tasks & services

TEACHER TIME SAVINGS INSOURCING SAVINGS

DOLLAR SAVINGS INTERNAL LABOR

Blue Valley Results

• 50% of B&W impressions produced in print center VS 25% • Customers save 30 minutes a week• 69% of orders delivered next day• Lights out production made possible by workflow automation

adds a production multiplier of 20%!• Other automation and efficiency gains

increase customer and employee satisfaction.

Who is Blue Valley?

• Public K-12 School District in SE Johnson County, Kansas in the heart of the Kansas City metropolitan area.

• Serving about 40 different buildings across 91 square miles.• Over 3,250 staff and 22,000 students and growing including

Pre-School.• High achieving organization with equally high expectations in

all we do – “Education Beyond Expectations.”

Specifics about our In-Plant

• Digital copy/print (B/W, Color, Variable Data, etc.)• Small Format Offset Press• Digital Press• Bindery (Coil, Comb, Tape, Stitching, Square back Saddle

stitch, Perfect Binding, Cut, Fold, Score, Perf, Pad, etc.) • Pre-Sort Mail Metering• PDF workflow.

Specifics about our In-Plant

In-Plant Staffing• 8 FTE (12 Month Full Time Employees)• 2 Seasonal Hourly (2 Months/Year)• 1 Contractor Seasonal Hourly Half Time (about 5

Months/Year)• Staggered shifts to help maximize production• Lights-out production.

Why Implement Web to Print?

Blue Valley Strategic GoalsOpportunity in Printing Services:

• Teachers/customers spent 30-45 min/week making copies.

• Old system costs growing (more copies), creating need for more MFPs.

• Building budgets tightened.

• Strong existing In-Plant that could do more with the right tools.

• Opportunity existed to strengthen our product offerings to better meet current and future needs.

Workflow Challenges to Address

• At/near capacity of manually entering orders.• Keeping up with thousands of carbonless order forms.• Only one staff person handled electronic files.• Minimum turn around time was 3-4 days.• Too much time spent in pre-press trouble shooting (usually

font issues).• Costs of staying current with all desktop software for both PC

& Mac, not to mention application training.• Imposition was a manual or semi automatic process at best.

Workflow Challenges to Address

• Bottleneck in scanning in hard copies.• Business Cards being sent out for printing.• Creating proofs took staff time and delayed jobs or was

skipped.• At/near capacity on offset presses.• Lack of staff skill redundancy in

a couple of key areas (pre-press).

New Workflow Focus• Allow staff (Administrators, Teachers and Printing Production

Staff) to better focus on what it is that they do best, while helping control costs.

• Employ a print strategy to reduce costs and provide tools to end users that would allow them to decide on their own to use Printing Services more.

Workflow Solution

Job AutoFlows to Printer

Job is Delivered to User

SurePDF Driver Streamlines Ordering

WebCRD Web to Print Job Submission

QDirect Rules-Based Processing & Output

Management

QDirect.SCAN Hard Copy Job Submission

Types of WebCRD Workflows

• Types of ordering- ad hoc, catalog, templates/variable• Inventory management with triggers for re-order points

of forms

Results: Summary

• The shift in orders has helped increase the b/w letter impression balance between our office fleet and production equipment from 25% to just over 50%.

• Customers are saving on average 30 minutes or more per week fulfilling their printing needs (now 10

minutes placing orders and 5-10 minutes making copies.).• Next day delivery on at least 69% of orders received has been key for customers to naturally feel

comfortable in changing their print habits.

07-08 08-09 09-10 10-11 11-12 12-13

12,491 29,023 51,191 81,759 92,148 104,651

Total Orders Produced(2007-2012)

738% Increase!

Results: Production Efficiency

What is our one day number of orders received record? 1,055 on 8/12/2013

197

314354

429

Orders per Workday

Orders per Work-day

42%

61%68% 69%

AutoFlow % of Total Orders

Year

Stackers and Two-Up

Stackers for lights-out printing extends production approximately 20% per day.

Approximately 40% of all BW printing and 90% of all Full-Color print 2-UP, saving the district thousands annually.

Automated workflow enables productivity and savings

Labor Impacts

• About 30 minutes saved per week x 9 months = 19.5 hours of gained productivity per employee x 2,500 regular customers = 48,750 est. hours returned to achieving our District mission, vision and goals.

• Reorganized Printing Services Staff – specifically prepress, customer service and scanning positions.

• AutoFlow™ rules and lights-out-printing helped reduce Contractor Seasonal Hourly help by 47% which gives us room for growth.

Direct Cost Benefits• Print shop budget reduced ~$2,500 for native software licenses and

training annually.

• Increased volume has allowed us to experience some bulk supply purchase savings for coil 25% saved and specialty paper 23% saved.

• Producing business cards in-house instead of outsourcing reduced our costs by over 75%.

• Multi-up printing decreased our b/w annual click volume by just over 10 million clicks a year.

• Revenue from 2008-09 to 2012-13 increased 38% due to extra capacity and new programs despite reduced costs.

New Programs / Projects

• More time to focus on higher end projects requiring specialty finishing and variable data.

• School planners are printed internally instead of being outsourced.

• 12 of our 20 Elementary Schools will print their 2013 yearbooks at our In-Plant and we continue to grow this program. (Each saving about $8-$10/book)

• Major emphasis on how we partner to deliver curriculum.

It’s All About the Students

We wanted to do more to support personal learning and stretch resources!

In 2012, the district, and every school, made Adequate Yearly Progress (AYP). We are the only district in

the nation of our size to make AYP at each one of our schools for 10 consecutive years!

In partnering with our Education Services Department we changed how select curriculum is purchased.New Book Assembly module for WebCRD.Goal is to give our teachers the tools to only print the pages they need.

In-sourcing to Maximize Value• Faster turnaround allowed us to take on mid-range jobs that

would have been produced on MFPs.• Working smarter expanded the capacity of our staff to

produce more orders. • Efficiencies and Lights-out production allow us to keep more

complex or longer production jobs in-house.• Easier to say “Yes” and feel comfortable.• Staff feel a greater sense of job satisfaction.

How Our In-Plant Stays Relevant

• Adding capabilities and services is vital.• Be perceptive about how we make our customers successful.• Seek opportunities. Make sample or demonstrate capabilities.• Pitch new ideas and capabilities to balance District changes.• Educate customers about costs and options.• Leverage the workflow and AutoFlow™ every chance we get!

Questions?

Contact Info and more information

http://bit.ly/BVCasehttp://bit.ly/BVIPG

jgillam@bluevalleyk12.org(913) 239-4042

• www.rocsoft.com for info, case studies and product demos and videos

• RSAinfo@rocsoft.com

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