Trends in Print and Mail

To counter these obstacles, you must motivate your employees by instilling pride in their jobs. How do you instill pride? By using PRIDE:+ Read More

In addition to the websites of customers and vendors, here are some of the sites I've bookmarked:+ Read More

In the last two posts, we reviewed documenting your processes and identifying areas for improvement. Now it’s time to introduce positive change.

When testing, use a written checklist of all steps impacted. Follow the order used in actual production and don't skip any steps. If minor problems arise, make a notation for follow-up and continue on. Stop the tests if any major issue surfaces and don't proceed until the problem is resolved. Extra time in testing will prevent issues in production.

After the changes have been thoroughly tested, you're ready for implementation. Whenever possible, schedule implementation during a slow, non-critical time for your operation. Closely monitor the work as it moves through the new process.

Have a plan in place to back out any new software or programs if a critical error occurs. When replacing printers or finishing equipment, keep the old equipment nearby. Introducing changes requires leadership boldness. Implementing those changes requires caution and patience.

Evaluation and documentation

After successfully implementing changes to a process, review your work. This review should cover two points: did the process improvements meet the objectives? And, was the method used to implement the changes effective?

When evaluating the impact of the improvements, you should compare the new process to both the stated goals and the baseline metrics. Explain why there's any deviation from the objective – both positive and negative. Include any added benefits not known before implementation. For example, new equipment decreased processing times, and it also helped improve morale and reduced absenteeism.

Review the methodology for implementing the process improvements. Report on what was done well, and on any extra efforts made by team members. Determine what could have been done better during the project. Don't hide anything; examine every step.

At the beginning of this exercise, you mapped out the existing lifecycle of the document. Update that map to include the improvements implemented. Document any new processes with step-by-step instructions. Include the names of team members as a reference for future improvements.

And future improvements will be needed. One truth about improving processes is that your work is never done. New technologies, changes in business plans, a better understanding of your customers - these all will lead to the need to adjust your processes to remain efficient and effective.

Be proud of your team achievements, but never remain satisfied. Continue your journey in process improvements.+ Read More

After you've documented the existing process, you can begin the work of targeting areas to be improved. Are there too many opportunities for errors? Is there a chance to implement automation? What are the bottlenecks that impede productivity? Are the right people working on the right parts of the process? Does the existing process support the company's overall strategy?

To ensure success, don't undertake this stage alone. Build a team that includes people from the original group that mapped out the existing process. Also, recruit staff from different levels of management to get different points of view. When appropriate, bring in vendors and outside consultants.

The team should question every step, however mundane. Investigate if new technology can add integrity or increase speed. Eliminate steps that don't add value. Nothing can be considered off-limits during this discussion phase.

When proposing changes, document the business reasons for doing so. Don't make changes for change sake. It's easier to support implementing modifications when you understand the reasons behind them. Also, this step provides a road map for future reviews and improvements.

Clearly state the goals of the process improvements. Establish objectives that can be accurately measured. Use the metrics determined earlier as a statement of the existing condition, or baseline. Set up a reporting format to review your progress. Be prepared to explain your successes and failures.

The power of "What if?"

Use the "What if?" methodology to uncover more improvements. For example, there are several "What if?" questions that could lead to improving a statement processing system. A short list would include:

• What if statements weren't printed, but offered in a digital format?
• What if print quality could be measured automatically during the process?
• What if printer/inserter speed could be increased by 10%? By 20%? By 30%?
• What if every piece could be tracked during production?
• What if color print was introduced to highlight important information?

Also use "What if?" when considering proposed solutions. Evaluate the impact on technological and business factors. For example, with changes to the statement process, you should consider:
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Or Before You Begin Your Journey, Find Out Where You Are.

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Last week, a teenager from Pittsburgh made headlines with a science fair project about fonts. The official font of the United States government is Times New Roman. 14-year old Suvir Mirchandani calculated that by switching the font to Garamond, the government would use 30% less ink. The estimated savings, $136 million a year.

This story made me smile for several reasons. First, I love science fairs. Students use newly-learned concepts to investigate and understand the world around them. They approach problems without preconceived notions of what’s possible. The enthusiasm the students have for their projects is infectious and enlightening.

Second, a teenager is interested in print! Young Mr. Mirchandani’s proposal wasn’t to stop printing everything, but print smarter. Even a person born in the digital age understands the importance of paper documents. We may use smart phones, tablets and laptops to communicate with each other, but we also use paper. And probably will for many years to come.

Lastly, the story has many companies looking at their own documents. For years, software vendors and printer manufacturers have encouraged customers to consider fonts, type size and page coverage. Working on the basic principles of printing and composition isn’t exciting or glamorous. Yet by focusing on the fundamentals, we can uncover changes that will improve efficiencies and create savings.

Take a fresh look at your documents. Consider every component, from composition to print to mail. Bring in people from outside your department to provide feedback. Hold a brain-storming session and look at the impact of each idea. Don’t be stopped by negative comments like “But that’s the way we’ve always done it,” or “That won’t work here.” Instead, encourage thinking that starts with, “What if we….”

By bringing in new ideas, even the most efficient operation can save money. The savings may not always be $136 million, but it’s worth the effort.

 

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It’s almost time for one of my favorite weeks of the year – the National Postal Forum (“NPF”). The NPF will be held March 16-19, 2014, at the Gaylord National Hotel and Convention Center, outside of Washington, DC. In addition to opportunities to hear from senior United States Postal Service officers, and visit vendors at the exhibit hall; attendees can choose from more than 130 workshops to learn more about the industry.

This year, I’ll be presenting 6 different workshops at the NPF:

Boot Camp for Mail Center Managers, Part 1
Sunday, March 16, 1:45 PM – 2:45 PM (Chesapeake 3)

Boot Camp for Mail Center Managers, Part 2
Monday, March 17, 1:30 PM – 2:30 PM (Natl Harbor 10)

Public Speaking and Powerful Presentations
Monday March 17, 11:00 AM – 12:00 PM (Chesapeake 6)

Quality Control in Mail Center Operations
Tuesday, March 18, 2:45 PM – 3:45 PM (Natl Harbor 10)

Succession Planning for Mail Center Managers
Monday, March 17, 4:00 PM – 5:00 PM (Chesapeake A)

Untold Tales
Wednesday, March 19, 2:00 PM – 3:00 PM (Chesapeake 6)

I hope we can connect at one of my classes, or catch up at one of the networking events.

See you in DC!

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In the age of the Internet, budget cutbacks, and increased demands for time, are trade shows and conferences still relevant? The answer is a resounding “Yes!”

My good friend, Paul Balbastro, has a time management tip for getting the most out of a conference: the "30-30-30-10 Rule". Paul says you should spend:

• 30% of your time at the exhibits,
• 30% of your time in classes,
• 30% of your time networking, and
• 10% of your time enjoying the host city.

Trade shows like the NPF provide the best opportunity for face-to-face time with vendors. Nothing can replace seeing a product, touching it, and talking to a vendor about it. And at a trade show, you can go down to a competitor’s booth three aisles away to compare products. All within a few minutes. The information is fresh in your mind, and you can easily compare apples to apples.

You’re able to attend some great educational sessions. Best of all, you’re learning from fellow managers – people who have actually used the tools and techniques they’re talking about. When you ask questions, you’re not talking to a professor with abstract ideas, but a fellow professional with real world experience. Whether you’ve been in the business for 2 years or 20 years, there’s still a lot left to learn.

Speaking of fellow professionals, it is important to expand your network. Whether it’s renewing acquaintances or making new contacts, conferences are the best place for networking. There’s so much to gain by building relationships with your peers in the industry. You’ll know who to call when facing problems for the first time, or checking references on a vendor. Who better to talk to than someone you already know? Your network can become the best tool in your personal development drawer.

Before attending the show, prepare a schedule. Choose the classes and presentations that will help you meet challenges today and tomorrow. Have a plan on which vendors you need to meet on the trade show floor. If possible, schedule appointments with sales people in advance. Remember – leave some free time on the schedule to recharge your batteries.

Keep track of what you accomplish during the shows, and prepare a written report for your manager when your return to the office. Highlight what you learned and how you plan to implement changes in your organization. Include any money savings ideas that you picked up – especially if they’re greater than what it cost you to attend!

When faced with budget cuts, it is often easy to eliminate the trade shows and conferences because they are “optional” expenses. However, if you want to be aware of the latest technologies and products, improve your knowledge of the industry, and establish a solid network of fellow professionals – then consider your attendance mandatory.


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The way to overcome those challenges is through efficient planning executed by effective leaders. The merger of the two units should be approached like any other major project, with clearly defined tasks and deadlines.+ Read More

Before becoming a consultant, I had what my friends call "a real job", managing the mail operations for a large financial services company. At least once a week, my lead manager would come into my office about an unexpected job coming over from Print Services. The piece, which often didn't match our equipment specifications, was usually a rush job, often needing to be folded, inserted and delivered to all 12,000 employees, that same day!

After conducting an assessment of our other responsibilities, we'd put together some crafty scheduling and assign our best operator to run the difficult job. Then we'd scramble the couriers and add another mail run to meet the deadline. Barely. Again.

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