A Northwestern Retailer, a division of a major national
supermarket chain, was interested in streamlining their catalog and circular
design and production process. The
goal was to integrate data from multiple disparate systems, including
merchandising, sales, inventory, the forthcoming addition of input from their
customer rewards program, and their image databank (which at the time was
outsourced). Once the systems were
integrated, we designed and implemented an automated generation of page content
to facilitate the production of the catalogs, circulars, and web site.
We guided them through the research of requirements,
creation of design and specification, RFP creation and evaluation, and the
ultimate implementation.
Completion of this phase of the project resulted in a
reduction of 40% of the production cycle time, streamlined communications, and
initial savings of over $4M for the first year.
A U.S. Government agency was in need of re-engineering their
global publishing systems and processes.
The goal was to ensure that their educational messages were delivered to
all 240 of their posts in every corners of the world.
This process, while still ongoing, included audits of
existing systems and processes.
Researching current and future needs and trends. Developing both a short and long term
strategy to address those needs.
Creating new specifications for tools, processes, staffing, etc., along
with an implementation plan.
This major appliance manufacturer currently has a number of
internal, and external creative service groups, located in various
international divisions as well as in their corporate headquarters in the
Midwestern US.
This long term project was to develop systems that would
allow them to produce, store, catalog, and share their increased, and changing
volume of creative resources electronically, with the creative groups, output
vendors, and other interested members of the corporation, as well as customers.
We started with a long range plan, that included corporate
reorganization and consolidation of creative resource management, as well as
some changes to the infrastructure. After that, we researched and implemented a
centralized creative file management system into the corporate headquarters,
and have designated additional resources to be mirrored in some of the other
divisions. In addition we researched and implemented a system to handle order
entry, job scheduling, costing and tracking, and invoicing. Ultimately we will
integrate this system with the file/process management system.
Our next goal is to make some of the creative resources
available to the rest of the corporation, by integrating this creative system
with a proposed, corporate wide document management system. They needed a way
to streamline their digitization of photographs, which included scanning and
digital photography in order to insure a high level of quality and consistency
in all of their publishing endeavors. While we implemented color management
systems in the entire creative group, it was determined that the scanning was
best handled though a Facilities Management relationship. We managed the RFQ
and selection, and implementation processes.
Recently we have developed and implemented systems and
procedures for working with their design agencies and output vendors. These
systems include process requirement development and verification. In addition,
we developed a new process workflow to handle the input of the creative groups,
and a streamlined print purchasing process.
One of the largest book publishers in the US was interested
in developing a way to migrate from conventional paper based publishing methods
to an electronic process of preparing books. This process would be required to
support paper as well as electronically distributed product.
The project required an evaluation of existing systems. We
coordinated the evaluation of future needs and requirements, and the
development of a plan for staged implementation.
Stage one was the restructuring of the Publishing
Technologies department, to be able to support the up-coming process changes.
Stage two included identifying training needs and developing
and executing programs, for all of the departments involved in the book
creation process. We worked with internal staff, as well as outside authors and
packagers to insure a complete solution and a smooth transition.
In stage three we are working with a joint team of
Publishing Technologies, and IT departments to develop the necessary server and
workstation configurations, and RFQÕs for equipment purchases, and some
specialized software development. We have been actively involved in the vendor
evaluation, and selection process as well as final negotiations.
A major magazine publisher comprising over 30 magazines
published in this country, including many of the best selling titles in the marketplace.
All of the magazines edit pages are created in house, and have been produced
electronically since approximately 1992. They have a very sophisticated
transmission system that allows this information to be sent to their respective
printers around the country (and in some cases the world), via high speed phone
lines, as well as satellite.
The problem was that all of the advertising had been coming
in as final film, which made complete automation of the process impossible. We
were called in to develop the systems, procedures, and a training program to
roll out to the internal staff, as well as the agencies and advertisers. After
evaluating the specific requirements, standards and procedures were developed.
In addition training programs were developed and implemented.
As a way to improve the reliability of the process, some new
software preflighting tools needed to be developed. We selected the development
group and worked with them on this product. In addition, since magazine
advertising is not just limited to the their publications, we contacted and
organized a group of publishers, publication printers, and prep houses in
funding the joint development of a new publication pre-flighting software
tools.
As the world largest producer of party goods and
accessories, they were in need of a way to streamline their existing electronic
publishing workflows. In addition they needed to coordinate the design and
production teams located in California and New York.
After evaluating their existing systems, we developed new
workflows that allowed artists on both coasts to work together electronically,
to develop concept and final product design. This included many automated
systems, Color Management, and remote proofing. We also worked with some of
their larger vendors, both in the US and abroad in better integrating them in
the new electronic workflows, and expediting communication.
In addition we developed, and assisted in the implementation
of a centralized system of file management.
A Label and Carton printing division of a major beverage
manufacturer had two facilities in Tennessee and Texas, that produced 80% of
the beverage manufacturerÕs products. In addition they produce packaging
products for other bottlers and manufacturers.
The scope of this project was to review the needs of the two
facilities, with regards to prepress and plating for their offset, Gravure, and
Flexographic printing operations. We were to develop, and later implement a
plan that would allow them to upgrade and consolidate many of the prepress
resources in one facility, and link it to the other facilities for output on
demand. The ultimate goal was to be able to turn around a job in 24 hours, from
delivery of artwork to plating, including all production and proofing.
We interviewed the staff to determine the long range goals,
as well as reviewed the current status of their production processes. Based on
these visits, and other investigation, a plan was developed to allow them to
centralize most of the prepress operations in their Tennessee facility, while
enabling them to have controlled, Ôon demandÕ output to their platesetters in
Texas.
In addition we reorganized their workflows, in conjunction
with their home office in the Midwest, as well as some of their customers, to
allow them to handle the new demands of a 24 hour turnaround. This process
involved changing their processes from order entry through to platesetting.
Market analysis, and focus group on Color Management and
Proofing products and processes, including recommendations for new products and
services for a manufacturer of Hardware, Software and Consumables for the
Graphic Arts Market.
Market research and strategic development plan for new
hardware and software products, for a manufacturer of prepress and print
equipment.
Developed publishing system to handle the variety of media
generated in the promotion of a technology show company in their global technology
events.
Studying and defining Output production and Process
Automation systems for electronic publishing production.
Expert support and witness to legal counsel in numerous
patent litigations