PRINT 13: In-plants in the Limelight
About 60 managers attended IPG's in-plant luncheon at PRINT 13.
Tawsha Bone-Worrall, of the University of Pittsburgh Medical Center, described UPMC's path to in-plant printing.
In-plant managers at IPG's luncheon.
John Sarantakos takes the podium.
PRINT 13 was a busy show, but perhaps no group of printers had a busier time there than in-plant managers. Between the luncheons, sessions, receptions and other forums designed specifically for in-plants, managers were challenged to find time for the show floor itself.
Not that anyone in the in-plant community is complaining. After all, managers could pick and choose which events to attend, and very few went to everything. Just witnessing the warm embrace of in-plants by the printing community was a heartening experience.
“The high presence of in-plant activities were a great improvement compared to previous years,” remarked Jimmy Vainstein, printing facility manager at The World Bank. “These events truly provided many opportunities to network with fellow in-plant managers and help each other find solutions to everyday challenges.”
In-plant managers were a big part of the educational program at PRINT 13, and a number of them led seminars on topics like adding value, generating revenue and variable data printing. One seminar featured a panel of four managers who took turns sharing ideas and describing successful initiatives. They were:
- Abbas Badani, of Penn State University;
- Tom Rohrbach, of Progressive Insurance;
- Mike Lincoln, with the State of Colorado’s Integrated Document Services (IDS) operation;
- Garry Boytos, of the University of Texas Health Science Center.
(Watch videos from this session here.) Badani, who runs a $15 million, 50-employee operation, said his in-plant now prints a 50/50 split of offset/digital work. His guiding philosophy has been to make the customer happy, so they want to use the in-plant. He has found that partnering with procurement and nurturing that relationship has helped the in-plant’s success.
Rohrbach said his in-plant earned the right of first refusal by taking ownership of the company’s brand, which is extremely important to Progressive. “If you do that, you are literally a strategic partner,” he said. He encouraged managers to keep up with the latest technologies so the in-plant can offer customers solutions they hadn’t even thought of.