Most managers look to Jimmy Friend as a role model, an industry  icon and for good reason! He has painstakingly grown and groomed the in-plant at the University of North Texas in Denton from a floundering shop on the verge of extinction to one of the most applauded and awarded printing operations in the country. This year the 40-person print team won for the third consecutive year the In-Print competition's Best of Show in the digital category. Their walls are lined with awards that reflect their commitment to quality.

After an impressive printing career spanning 43 years, Jimmy will step down from his position as Director of Printing & Distribution Solutions in December to pursue a new chapter in his life. But when he accepted the position in September of 1995, the future looked bleak. If they could not improve their financial performance, customer service and quality during the fiscal year, the school's administration would investigate outsourcing the operation. Their last hope rested in a turnaround plan Jimmy had created.

Step 1 in the Turnaround

The first step was to share the plan individually with each employee, asking many for an attitude adjustment. Some disagreed with the changes outlined and left voluntarily; while many others agreed to give the new business model a try. "We encouraged our staff that we were going to get better and to trust one another," Jimmy explains. "For our university customers, we continually communicated our commitment to be the best we could be at all levels and to trust us. We backed that up with outstanding customer service and exceptional quality print projects. We've continued that philosophy over the past 17 years; and today I'm astonished as to what we, as a team, have accomplished. It's just amazing!"

Surprisingly -- It's Not about Equipment

Some might argue that turnarounds take money! But Jimmy says, "We didn't have reserves in 1995, so I know you can make significant changes without financial means. For us, we looked at two things: our staffing and our workflow and then came away with a strategy that changed both our customer service level and our work quality." They asked many of the current staff to perform different functions that would make the shop more service-oriented or improve quality. "We looked at our workflows and made modifications to improve the logistics for a more effective and efficient workflow environment."

He goes on to say, "Improvement was acknowledged by the VP levels and customers and from that our opportunities to build our reserves began to compound. Once we began experiencing reserves, we developed a five-year capital plan which allowed our upgrade of equipment and facilities into what we have today."

Admittedly, old habits are hard to break, he concedes. "Continue to reinforce the strategy and at some point you will begin to see less and less reverting back to old habits. Trust your staff and tell them you trust them to make the right decisions. They will step up for you."

Advice for Today's In-plants?

1. Plan. Plan. Plan. Document and communicate your plan to the staff, the administration, and customers.

2. Set Goals. Document and communicate the goals to the staff, the administration, and the customers.

3. If You're Not Growing, You're Dying. Continue to grow in all you do: spiritually, personally, professionally.

In late December Jimmy Friend will retire, but hopes to stay connected with the many in-plant friends he has made over the years. He also intends to spend more time in his 'Sandbox Ranch,' located on 50 acres in West Texas. "Hopefully, we will attend future conferences as retirees and see the many wonderful friends we have made over the years, and make new friends along the way."

To send retirement wishes to Jimmy, email him at Jimmy.Friend@unt.edu