The Ohio Public Employees Retirement System has nearly reached the finish line in creating a centralized, full-service design, print, bindery, mail and fulfillment center.

But when Kimberly Dalton became the Supervisor of the Print Shop two and a half years ago, the Columbus-based in-plant was at a standstill. "With no policies in place, outdated job descriptions and outdated equipment, the in-plant team was unengaged and felt like outcasts," she recalls. The shop was dated, not just in appearance, but in the quality of products available. If this shop were to survive, a total transformation was needed. Dalton's plan was simple: equip, engage, and empower.

Working closely with the three operators, she set to work learning what each team member needed to succeed. Soon two outdated color printers were replaced with two new Xerox digital color presses, and additional automation equipment and software was added for intelligence and support. "I brought a graphics computer equipped with InDesign and Photo Shop that put a twinkle in a few eyes," Dalton smiles. An on-line print request system was launched. A variety of software and prepress applications were also added to ensure that everything designed was printed according to the vision and specifications. Re-touching, color correction, layout modification, file conversion, and workflow solutions were added to provide customers with a total package.  

Additional smaller purchases were made that helped everyone work a little smarter. Weekly staff meetings helped to update staff and share any concerns. Refresher training was conducted on equipment that had previously been off-limits. Cross training and job shadowing were initiated to build knowledge and increase confidence. "They (staff) now realize what it means to be a team and the importance of customer service," she explains. "Not only have we built confidence within the organization and increased our customer base, but we have also branched out to provide a wider variety of services."

"our work has doubled"

L to R: Kimberly Dalton, supervisor; Jackie Matson, Bobby Tharp, Brent Leonard, operators; not pictured Mike Boham, bindery

Today, the once antiquated operation has evolved into a model full-service print, bindery and fulfillment center, offering a multitude of solutions including prepress, offset printing, digital printing, MICR printing, scanning, wide format printing, variable data, bindery, mail, delivery, and fulfillment. "The vision is to combine as many functions as possible to leverage overall initiatives and domain expertise," Dalton notes. "We strive to consistently produce the highest quality work and to provide the most cost-effective solutions. Our work has doubled and staff loves that they are fully a part of it."  

3 Strategies for Success

The most important ways to arm yourself:

• Create a business plan;
• Form partnerships;
• Establish committees with stakeholders and subject matter experts.

Questions to ask yourself

Most importantly, she emphasizes, keep asking yourself:

• Is this a must have or a nice to have?
• Am I doing something that will benefit the organization?
• Is this sustainable?
• What can we do to save the organization money?
• Do I have solid metrics?
• What about dynamic reporting?
• Are we enhancing our level of service?
• Are we reducing redundancy?

Goals for 2013

At the top of her to-do list for 2013 is to create job descriptions that accurately reflect the contributions of each staff member. Although the undertaking is still a work in process, she has already been able to raise the pay grade of two employees. Dalton also has plans to change the department's name to reflect its broader scope, update staff titles, create solid metrics and institute dynamic reporting.

For more information about this in-plant's amazing transformation, contact Kimberly Dalton at kdalton@opers.org