Advancements in inkjet technologies have transformed how direct mail is produced. We’ve come a long way from generic direct mail addressed to “current resident.” In the 1970s and 1980s inkjet addressing systems were limited to text address blocks. They ran slowly and the resolution was very low.

Next-generation inkjet heads improved high-speed addressing and barcoding for matching, delivery and mail tracking. Further advances in inkjet heads and ink formulations enabled hybrid direct mail solutions with inkjet heads mounted over offset presses. This type of configuration still facilitates high speed variable data and versioning of direct mail content.

I recently spoke with two respected in-plant managers running sizable operations in their respective states. Kristen Hampton is the Division Director, Department of Technology Management & Budget, for the State of Michigan, and Tim Hendrix is the State Printer, state of Oregon Publishing & Distribution.

Hampton and Hendrix are both running fully digital shops, with a mix of inkjet and toner devices on continuous feed (CF) and cutsheet platforms. Hampton’s inkjet journey led to the elimination of offset printing. Hendrix’s recent inkjet installation is driving operational efficiency. They shared their perspective on staffing, operational cost, inkjet as an enabler and considerations for future investments.

Many print operations are considering new inkjet investments to realize their strategic goals. There are many cutsheet and continuous feed production inkjet options to choose from, with more product announcements expected before the drupa trade show.

Fall is when many organizations finalize strategic plans and budgets for the coming year. What new ideas will you bring to your team and your organization? In Part Two of Leaders Driving Operational Excellence I will describe an approach to embrace three of the ten guiding principles of the Shingo Model from the Shingo Institute. The model focuses on the behavior of individuals and how to inspire teams which drives improved operational results.

As leaders, we focus on strategies to improve our leadership approach and increase value to our organizations. Striving for operational excellence is a worthy goal. As management guru Peter Drucker said, “only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.”

I recently had the pleasure of speaking with four IPMA members on our Webinar: The Present and Future of In-Plant Print Mail Communications. You can view the replay here.

Our webinar panelists included Tammy Golden, Assistant Commissioner of Document Solutions at State of Tennessee and Mike Lincoln, State of Colorado Printer. In a recent IPMA blog, I shared how Tammy and Mike assessed their teams and services so they could adapt and grow. Both teams implemented changes and experienced growth in 2021. On the webinar, they shared how they are responding to staffing challenges and paper shortages while leveraging strong partnerships to meet their clients’ needs for printing and mailing.

The webinar included two additional speakers, Lauren Tarbet: Copy Supervisor, Pflugerville (Texas) Independent School District, and Danelle Clark, Enterprise Correspondence Technologies Manager, American Family Insurance.

Before the pandemic many print-mail service providers had what they thought were solid disaster recovery (DR) plans. These plans included contracts with national and local firms to meet client SLAs in the event of a disaster. Files were transmitted and paper stocks were held in inventory in the event a facility could not produce client statements and invoices. These plans were tested on an annual basis.

Inkjet presses from equipment manufacturers (OEMs) have delivered on the promise of lower cost, higher throughput, and better uptime. Many in-plant print operations attribute part of their success to their inkjet adoption strategy. Performing regular preventative maintenance is the key to drive uptime and predictable excellent image quality.

No Short-Cuts

The last year has presented many unexpected changes in production schedules and staffing models. Proper preventative maintenance is more important than ever in unpredictable situations.