Through our many years of experience, we have developed a methodology and approach to running a printing company that is different from the traditional models in our industry. Focusing on what we do best, seeing products and services from the customer’s point of view and being able to avoid problems before they happen are the foundation of this methodology.

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What's up with being "Lean"

"Lean" may be a buzzword today, but look at the majority of successfull manufacturing companies and you will find they have embraced "lean" concepts.

So, when making business decisions, first we refer to our own lean principals *. Today’s market demands projects be done right, be done on time and be price competitive. To meet these criteria consistently and without cutting corners, we know running a lean operation is key. Below are some of our underlying principals for operational decision making that allow us to run “ lean ”.

• Hold the minimum inventory needed to run operations without interruption. We have developed relationships with our suppliers (mostly paper vendors) to allow us to order any available items and have delivered by 8:00 the next morning. This is nothing to take lightly; as our supply line is our life line.

• Standardize equipment and processes. Our estimating process, prepress workflow and proofing processes have been standardized so we can achieve the same results over and over again. We have standard plate sizes for all of our presses, standard blade sizes for our cutters and so on; you get the idea. The more standardized we are, the more predictable the results with less time and energy invested; that means one more opportunity to be competitive.

• Buy the best equipment for the job and don’t keep unproductive or in-efficient equipment around. We make optimum use of every piece of equipment as well as every square inch of our facility; nobody wants to pay for under utilized resources or equipment that does not produce as promised.

• Stay financially stable. We pay our vendors on time and take discounts when ever offered. Our vendors will go the extra mile for us and the money we save in discounts adds up. We have a strong receivables and payables system and constantly monitor our financial position. A financially stable company can concentrate on their core competency.

• Meet regularly and always look for waste in the system. By meeting on a scheduled basis, we all stay on the same page and everybody has the chance to bring up an area where they see waste or inefficiency happening. Its amazing what happens when you communicate.

* A systematic approach we have developed to identify and eliminate waste through continuous improvement, “flowing” the product through the system and a constant “pursuit of perfection.”