Warwick Print Job Ordering Process

WarwickPrint's most recent customer satisfaction survey results showed that price, quality of work, error rate and customer service need improvement. An overhaul and review of the job ordering process was felt to be the key lever for making WarwickPrint the first choice for Warwick University internal departments.

Improvement Champion
Craig Colledge, General Manager, Warwick Print

Facilitators
Olivia Brook, External Projects Manager, WBS
Tanya Podinovskaia, Services Support Consultant, WBS

A workshop to review and improve this process was run in December 2009. The improvement project is currently underway.

Below is a summary of why and how Warwick Print needed to improve this process and progress to date.

WARWICK PRINT JOB ORDERING PROCESS	DESCRIPTION
Process Issue(s)	WarwickPrint customer satisfaction survey results showed the following areas need improvement: price, quality of work, error rate and customer service. Customers who stated that they are using WarwickPrint less frequently cited quality, service and price as the general reasons (13.6% each). 8.8% rated quality of work received below average. 7.2% rated speed of delivery below average. 5.1 % rated the job ordering process below average. 31.3% of respondents have been dissatisfied with WarwickPrint in the last 12 months. 51.5% of respondents were not aware of WarwickDesign. Internal processes may be unclear, leading to gaps and duplication.
Planned Improvement	Review and streamline the job ordering process (from order to delivery) within WarwickPrint. Goals: WarwickPrint to be the first choice for Warwick University internal departments; increase external turnover from 5% to 17-20% by end of FY (July 2010); hit financial and KPI targets (KPIs set during RIW); Warwick Design turnover to reach £25K per month by end of FY (July 2010); maintain and improve profit margins.
Benefits	Improved customer service Increased order numbers and order values Improved profit margins More streamlined processes with regular monitoring (KPIs)
Key process changes	Update the order form to make it clearer for both the customer and Warwick Print team – less waste, right first time Set up new email address – direct all correspondence re: proofing to 1 mailbox – less waste, remove bottlenecks Set up PrintCost workstation in Digital and design departments - allow despatch of proofs from these teams, remove bottlenecks Finishing Dept to support couriers (subject to final approval Jan 2010) – cut time and transport in process, remove bottlenecks Daily monitoring of paper stock control for ‘offset’ work; weekly monitoring now set up – less waste Revise booking in process. Admin staff to work to set templates – aim: reduce waste, right first time
Progress	e-Print being set up to incorporate online stationery to streamline Digital process. Meeting with PrintCost 14/1/10 Shared email account for proofing set up Shared workstations for Printcost are now being set up in Digital and Design depts – completion 15/1/10 Order form review underway; 1^st meeting held 12/1/10 Meeting held 11/1/10 re: how ‘Finishing’ dept can support courier – Facilitators awaiting outcome Booking in process review now underway; DLMBA template to be set up w/e 15/1/10 Meeting held to discuss KPIs – collect data from delivery notes, error reports and supervisors’ meetings Waiting for quote regarding handheld device for driver (wish list – non-essential) Introduced daily monitoring of paper stock control for ‘offset’ work, with weekly meetings to monitor
Successes	To be notified
Improvement Team	Craig Colledge (Improvement Champion), Jo-Ann Withers (Project Manager), Alan Heydon, Mark Udall, Caroline Taylor, Bradley Stokes, Tom Standeven, Shane Cook, Bev Alderson, Craig Smith, Rich Dyer, Paul Laird, Gerry Reidy, Jane Imlah, Lorna Bagworth, Olivia Brook & Tanya Podiniovskaia (Facilitators).