Tim Cooper, Chief Enterprise Architect from Harland Clarke Holdings Company shares insights in a two-part series on defining, measuring and modelling workflow capacity for production inkjet printing. This article is focused on understanding the components of workflow and how it may impact capacity.
This week Elizabeth Gooding was the keynote speaker and panel moderator at a thought leadership workshop hosted by Xerox at its Gil Hatch Center for Customer Innovation. Xerox assembled a group of print operation executives from transactional, book, inplant, and commercial printing to explore production inkjet opportunities.
People are always trying to figure out how to get more value for less money. Designing an inkjet solution is no exception.
But, here’s the thing, you need to be able to define what “value” is, and with inkjet it’s often about more than one thing. In this post, as always, we try to make it objective.
A very simple tool to allow you do do some “what if” analysis on how improvements in uptime, minimizing paper changes and other seemingly minimal improvements can impact your revenue over the course of the year. It adds up!
Part Three in the Inkjet Economics series by Elizabeth Gooding. This time discussing how simple assumptions about timing can have a big impact on evaluation and profitability.
Andrew Gordon discusses the range of services to consider before, during and after a production inkjet implementation that will help to ensure your success with inkjet in the shortest time. (Part 1 of 2 in series)
When looking at a big ticket item like a production inkjet device, the one with the lowest price may seem like the best choice. The cost of the machine is the big number (the race car) that will play the smallest role in total cost of ownership. It’s the operating costs that can make or break your return on investment.
Total Cost of Ownership starts with Capital Costs Part 1 of a 3 part series on inkjet economics. Register for free to be notified of new installments. In theory, calculating