According to research published in the Harvard Business Review, 97% of senior leaders said that “being strategic” was the leadership behavior most important to their organization’s success. However, a lot of executives don’t feel that they have time to be strategic. Inkjet purchases are a case excample where strategic intent is often marred by tactical execution. We can do better!
Many printers practice ink management by limiting combined process inks (CMYK and +) through a color profiling process. TAC adjustment can help control ink costs, drying, curl and paper cockle by limiting the overall volume of ink printed. Let’s talk about how to find the the percentage value of a color at which we no longer gain any color value by adding ink.
Web-fed inkjet devices with UV or hybrid solvent/aqueous pigment inks are delivering amazing quality on an ever-expanding range of media. Factoring the cost of ink into your buying decision may make you think twice about going web or sheet fed.
Inkjet is having an impact on every segment of the print market. While adoption has been slower in some segments than others, the need for inkjet presses to stay running has caused a ripple effect across segments. Many print organizations who invest in inkjet quickly seek to diversify their book of business in order to fill their inkjet presses, minimize marginal running costs and maximize revenue.
If you want to make good decisions about inkjet, you need to take a long hard look at your entire book of business. This post discusses the common issues that arise when decisions are made without proper analysis of all of a company’s print volume – whether they think it can transition to inkjet or not.
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.
Part 1 of a 3 part series on inkjet economics. Part 1 begins with guidance on creating good assumptions for the basis of your inkjet evaluation.