Do you have a workflow map for your production? Something simple that documents how work moves from department to department, process to process and on to delivery? Or, perhaps you have a Standard Operating Procedure binder that identifies the software and processes used to take work in, process it, and deliver it? If you have one or both things, congratulations. You are a rare company!

Sadly, most printing companies today can’t name all of the software that is installed. Not only can’t they clearly identify every software program in use and why, but in many cases they pay maintenance for software that is no longer in use, have multiple competing solutions in use for different projects, and include freeware downloaded on personal devices as part of the workflow. Some of the mission-critical software components in use may not have been upgraded as new releases have become available, while other software may have been bought for tasks that could have been handled by existing solutions.

How does this happen in a modern printing environment? It is a time and resource problem, but it is also a lack of understanding when it comes to what workflow is and how it directly informs the profit on every job produced. When new equipment is acquired there are intense discussions about the Total Cost of Operation (TCO) and the nuances of consumables pricing. Software solutions may be treated the same way on acquisition, but over time they become part of the wallpaper. It is a dangerous turn of events because we stop seeing the wallpaper over time. We miss the little tears at the edges or stains around the light switches. When the workflow is part of the wallpaper and not considered a strategic asset, we miss the inefficiencies that develop.