IMPROVE QUALITY, SERVICE AND EFFICIENCY by changing how and when ads are ordered and processed resulting in a high performance management model and culture that drive continuous improvement
Project Focus
To design and implement a new operational model which includes ad operations, pre-press, sales, marketing, interactive media and supplements departments. A team was formed to develop and implement new service, quality and performance standards, and redesigned workflows, processes and reporting.
Financial Benefits
- Increased revenue by reducing credits and adjustments due to ad errors and by increasing service in the pre-press processes: overnight turnaround of proofs, quicker spec ad turnaround, better control of ad flow process from order entry to the plate/press
- Decrease costs by increasing productivity (ads per hour worked) and quality (reduced make goods)
- 10% decreased labor
Key Changes and Operational Benefits
- 100% centralization of order entry
- 95% next day turn around on production work
- >200% increase in ads per hour
- Implemented performance metrics, moving organization from subjective to objective decision making
- Increased internal customer satisfaction due to faster turn around time
- Improved quality and accuracy of order entry resulting from shared knowledge and broadened skills among work groups
- Increased compliance to use of Ad Desk for submission of electronic materials
- Redesigned ad flow for increased control, compliance to ad tracking, turnaround vs. deadline standards
- Implemented order and materials quality assurance at key points in flow
- Implemented new management responsibilities including work assignment and quality assurance
- Adjusted schedules to better support ad submission and production requirements
