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CANHEIT 2012

CANHEIT 2012. Building the Digital University. Realize. A Greener Solution. CANHEIT – June 13, 2012 University of Regina: Print Optimization Project. About the U of R. Located in Regina, Saskatchewan 11,000 undergrad and 1700 graduate students

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CANHEIT 2012

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  1. CANHEIT 2012 Building the Digital University

  2. Realize. A GreenerSolution. CANHEIT – June 13, 2012 University of Regina: Print Optimization Project

  3. About the U of R • Located in Regina, Saskatchewan • 11,000 undergrad and 1700 graduate students • 406 Faculty, 865 permanent staff, 1300 term/casual staff • 10 faculties comprised of 25 academic departmentsNewest is the Faculty of Nursing • 3 affiliated colleges, including First Nations University of Canada • We run Banner, Novell-LDAP, Email/Calendar is Groupwise • LMS:Moodle, CMS:Cascade, Remote Support:TeamViewer, Ticket Tracking: BMC-Footprints • IT is mostly Centralized

  4. How it Started • Lease on copier contract was near end of term • 93 Copiers • ITC Card System was antique • Copier usage was down • Printing Services (Ancillary) had responsibility for ITC System and copier fleet • Printing/paper usage was up • IS looked after student labs • All other printers owned by respective faculties/departments • No standardization, techs supporting many different makes/models

  5. Sustainability • U of R Strategic plan includes Sustainability • President’s Advisory Committee on Sustainability • Environmental Impact of Print • Older models consume more power • Equivalent to leaving the oven on,or keeping an iron plugged in • Wasted paper, Print jobs never picked up

  6. Getting Started • Buy in • Convinced Senior Executive there was a problem • Agreed to a review of existing print environment • Voluntary Participation • about half the campus agreed to be reviewed • Independent Consultant hired • RFP issued to 13 potential consultants, 3 shortlisted • No manufacturer affiliation • All aspects of print to be reviewed • Awarded to Print Operations Group (POG)

  7. What did they do? • We asked them to: • Find ways to improve end user satisfaction / productivity. • Identify and quantify cost reduction opportunities. • Develop a campus-wide print strategy. • Review current asset management support. • Assess environmental / “green” program. • Document current security process. • Benchmark. Identify best practices. • Identify “not print” / automation opportunities. • Generate a modeled target state.

  8. What did they find? • Consultants report showed following results: • Print strategy, governance, policy is missing. • There is no / limited output fleet support program. • Lack of technology standards. (173 unique devices) • Ratio of staff to output device is 1.2 to 1. • Distributed price is over double the industry average (9 cents per page, hardware included). • “Green” sustainment / metrics program is missing. • 72% of print performed on campus was from desktop printers, 23% of print generated was colour! • External security is OK. Risk is from the inside. • Central Repro facility is expensive. • U of R is not a “one size fits all” organization.

  9. What should we do? • Create one organization-wide output strategy. • Consider an all-inclusive price per page pricing model. • Introduce a standard suite of multi-functional devices. • Deploy a centrally coordinated service to manage, measure and optimize the entire print environment. • A “Green” metrics program is required, or should be considered. (i.e. Build awareness before you ask for change.) • Automate and streamline central repro services • Improve communications and awareness program

  10. Starting the project • Business Case developed and presented to Senior Leadership • Marketed results of POG report • Met with Deans, other groups and committees on campus • Increased voluntary participation/ economies of scale • Developed Corporate Policy: http://www.uregina.ca/presoff/vpadmin/policymanual/ancillary/603010.shtml • Decided on an all-inclusive cost per page structure • No minimum requirements per device, no separate lease fees passed on to end users • Covers toner, paper, maintenance, service, lease • Determined Centralized Support needs • Set up process through IT Support Centre (Help Desk) • Device requests, ordering toner and paper, maintenance and service calls • Automated process for Tickets escalated to vendor

  11. Choosing a Business Partner • Purchased RFP Template from POG • incorporated a vendor service level agreement • Issued RFP, shortlisted 7 responses to 2. Vendors were to propose no more than a total of 7 models. • Conducted Vendor Proof Of Concept • Finalists were given 48 hours to set up their proposed solutions in our environment (with 3 proposed devices) • IT performed testing on network, business applications (Banner), MS Office applications. • Held open house of 2 solutions, end users were able to view each proposed solution, evaluate, and provide us with their feedback. • Awarded to Lexmark/WBM (local vendor)

  12. Gaining Momentum • Set up 5-year contract with WBM/Lexmark • Developed marketing plan • highlighted positive (features, functions, capability, environment and electrical savings) • informed Senior Leadership of potential benefits • Linked project benefits to President’s Strategic Plan • Key initiative on sustainability, President adopted project as poster child • Created Pricing model • Matrix showed optimum monthly volume to cost justify each device on supported products platform to allow vendor to recommend appropriate sized and priced gear to meet each department’s business and budget needs • Academic Areas began to jump on board, project doubled in size. • Initially looked at ‘Monitor’ for tracking print, changed to ‘Papercut’ • Endusers can select account to charge from drop down each time they print/copy

  13. Assessment and Deployment • Worked closely with Business Partners • WBM did on site Department by department assessments • Created current state floor plan and inventory of all devices • Interviewed end users to determine business needs, gathered print volumes • Developed custom plan for “optimizing” each print environment for each Faculty and Admin unit • Each plan reviewed by IS/Printing to ensure vendor had not oversized environment • Forwarded to department for review and subsequent approval • Site survey, arrange for power/network drops, order equipment • Equipment order was coordinated so that devices would arrive on sight after network drop installation was complete • Communications and Marketing continued • Provided Senior Leadership with progress report card monthly • Ad campaign showing environmental benefits

  14. What does it look like now? • 8 approved models supported • Simplified user interface across devices • Standard cost per copy across campus • One rate structure for faculty/staff, different rates for students/public • Improved document confidentiality and security • Better print quality • Reduced printer downtime • Increased functionality

  15. Increased functionality • Find me a Printer / Secure Print Release • Print to the cloud, retrieve your print job at a convenient device by Login with network ID and password (Novell/LDAP) or scan RFID proximity card and enter 4 digit PIN • Some areas have come on board fully and chosen this option as mandatory • Other areas have devices autologged for convenience, charge to default account • Student/Public Printing and Copying • Usage is tracked, billed monthly at student rates to their student account • Pre-Paid Account Printing and Copying • Users can purchase a pre-paid card, and add credit to their account online. They can create a guest account or use their existing Novell account • Print From/Scan to USB drive • Lexmark devices have USB ports that allow users to print direct on printer (from PDF or TIFF Files) and scan files to their USB drive. • Usage Reporting • Papercut monitors usage by device, department, or person. Reports can be generated on request in the Papercut Admin interface. • All devices are laser printers or MFD’s - No more ink jets.

  16. Sustainability • Reduced number of devices • Went from 1178 devices to 824 so far, Goal to reduce down to 300 • Supporting 8 models instead of 173 • Increased person to printer ratio from 1.2 to 4.8 • POG’s recommended goal was 3.3 • Reduced power consumption over first 5 years • Estimated to go from 1,096,950 kwh to 911,920 kwh (261,331 kwh saved) • Reduced CO2 emissions over first 5 years • Estimated to go from 1,392,280 kg to 835,619 kg (556,661 kg saved) • Estimated 5 year cost savings of $2.28 M • Considers replacement cost of device, maintenance/repairs/parts, toner/ink

  17. What about Central Repro? • Printing Services streamlined • Secondary Copy Centre closed • Main plant equipment right sized • replaced 2 Xerox Nuveras with 1 Ricoh 1357 • replaced DC2045 with Kodak Nexpress • repatriated outsourced print back in house • implementing digital store front (web submission) • Focus on design work and larger print jobs

  18. What did we learn? • Project Management • Appoint dedicated project manager to run project • Manage scope creep, change management, communications management, etc. • Stick to formal project management methodology (charter, plan, schedule, HR plan, Communications plan, etc.). • Original RFP included having successful vendor as project manager for deployment • Worked closely with WBM, but needed PM at our end too • Identify Stakeholders early • End User representation, Facilities representation, IS Network representation, Executive representation, Researcher and Faculty representation, Administrative representation • Steering Committee • Manage policy and procedure issues, ensure involvement from the start

  19. What did we learn? • Internal Print Expertise • Offloading to vendor cannot be 100% • Utilize an internal technical resource to configure the firmware • Ensure security on our network/ in our environment • System administrator for the Papercut software • Retains knowledge internally • Administrative Software • Evaluate and test options carefully • Papercut was lower cost, also considered Monitor • Ensure functionality and device compatibility • Understand the impact of Vendor vs. Internal administration of software • Some Administrators require detailed reporting on print usage

  20. What did we learn? • Communications • Utilize internal Communications Department to assist with communications plan • Create benefits statement early on , End Users need to understand “what’s in it for me? • Marketing can’t start too soon, Tout the benefits • Customer Satisfaction • Important to measure baseline before • Follow up and address issues after • Emotional Attachments • Do not underestimate Emotional Attachment to personal print devices • Some are not interested in the environment or the bigger picture • Convenience of legacy personal devices is hard to let go of

  21. Questions? Thank you for attending our presentation Contact information: Project Sponsor Ray KonecsniDirector, Customer Support University of Regina Phone: (306) 585-5497 Email: Ray.Konecsni@uregina.ca Project Coordinator Lori PelletierManager, IT Support Group University of Regina Phone: (306) 585-5491 Email: Lori.Pelletier@uregina.ca Technical Resource Ryan BazylewskiSenior Technical Analyst University of Regina Phone: (306) 337-2690 Email: Ryan.Bazylewski@uregina.ca

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