New Copier1
A3 Problem Solving
Use this form when solving a specific problem
Use the Process Review Report to identify waste and update processes
Concern/Problem
The current laser printer is old and expensive to maintain.
Identify those
processes that may be
impacted
Machine could fail during critical production times. The printing budget has
continued to rise and demands on the printer have also increased. There is no
maintenance plan for the HP printer and a breakdown could cause significant
problems in meeting deadlines. During heavy use, jobs stack up causing delays in
production and some wasted staff time.
Record the date the
problem was identified
The problem was identified during a conversation with Jack Rolfs in July of 2012.
Originator
Brad Anderson and Jack Rolfs
Contacts
Jack Rolfs, Brad Anderson, Kathy Burlew, Amy Shaffer
Problem Solving Team
Jack Rolfs, Brad Anderson, Kathy Burlew, Amy Shaffer with input from all Arts and
Humanities staff, and Rod Franz.
Describe Current
Situation
The current HP printer is approximately 8 years old and is increasingly expensive to
maintain. Each of the four color cartridges cost approximately $250. Printer
maintenance packages are also expensive. While the quality of printing is
acceptable, the printer is limited regarding stapling, folding, duplex printing and
other finishing. It is also slow in a page per minute output.
Analysis
Leasing a copier with more features than the current printer will save $1,148 and 37
hours of production time in the first year. See attached sheet for full analysis.
Make Recommendation
After all information was considered, leasing a Canon color copier best met the
needs and production levels of the department.
Labor and Cost Savings
Annual dollar savings: $1,148 each year for the first two years and $932 each year
following introductory discounts.
Annual hours of increased capacity: 37 hours
Use bullet points to identify customer service or employee benefits:
• Improved quality of color printing using Postscript color correction
• Reduced stress not having to perform mundane tasks
• Reduce time spent away from phones, computer and desk
• Reduce frequency of reloading printer by 66%
• Storage capacity on copier allows for saving print jobs for future use
• Equipment does not age out. Always well maintained and up to date
• Eliminated one computer work station and internet line.
• Professional folding and stapling of booklets and other public documents
Implementation Plan
After initial consultation with key personnel, competitive bids were sought and
direct costs compared. Coordination with CT staff regarding electrical and internet
needs. Make arrangements with Finance to increase A & H equipment budget and
reduce CT cartridge budget to cover lease costs of the new copier. Arrange office in a
way to best accommodate the copier. Train A & H staff regarding the use of the new
equipment.
Attachments
See charts comparing cost and time savings attached.
XXXXXXXXXXXXXXXXXXX
Approval Process
See next page for approval process
Supervisor’s Review NA
2
and others in the Chain of
Director’s Approval
Instructions: Approval authority is delegated to each Director for all
recommendations that results in $5,000 or less in annual savings, or 250 hours or
less of annual increased capacity. This form is sent to the Process Improvement
Director for his approval.
Date: 11-13-12
Name: Brad Anderson
Approved/Denied: Approved
Process Improvement
Director’s Approval
Instructions: Upon approval this form is sent to the CMO Executive Assistant, who
forwards a copy to members of the Executive Support Team. They determine how to
convert hours into budgetary savings.
Date: 11-14-12
Approved/Denied:
City Manager’s
Approval
Instructions: Final sign off for all recommendations that exceed $5,000 in annual
savings, or 250 hours of annual increased functional capacity is by the City
Manager, who also signs off on any plans to convert hours to budgetary savings. The
CMO Executive Assistant converts the approved form into a pdf file that is saved on
the P drive and in Laserfiche.
Date:
Approved/Denied: