Managed Print Services - CIPS

Managed Print Services An Independent Buyers Guide

Implementing a Managed Print Service is a challenging task with many associated benefits and risks. It is therefore imperative that a buyer takes an informed and structured approach to the solution design and contracting process, if success is to be achieved.

This guide will help the buyer make structured and effective decisions about how to successfully implement and administer their particular version of a Managed Print Service. There are tips but no tricks, only solid guidance on how to deliver a robust solution.

Author: Steven Hall MBA

Date: January 2010 Version: 2

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TABLE OF CONTENTS

Table of Contents ..................................................................................................................................................... 1

Introduction ............................................................................................................................................................. 3

Executive Summary .................................................................................................................................................. 4

The Planning and Communication Process ............................................................................................................... 5

The Importance of a Mission Statement ................................................................................................................. 5 Stakeholder Engagement ......................................................................................................................................... 5 The Current State Survey ......................................................................................................................................... 6 General Communication .......................................................................................................................................... 7

The Solution Design .................................................................................................................................................. 8

The Basic MPS Concept ............................................................................................................................................ 8 The Total Cost of Ownership ................................................................................................................................... 9 Calculating the Print Volume ................................................................................................................................... 9 Employee to Device Ratios .................................................................................................................................... 10 Ascertaining Device Utilisation .............................................................................................................................. 10 Existing Assets ........................................................................................................................................................ 10

Identification ...................................................................................................................................................... 10 Optimisation ...................................................................................................................................................... 11

Hardware Specifications and Performance ........................................................................................................... 11 The Application of Technology .............................................................................................................................. 11 Important Operational Initiatives .......................................................................................................................... 12 Management Information ..................................................................................................................................... 13 Service Level Agreements ...................................................................................................................................... 14 Mitigating the Negative Perception of MFDs ........................................................................................................ 14 Health and safety ................................................................................................................................................... 15 Copyright Awareness ............................................................................................................................................. 15 Sustainability .......................................................................................................................................................... 16

Action Not Just Words ....................................................................................................................................... 16 Periodic Satisfaction Surveys ................................................................................................................................. 16 Legal and Compliance ............................................................................................................................................ 17 Additional Considerations...................................................................................................................................... 17

Print Rooms and Convenience Printing ............................................................................................................. 18 Designing and Planning for Print ....................................................................................................................... 18 Workplace Strategy and Social Capital .............................................................................................................. 18

The MPS Check List ................................................................................................................................................ 19

Vendor Evaluations and Selection .......................................................................................................................... 20

Labour Laws ........................................................................................................................................................... 20 The Request for Information and Pricing ............................................................................................................... 21

Establishing a Baseline ....................................................................................................................................... 21 Hardware and Software ..................................................................................................................................... 22 Labour ................................................................................................................................................................ 22

Information Security ............................................................................................................................................... 23



Passwords .......................................................................................................................................................... 23 Installing and Removing Devices ....................................................................................................................... 23 The Secure Print Feature ................................................................................................................................... 23 Email .................................................................................................................................................................. 23 Scan-to-File ........................................................................................................................................................ 23 Firmware and Security Patches ......................................................................................................................... 23 Analogue Fax Modems ...................................................................................................................................... 24 Secure Media Disposal ....................................................................................................................................... 24 The Onboard Web Interface .............................................................................................................................. 24

Operations Management ........................................................................................................................................ 25

Vendor Management ............................................................................................................................................. 25 Control ............................................................................................................................................................... 25 Records Management ........................................................................................................................................ 25 Communications ................................................................................................................................................ 25 Quality of Service and Support .......................................................................................................................... 26 Monitoring ......................................................................................................................................................... 26 Changes to Service ............................................................................................................................................. 26

Service Level Agreements – Considerations ............................................................................................................ 27

Device Break/Fix Service ........................................................................................................................................ 27 Install, Move, Add, Change and Dispose (IMACD) ................................................................................................. 27 Asset Lifecycle Management ................................................................................................................................. 28 Toner and Consumables Management .................................................................................................................. 28 Device Standards ................................................................................................................................................... 28

Manufacturers and Models ............................................................................................................................... 28 Functionality and Features ................................................................................................................................ 28

Help Desk Integration ............................................................................................................................................ 28 Information Security .......................................................................................................................................... 29 Telephone Support ............................................................................................................................................ 29

Harware and Software Tools ................................................................................................................................. 29 Toner Collection ..................................................................................................................................................... 29 Optimisation .......................................................................................................................................................... 29 Training and user Education .................................................................................................................................. 30 The Governance Model ......................................................................................................................................... 30



INTRODUCTION

The Buyers Guide provides the best practices that are essential to implementing a Managed Print Service with the minimal amount of effort and risk. This is achieved by providing the buyer with the necessary insight to make informed and effective decisions about designing a solution and selecting an appropriate vendor.

The premise of the guide is that a MPS must ultimately deliver effective and efficient support for the business process, at the right price. This is because office printing, faxing and scanning are essential day-to-day activities that must be effectively supported if employee satisfaction and performance are to be enhanced and maintained.

Furthermore, success relies on a strong and healthy partnership between the buyer and the preferred vendor. This requires the service provision to be clearly stipulated and contracted if both parties are to enjoy a long-term, mutually beneficial relationship.

The guide is short and to the point and contains lots of examples on how to maximise the performance of a Managed Print Services and avoid the pitfall of false economy. In addition, it contains guidance relating to operations management, Information security and sustainability. All of which are essential to building a MPS solution that continually improves and maximises the return on investment.



EXECUTIVE SUMMARY

At a time when every line item in the budget is under intense scrutiny, organisations are quite naturally searching for new ways to reduce costs and operate more efficiently. This is why organisations are now actively focusing on office printing, faxing and scanning as a significant opportunity.

In addition, advances in technology and the need to meet compliance and information security challenges associated with faxing, email and device integrity are driving organisations to consider MPS solutions that centralise, securitize and standardise office output.

There are many complexities associated with implementing a MPS solution that may cause the initiative to stall or fail to meet expectations. It is therefore critical that the buyer carefully designs a MPS solution and implements best practices that will maximise the potential for long-term success.

Partnerships are essential to achieving success, as neither the buyer of the vendor can succeed on their own. However, evaluating and selecting a vendor for a MPS is a complex and demanding process that requires a structured and systematic approach throughout the tender process.

Establishing a baseline for comparative analysis is an imperative objective, as this will reduce ambiguity, subjectivity and personal bias within the evaluation and decision making process. Furthermore, clearly stipulating the expectations of the organisation will assist the vendors with formulating their proposals.

Finally, the way in which information is managed and secured is of immense importance, as failure to protect information can have serious financial and reputational ramifications. It is therefore essential that organisations develop an information security policy that directly relates to the Managed Print Service.



THE PLANNING AND COMMUNICATION PROCESS

There are many complexities associated with implementing a MPS solution that may cause the initiative to stall or fail to meet expectations. It is therefore critical that the buyer carefully designs a MPS solution that will maximise the potential for long-term success.

Even with CEO backing, implementing a MPS can be an extremely difficult process if the initiative is not carefully planned and executed. So, take the time to plan the strategy and tactics to meet the specific needs of the organisation, in the short, mid and long-term.

The planning and communication process is a critical step in the transition to a MPS because it is essential to have a documented outline of the main objectives before entering into the tender process. In addition it is also necessary to rally support for the solution, obtain resources and ascertain any potential barriers to a successful implementation.

This means embedding the concept that office printing is necessary but expensive and that a reduction in the number of output devices and prints-outs will be good for the organisation, and our planet. Furthermore, employees should be encouraged to accept that they must play an active role in making a material difference.

The buyer must also ensure that careful consideration is given to the long-term impact of the solution design on employees and their ability to do their jobs effectively. People will not take kindly to a solution that makes their lives more difficult, irrespective of the greater good.

THE IMPORTANCE OF A MISSION STATEMENT

It is important to develop a mission statement that encapsulates the aspirations and objectives associated with implementing a MPS, as this will maintain focus throughout the transition to a MPS and help the stakeholders understand the context and relative importance of the initiative.

In addition, including the vision and mission within the requests for information and pricing will help the vendor to start understanding the expectations of the buyer and with making decisions about how to meet the requirements.

The mission should be based on providing support for the business process in the most cost effective way. So, consider the following headings when developing a mission statement:

• Maximising customer satisfaction

• Providing visibility and control

• Reducing operational risk

• Improving information security

• Reducing the impact on the environment

• Enhancing the decision making process

• Improving service, support and performance

STAKEHOLDER ENGAGEMENT

In order to design a solution that is fit for purpose, one has to understand the business strategy that the MPS must efficiently and effectively support. Stakeholder analysis and engagement is the conduit to making this happen and the process should be initiated at the earliest possible opportunity.



The engagement process will assist the buyer with obtaining resources and also help with understanding the requirements that will ultimately shape the solution design. It will also help with establishing contacts within key areas that will act as facilitators and the conduits for the ongoing communication process.

Here is a list of potential stakeholders for consideration:

• Senior management and business heads

• Potentially numerous functions with the IT department

• Potentially numerous functions with the Facilities/General Services Department

• Existing vendors supporting the current output environment

• The Human Resources Department

• Employees and Employee Groups

THE CURRENT STATE SURVEY

A current state survey is a useful tool for ascertaining the potential requirements of a MPS. However, be careful to only ask questions specific to functionality and capability requirements, as broader questions may lead the respondents to think in terms of a need for additional devices, not less.

The aim of the survey should be to identify those factors that are inhibiting the efficient and effective business process, along with the requirements that will potentially address the issues. Try to encourage employees to provide their name within the survey, as it will then be possible to engage with them directly and to potentially create ambassadors for the MPS.

Here are some suggested questions:

1. Approximately how many pages do you print per month? 0-250, 250 – 500, 500 – 1000, More 2. Approximately what percentage of pages are printed duplex (double-sided)? 0%, 25%, 50%, 75%, 100% 3. Do you utilise the ‘Print hold functionality’ (AKA ‘Secure Print’) feature on your printing device? Yes/No 4. Do you send and receive analogue faxes? Yes/ No 5. Approximately how many pages do you scan per month? None, 1-250, 250 – 500, 500 – 1000, More 6. Do you use a document management system? Yes/ No 7. If the current office printing services were a commercial operation, would you recommend it to your friends

and family? Yes/ No 8. If the answer to question 7 was no, please choose any number of the following reasons:

a. The service and support for the output environment is inadequate b. The equipment in general is inadequate c. The equipment in general is unacceptably problematic d. The training and education process is inadequate e. The communication and support process is inadequate f. Another reason

Questions 7 and 8 will help with the development of future question and act as a litmus test for customer satisfaction surveys. Finally, do not forget to set a date for the completion of the survey and to send reminders after only a few days.



GENERAL COMMUNICATION

It is important to start selling the vision of the future to all the stakeholders as soon as possible. This is because employees will be made to feel part of the process and less likely to rebel when they lose a Desktop Printer or have to walk further to an MFD. Apparently, it will take a minimum of six reminders before the concept sinks in.

In addition, communicating the benefits of the solution and openly addressing any known concerns will also start to build trust in the MPS concept. Be sure to communicate the schedule for optimising each location well in advance to allow the business units to plan around the transition or to request that it to be rescheduled to some extent.



THE SOLUTION DESIGN

At a time when every line item in the budget is under intense scrutiny, organisations are quite naturally searching for new ways to reduce costs and to operate more efficiently. This is why organisations are now actively focusing on office printing, faxing and scanning as a significant opportunity.

In addition, advances in technology and the need to meet compliance and information security challenges associated with faxing, email and device integrity are driving organisations to consider MPS solutions that centralise, securitize and standardise office output.

Irrespective of whether the intention is to independently improve the cost and performance of office printing, faxing and scanning or to implement a vendor managed MPS solution, the following information provides the fundamental building blocks and knowledge to drive effective and efficient change.

There is no one size fits all approach for a MPS solution, so the following sections provide the necessary information to design and implement a bespoke MPS, irrespective of how, when or even if an outsourced service provider is utilised to deliver a MPS.

THE BASIC MPS CONCEPT

The basic concept of a MPS relates to reducing the quantity of printers, faxes and scanners, predominantly in favour of Multifunctional Devices (MFDs). Software is then utilised to deliver consolidated billing and efficiencies by monitoring devices on a network and providing toner on a just-in-time basis.

The ultimate goal is to consolidate print volume across the least amount of devices (ideally mono devices) and to manage the devices and toner more efficiently. Subsequently, reducing costs and ideally increasing performance, whilst obtaining visibility to the true cost of office printing.

From a cost comparison perspective, the total cost of ownership for the current service provision (the current state) is divided by the consolidated print volume to ascertain the unit costs for mono and colour impressions. At a later date, the print volume is also used to calculate the future state comparison and to illustrate potential savings.

Managed Print Services – Now and in the Future



Tip: Having consolidated the print volume across the least amount of devices, the secondary goal is to systematically reduce the print volume, so that even more devices can be decommissioned. This requires a solution design that continually educates employees and encourages the vendor to actively support the strategy.

THE TOTAL COST OF OWNERSHIP

Calculating the current total cost of ownership (TCO) for office printing, faxing and scanning activities is a fundamental step on the path to a MPS, as the buyer must understand the current service cost in order to ascertain the savings to be achieved via a future state model. It is also is an essential component in the creation of a compelling business case.

Creating a TCO can be a challenging process, especially if the costs reside in different areas of responsibility and the appropriate skills and resources are not available to undertake the analysis. However, once completed, the buyer will have a comprehensive understanding of the cost drivers and the foundation for change. The TCO will include:

• Technology Costs – Technicians, Infrastructure, hardware and software

• Staff Costs – Service Management and support for the Install Move Add Change Delete process.

• The Replacement Cost for New Devices (purchased and leased) – Printers, MFDs, Faxes and Scanners

• Consumable Costs – Toner and Paper

• Service and Maintenance Costs – Break/Fix and parts. Third party, service and support agreements

• Power Consumption – All hardware on a 24/7 basis

Tip: Avoid utilising an interested party to calculate the TCO, as sharing the current cost information will undermine the process of obtaining the best service provision at the right price. In addition, the current costs should take into account a full 12 month period.

CALCULATING THE PRINT VOLUME

It is necessary to calculate the current consolidated print volume in order to ascertain and compare the current and future state costs for mono and colour impressions. It is also an essential component in determining the total number of devices required as part of the MPS.

Another benefit of this information is that it can be used as a reference point to demonstrate how reductions have been achieved since implementing the MPS. However, fluctuations in business activity will potentially dilute the relevance of the comparison over time.

Calculating the consolidated print volume can be difficult if different departments and vendors are responsible for managing the current output environment. I.e. if the copiers, scanners and faxes are supported by the Facilities Department, whilst desktop printers reside in IT.

However, software programs can assist with obtaining this type of information. Alternatively, meter readings can be manually obtained by physically visiting each device on a monthly basis, ideally over a three month period. This information can then be used in conjunction with paper consumption to project and validate an approximate annual print volume.

Tip: Ensure that any assumptions are clearly stated for current state e.g. figures for double sided, volumes for faxes etc, so that they can been effectively challenged.



EMPLOYEE TO DEVICE RATIOS

Employees to device ratios are used to define the distribution of devices in the current and future state models. For example, an organisation may currently have a 4:1 employee to device ratio and an aspiration to move to a 12:1 ratio. However, the big question is what is the most appropriate target ratio?

This question becomes particularly pertinent when each vendor involved in the tender process potentially recommends a different target ratio, as comparative analysis between vendors becomes extremely difficult. Especially as the type and capacity of each devices contained within each of the proposals is also likely to be different.

A practical approach to managing this situation is to provide print volume information within the Request for Information, so that the vendors can provide estimated ratios, along with the quantity and type of the devices associated with each ratio. The buyer can then use this information to stipulate ratios as part of the Request for Pricing.

For example, within the Request for Pricing the buyer could stipulate that pricing should be provided for three different ratios, such as 12:1, 16:1 and 18:1, of which 75% of each ratio is to contain MFDs capable of 45 pages per minute, and 25% is to contain desktop printers with duplex capability.

ASCERTAINING DEVICE UTILISATION

Ascertaining device utilisation is all about understanding how much printing capacity exists within the organisation, with a view to utilising it more effectively. Obtaining the usage within an existing managed service should be relatively straightforward, as the vendor should be able to provide the necessary information.

However, an alternative is to take monthly readings from each output device (manually or via a networked software tool) that can then be compared with the manufacturers recommended monthly page volume. Alternatively, it is possible to roughly estimate print volumes from the consumption of paper and/or toner.

This is an important exercise for understanding the printing habit of the organisation and to support comparative success at a later date. Equally, it will help qualify a print volume baseline for a tender process.

EXISTING ASSETS

Identification

An important component of the current state analysis is the mapping of devices to floor plans. There are four reasons for this; the first is that whilst a network management tool can discover devices on the network, it is unlikely that the software will know the actual location to the devices.

Secondly, floor plans and asset details will be required by potential vendors as part of a tender process. However, ensure that vendors sign a non-disclosure agreement before handing over floor plans, as they must not fall into the wrong hands and potentially compromise the security of the organisation. Thirdly, it is important to ascertain the quantity and type of devices in circulation, specific to their manufacturer.

Finally, a visual representation of device locations and their density, or lack of density, will help with creating a compelling argument for change and for tracking the transformation process.



Tip: Software is available to assist with the device tagging process but a cheaper option is to import the floor plans into an application such as PowerPoint and then overlay coloured reference points, which relate to device specific information.

Optimisation

Optimisation involves identifying old and inefficient devices and ideally removing them. It also requires the buyer or vendor to identify underutilised devices for relocation, taking care to ensure that the remaining devices have the appropriate functionality and capacity.

Consideration should also be given to the ownership status of those assets that are still considered to be viable resources. This is because the option may exist to transfer ownership to a vendor in order to consolidate all office printing expenses and to effectively relinquish direct ownership of the output environment.

If the intention is to pass the total cost of ownership to a vendor then it is just a matter of agreeing a fair price for any economically viable assets. This will represent a cash injection to the organisation and will mean that future printing costs will be consolidated, centralised and subsequently more visible.

Alternatively, if the buyer wishes to retain ownership and to continue using their assets then it is a simple task to include the service and support requirements into the MPS. Just be mindful that as the devices are replaced, the cost base of the MPS will increase along with the associated cost for impressions.

HARDWARE SPECIFICATIONS AND PERFORMANCE

Historically, the measure of performance for a copier or desktop printer was presented in terms of how many pages a device could duplicate in a minute, such as 45 or 55 PPM. However, in a modern context this is only half the equation, as performance has to take into account the processing and multitasking capability of a device, across various file types, such as PowerPoint, Word and PDF.

It is therefore necessary to obtain comparative performance information or to test a range of devices internally. The importance of this approach is simple, the better the device performs the greater then the return on investment in the long term, via better support for the business process.

THE APPLICATION OF TECHNOLOGY

There are numerous technology solutions that can be purchased to compliment a MPS. These applications monitor devices and apply rules to the way in which print is supported and managed. For example, toner can be replaced on a just-in-time basis and Emails that often contain an element of colour can be redirected to a mono printer. Equally, large print-runs destined for a desktop printer can be redirected to a central print room.

However, on the basis that software can account for 50% of the hardware costs, it is important to isolate the cost of the software and to clearly determine how value will be derived, as an integral part of the output strategy and solution design.

Those applications that monitor devices typically provide the ability to:

• Discover and remotely configure devices

• Perform remote monitoring and trouble shooting

• Track usage



Those applications that manage the printing process will provide functions such as:

• Printing via a rule base process

• Redirecting jobs to the most appropriate output device

• Recording printer usage and tracking costs

• Managing the billing and reporting process

• Secure printing in conjunction with access controllers, such as swipe cards and biometric readers

• The ability to release jobs on any internally distributed device

• Transforming data into alternative formats

IMPORTANT OPERATIONAL INITIATIVES

As we have learned, the core objective of a MPS is the reduction of devices and the introduction of technology to drive efficiencies. However, there are also a number of operational objectives that will substantially contribute towards a more cost effective and productive output environment:

Direct allocation of printing costs The direct allocation of printing costs will make budget holders accountable for reducing the office printing overheads. It will also accelerate the pace of change to a MPS.

Implement a decision making and control process for introducing new output devices Centralising, controlling and restricting the purchase of new devices is an essential step in reducing the cost of print. New devices should then only be introduced following analysis of the target environment. I.e. consider the option of reconfiguring the target environment to distribute capacity and increase utilisation.

Control and limit colour printing Desktop colour printing is substantially more expensive than mono printing and consistently making stakeholders and employees aware of this fact will have its benefits. Reiterate this fact at every opportunity and put notices on devices to remind employees.

Make duplex printing a default function across the organisation Duplexing (double sided printing) will substantially reduce the amount of paper consumed within the organisation and assist with achieving cost reduction and sustainability objectives. Equally, if you do not print it, you will not pay for it!

However, not all output devices have duplex capability, so make sure that those that do are evenly distributed and make sure that all new devices have duplex capability.

Mandate or encourage employees to use ‘Print and Hold functionality’ (AKA Secure Print) where possible The standard print and hold functionality relates to those devices (primarily MFDs) that have the ability to hold a job on a device, awaiting the document owner to enter a PIN in order to delete or print the job.

This is a fantastic feature that can significantly reduce cost and waste, however, be careful as it is not totally secure in all instances and should not be promoted as such. If a high level of security is required then it would be best to evaluate a third party solution.

Transform the culture Educating employees and encouraging them to change the way in which they manage information and print is a difficult yet necessary objective. This is achieved by consistently communicating with employees and helping them to work smarter.

It is therefore worth considering having onsite engineers performing a dual role of engaging with employees when they visit devices, as this will increase user education and satisfaction. In addition, it may be viable to sacrifice



some saving in favour of a dedicated customer service representative that will routinely roam the estate assisting employees with making the most of the MPS.

MANAGEMENT INFORMATION

Long-term, mutually beneficial partnerships can only be achieved when the buyer and the vendor agree in advance how success will be managed and measured. An MPS solution is all about quantity and quality, so key performance indicators must be developed for both aspects in order to make the appropriate decisions at the right time, and to effectively respond to the environment on an ongoing basis.

However, reviewing and absorbing complex management information can be challenging within a busy working environment. It is therefore important to make the process more efficient by encouraging the vendor to provide a synopsis of the management information along with their recommendations.

In addition, it is useful to provide the key users with a distilled version of the management reporting. A major benefit of this approach is that it will encourage the vendor and key users to think more strategically by becoming more accountable for driving change and continual improvement.

Here are some suggestions for the weekly and monthly reporting format that easily be distilled down into quarterly and annual performance reviews:

Weekly Reporting

• Innovations and Suggestions (Specific, Measurable, Achievable, Realistic, Time-bound)

• Targets and Deliverables (SMART)

• Risks and Concerns

• Sustainability

• Compliments and Complaints

• Any other business

Monthly Reporting

• Include the Mission Statement

• Synopsis of the Management Information

• Weekly reporting content

• Management Information and Key Performance Indicators

• Billing and invoice reports

• Site changes

Monthly Reporting – Internal Client Specific

• Include the Mission Statement



• Risk and Concerns

• Sustainability




• Management Information

Strategic Quarterly Reviews

The primary purpose of the SQR is to discuss the services, ongoing relationship and the strategic business objectives. The agenda should include:

• Review of the service level reports and trends for the quarter

• Review of the overall service and financial performance

• Review of open issues and their resolution timeline

• Review of the transition timeline

• Review and discuss potential rate changes


The primary purpose of the annual review is to discuss:

• The performance of the contract

• Innovations and opportunities

• Review pricing

• Discuss technology changes that may impact the MPS

SERVICE LEVEL AGREEMENTS

Service level agreements (SLAs) are agreements or contracts with vendors that define the service they must provide and the level of service to be delivered, along with the responsibilities and priorities. SLAs should be clear and well defined. Typically SLAs contain:

• the service being provided

• the standards of service

• the timetable for delivery

• respective responsibilities of vendor and customer

• provisions for legal and regulatory compliance

• mechanisms for monitoring and reporting of service

• payment terms

• how disputes will be resolved

• confidentiality and non-disclosure provisions

• termination conditions

MITIGATING THE NEGATIVE PERCEPTION OF MFDS

Users of MFDs generally consider them to be more complicated and unreliable than desktop printers. This perception exists primarily because MFDs are utilised more effectively within a MPS and they also have a longer



paper path, which has the net effect of increasing the number of jams per device. Also, clearing a jam from multiple locations within a MFD is substantially more difficult than with a conventional desktop printer.

MFDs are also more capable and subsequently more complex than desktop printers, so printing onto letterheads is probably not as straightforward as it once was and users may be required to use the bypass, rather than a dedicated input tray.

As a consequence, much must be done to maintain a positive perception of the MFDs. This requires making sure that staff education and care programs are put in place that exceed the typical introductory training sessions and web guides provided as standard by most service providers.

It is far better to provide the initial in-place training for a few user specific functions and to utilise onsite engineers to play a dual role of on the spot training and to encouraging user feedback when visiting devices. The feedback from the onsite engineers should then make its way into the management reporting process, as this is an effective way of ascertaining user satisfaction in support of continual improvement.

HEALTH AND SAFETY

It is important that organisations make it clear that employees should attend training sessions for the devices that they will be using. This is because MFDs in particular contain extremely hot parts that employees will come into contact with when clearing paper jams.

When situating devices it is also important to consider the effect of noise on employees because large devices with collators can be extremely annoying. Position these types of devices carefully and consider installing acoustic shielding in some instances.

COPYRIGHT AWARENESS

Copyright is one of the main types of intellectual property relating to the right to prevent others from copying or reproducing someone's work. It is an infringement of copyright to do any of the following acts without the consent or authorisation of the copyright owner:

• copy it

• issue copies of it to the public

• rent or lend it to the public

• perform or show it in public

• communicate it to the public

It is therefore necessary to inform employees about copyright in order to protect themselves and the organisation. A practical strategy for addressing this situation is to liaise with the legal department and to develop signage for each printer/MFD.



SUSTAINABILITY

Whether or not you agree that humans are causing detrimental changes to the environment, there are many people that do, and those people exist as employees and shareholders. So, why not harness their passion for change by engaging with them and generating positive PR for the MPS and the organisation.

Develop communication strategies that lets employees know why reducing output devices and using more energy efficient printers/MFDs is a step in the right direction. In addition, inform employees about the benefits of duplex printing and ‘print and hold’ functionality, along with communicating any associated successes.

Action Not Just Words

Simple actions, such as always having the environment as a discussion topic for engagement meetings and presentations will make a difference. In addition, posting signage on devices in common meeting areas will help to remind and encourage employees to play their part.

An important objective is to make employees understand and take responsibility for their role in the improvement process and to make them aware that the problem is not just that of the organisation.

Here is an example communication:

Reducing the consumption of paper improves environmental performance and saves money. Please help us protect the environment by:

1. Defaulting printers to double sided printing (Duplex). – Speak to the IT department first! 2. Set the ‘Print and Hold’ (AKA Secure Print) function as a default 3. Print only the required pages, rather than entire documents 4. Utilise electronic forms, reports, communication and data storage technologies whenever possible

Paper is far too useful to eliminate it completely from the work place; however, with your help we can significantly reduce consumption and make a positive impact on the environment.

So far, we have collectively managed to reduce paper consumption by 15%. This equate to . . .

Thank you. Buyers Name and Contact Details

PERIODIC SATISFACTION SURVEYS

Surveys are an important aspect of managing a MPS that should take place periodically. However, be mindful of other functions within the organisation that may also generate surveys, so as not to overwhelm employees with an uncoordinated process. Here are some guidelines for creating the survey:

Get personal. Add some personalisation to your invitations like the recipient’s first name or department.

Immediately let the recipients know why they have been contacted. Let your audience know right up front why you are contacting them.

Give them a clear benefit. Clearly state how participation will benefit the recipients personally.

Specify the survey length. Let the recipients know how long it will take to complete the survey. Ideally, this should be no longer than 10 minutes.

Specify a closing date. Specify a reasonable amount of time to complete the survey.



Make it easy to get started. Make sure that the survey link is highly visible.

Finesse with final touches. Thank the participants in advance and end with a real person’s name and contact information.

Keep the survey short and ask the respondent to provide their name, but do not make it mandatory. Here are some potential questions. How satisfied are you with the:

1. Performance of the devices that you use? 2. Capability of the devices that you use? 3. Resolution of faults? 4. Attitude and knowledge of staff? 5. Ongoing engagement and information sharing process? 6. Signage on and around printers? 7. Paper deliveries? 8. Toner replenishment process? 9. Service and support overall?

The response headings should be Very Satisfied, Satisfied, Indifferent, Dissatisfied, and Very Dissatisfied

In addition, the following question is great for gauging the perception of the MPS:

If the Managed Print Service were commercially available to the outside world, would you recommend it to your friends and family? A simple ‘Yes’ or ‘No’ request will be adequate!

Tip: Do not forget to send a reminder within a couple of days and potentially try a different subject line.

LEGAL AND COMPLIANCE

Many organisations are under pressure to meet government regulatory and compliance requirements, such as Sarbanes-Oxley, the Data Protection Act and MiFID. Consequently, ensure that the MPS solution design is fit for purpose and that all the controls are in place to meet the requirements specific to the organisation. Of particular relevance is information security and the ability to maintain an audit trail for the document transmission and receiving process.

ADDITIONAL CONSIDERATIONS

There are a number of additional considerations and opportunities that arise when considering a MPS. These range from the impact of a MPS on print room volumes to taking a more holistic view of the internal and external design and printing processes. However, the main point here is that the MPS should not be considered in isolation and the following sections draw attention to this requirement.


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The Future: Innovation and Integration

Print Rooms and Convenience Printing

The inclusion of Print Rooms as part of MPS solution would certainly be a sensible approach to leveraging print costs and reducing the management overheads within a more integrated solution. It will also help with providing visibility to the changing dynamics between print rooms and distributed office printing.

MFDs change the dynamics because they provide much greater capability to produce finished documents locally, via features such as online collation and stapling. This coupled with the need for greater information security and speed, naturally encourages users to print more locally.

Many organisations utilise software to drive higher volume to seemingly more cost effective Print Rooms. However, if the cost of office printing has substantially reduced via a MPS solution, then it may actually be more cost efficient and productive to encourage local printing.

Designing and Planning for Print

Improving the design, planning and integration of multiple communication processes can deliver substantial benefits. This approach primarily involves analysing the whole supply chain and then formulating an innovative strategy to ensure that the communication process is efficient and leveraged from a cost and brand perspective.

Consolidating and integrating design and print can increase ROI by promoting cross-sell opportunities and also with the repurposing of information for multi channel delivery. Furthermore, greater line of sight will enable buyers to leverage the economies of scale associated with commercial print and distribution. Collectively, this will have a positive impact on sustainability and brand perception.

Workplace Strategy and Social Capital

The introduction of Third Space (Hot Desking), Sustainability and MPS initiatives are substantially changing the working environment for many people, all of which has an impact on how individuals feel about their employer and subsequently how they perform. It is therefore essential that a MPS solution effectively supports employees and the business process.



THE MPS CHECK LIST

1. Develop a mission statement and a compelling business case 2. Establish a high and broad level of sponsorship by engaging with stakeholders, as early as possible 3. Engage the appropriate resources to work on the solution design 4. Centralise the strategy, procurement and control processes relating to office output 5. Implement operational initiatives, such a duplex printing and ‘print and hold’ functionality 6. Diligently compile a ‘total cost of ownership’ for the current state 7. Map device locations and their particulars onto floor plans 8. Calculate the current annual volume for mono and colour impressions 9. Undertake a current state survey 10. Produce a draft Service Level Agreements to drive the requirements of the RFI, RFP and contracting process 11. Encourage ambassadors for the MPS solution and keep them informed and engaged 12. Introduce a centralised control and review process for new device requests 13. Decommission old and inefficient devices 14. Identify underutilised devices and relocate them where they will represent the most benefit 15. Implement a technology solution that will monitor and potentially apply rules to the printing process. 16. Manage toner and consumables more efficiently 17. Develop structured questions for the RFI and RFP to aid comparative vendor analysis and selection 18. Specify a comparative baseline for hardware and software requirements 19. Ensure that information security is a strategic priority 20. Document sustainability objectives and tactics 21. Set visibility and control objectives that promote performance and continual improvement. 22. Issue periodic satisfaction surveys

Visualising the Change Process



VENDOR EVALUATIONS AND SELECTION

Evaluating and selecting a vendor for a MPS is a complex and demanding process that requires a structured and systematic approach throughout the tender process. This is due to the overall importance of the project and the multitude of potential options that are associated with contracting for the appropriate solution.

At the outset, establishing a baseline for comparative analysis is an imperative objective. This is achieved by requesting structured responses to questions within Request for Information and Pricing. The importance of this is that it will reduce ambiguity, subjectivity and personal bias within the evaluation and decision making process.

It is also necessary to consistently stipulate the requirements and expectations of the organisation throughout the tender process. This will assist the vendors with formulating their proposals and also keep the decision makers within the organisation focused on the core objectives.

In addition, taking a systematic and structured approach to the contracting process will minimise conflict and enhance the potential for a mutually beneficial partnership throughout the life of the contract. It will also minimise onerous administration, if or when contract amendments are required.

Tip: It is worth considering meeting with at least some of the potential vendors to discuss your ideas before issuing a Request for Information. In addition, ask all the vendors to sign a non-disclosure agreement at the initial stage.

Visibility and Control – The need for Consolidation and Control

LABOUR LAWS

When considering making changes to a service provision that will have an impact on people, it is important to engage a Human Resources function at the earliest opportunity. This is to ensure fair-process is maintained throughout the transition and to minimise the potential for litigation.

Cross border changes can be particularly challenging, as the labour laws and requirements for handling the change process will be different in each country. Due to this situation, it can become particularly frustrating that the pace of change may vary significantly in each location.



THE REQUEST FOR INFORMATION AND PRICING

The Request for Information is an important tool for building a shortlist of only those vendors that should be included in the tender process; it is also a great opportunity to generate ideas and questions to be included in the Request for Pricing.

The Request for Pricing must establish a baseline in order to be able to critically evaluate vendor responses and limit subjective evaluation and personal bias. The RFP should also effectively encompass the requirements and expectations obtained via the stakeholder engagement process and current state survey.

Establishing a Baseline

The objective of this approach is to narrow the gamut of comparison and to identify only the essential components for inclusion in the RFP. The benefit is that it will avoid a situation where it is impossible to critically analyse and compare vendor responses to the tender process, due to verbose and unstructured responses to questions.

Asking open questions that require structured responses will substantially improve the vendor selection process and the quality of the solution design. Here are some examples:

Innovation and Continual Improvement (RFI Question)

The provision of innovation and continual improvement are key requirements of the service delivery model.

State and prioritise the top three actions your company would undertake to consistently deliver innovation. (No more than 20 words per item)

State and prioritise the top three actions your company would undertake to consistently deliver continual improvement. (No more than 20 words per item)

Equipment Specification and Costs (an RFP Question derived from responses to the RFI)

State the mono impression cost for a person to device ratio of 12:1, 14:1 and 16:1, using the following equipment specification. Do not include paper, support and software costs in this pricing.

All devices should have automated degaussing/image overwriting software installed.

75% of the mono devices must be capable of:

1. Printing at 45 pages per minute 2. Printing Duplex 3. Printing A4/A3 4. Network faxing and scanning. 5. Collation and sorting

25% of the mono devices must be capable of:

1. Printing at 35 pages per minute 2. Printing Duplex 3. Printing A4

The vendor will require additional information to be able to answer this question, such as the consolidated print volume, the number of employees by location, service expectations and the organisations preference for managing the existing assets.



Tip: Use the Service Level Agreements section as a guide to producing an outline of your own SLA, which in-turn can be used as a prompt for creating structured questions for the RFI and RFP.

Hardware and Software

Maximising savings and short-term liquidity are laudable and important objectives; however, it is important not to sacrifice too much flexibility when it comes to introducing new devices and technology throughout the life of a contract.

An effectively utilised MFD will become noticeably problematic after approximately three years, which will mean that jams and break/fix incidents will become more frequent and user perception will decline. This situation will be particularly problematic if multiple machines of the same age start to consistently fail in close proximity to one another.

Having a standard replacing criteria for non performing devices does not mitigate the problem. This is because the contractual replacement criteria will have to be met and this will take time to validate. In addition, unless otherwise contracted, the substitute device is not likely to be new; it will only be of a similar type and age.

Advances in technology will enhance the business process and subsequently increase the return on investment. It is therefore important to ensure that those who are most likely to benefit from technology advances are able to do so at an appropriate time.

An option for addressing this situation is to clearly define and negotiate a partial upgrade at the end of three years with the objective of implementing the option or requesting a rebate during year four and/or five.

Labour

Service and Support

The amount of human resources assigned to an MPS solution will obviously have an effect on the total cost. Some of the costs will be tangible, such as onsite support staff, whilst others, such as roaming engineers, will not. It is therefore necessary to understand the underlying costs associated with each option and decide which combination represents the greatest overall value.

Flexibility

Volumes rise and fall and businesses shrink and grow continuously, so it is important to include staffing flexibility into the contract and to encourage the vendor to manage the labour resource efficiently. This includes, potentially limiting the organisations exposure to redundancy payments.

Compliance

It is highly likely that the vendor’s staff will have to comply with certain policies and procedures that relate to the organisation. It is therefore important to ascertain how the vendor will continually keep their staff informed and compliant at all times. Clearly, it is also necessary for the buyer to keep the vendor up-to-date.

Tip: Consider asking for a separate pricing model for small locations, as it may make sense to directly attribute the real cost of printing these locations.



INFORMATION SECURITY

The way in which information is managed and secured is of immense importance, as failure to protect information can have serious financial and reputational ramifications. It is therefore essential that organisations have a control mechanism that directly relates to the MPS. The following information will assist with understanding creating processes and procedures as part of an information security policy.

Passwords

The default administrator password/pin should be reset on each device when installed and changed on a periodic basis. Failure to do this will at the very least allow the potential for the service to be disrupted.

Installing and Removing Devices

Devices must be installed and removed in a controlled way. This is a primary consideration throughout the IMACD activities and the control procedure must be rigorously managed. Here are some considerations:

1. Change administrator passwords upon installation of a device 2. Regularly apply up-to-date firmware and security patches 3. Implement automated degaussing software that will systematically scramble the hard drive 4. Enable Email-to-Self and block the ability to send to External Email 5. Purge Secure Print (print and hold) jobs within a set period 6. Disable the Fax Modems that are linked directly to a telephone line 7. Establish a secure hard drive disposal process 8. Undertake period Risk Assessment of MFDs and Desktop Printers 9. Disable the web browsers that are resident on devices 10. Provide awareness and training 11. Make someone accountable for maintaining information security 12. Keep a record of the control process and historical actions for each device

The Secure Print Feature

The standard Secure Print feature is not secure in all instances and should only be used as a mechanism to reduce waste. For a robust secure printing solution, consider utilising a third party products that restricts document access in conjunction with a PIN, proximity, Smart Card or biometric identification.

Email

The Scan-to-Email feature is a potential risk where there is an inability to ascertain the sender and maintain an audit trail.

Scan-to-File

The Scan-to-File feature is a potential risk where scanned documents are stored in an unmanaged or shared repository.

Firmware and Security Patches

Devices should be kept up to date with firmware and security patches in order to maintain a secure environment. This approach is comparable to applying essential updates on a PC.



Analogue Fax Modems

Devices capable of sending analogue faxes are a potential security risk because the content of the transmission is not stored, logged or archived. In addition, there is the potential for unscrupulous individuals to penetrate the organisations network when the device is simultaneously connected to the internal network.

Secure Media Disposal

Care must be taken before returning or disposing of any device containing resident memory, such as a hard drives. Here is a suggested process for securing devices prior to removal or disposal:

1. Securely remove all information from the drive before the drive leaves the premises. Some devices have built-in software to help with this process. If not then it may be necessary to destroy the hard drive

2. Create a documented audit trail for the removal of any output device. Records should include the model and serial number, the original location of the device and sign off from the person(s) that carried out the procedure

3. Make individuals accountable for the control process Tip: If the preference is to destroy the hard drive associated with a leased device, bear in mind that a cost may be incurred to replace the drive. This is irrespective of whether the lease has expired or not.

In addition, consider implementing and communicating the following protocols:

1. Documents should not be left unattended on any printing devices 2. Offsite service engineers should be accompanied at all times 3. Unattended paper documents should be removed prior to servicing a device 4. Risk assessments should take place periodically

The Onboard Web Interface

It is possible to access MFD’s and many modern printers via a web interface by using an IP Address and information security officers can become uncomfortable with this situation.

The expert opinion on this topic is that the underlying the web server could potentially allow an attacker to run code from an unexpected location (e.g. a printer) or allow unexpected access to information, such as scanned documents. However, this is quite unlikely and should probably only be considered a potential threat in high security environments.

On another level, it may be possible to change the configuration of a device, such as changing the default paper orientation, language, or other settings. However, the precise degree of a potential problem is somewhat governed by what the device can actually do.

In general, if the device is in a sensitive environment or is used to interact with potentially sensitive information, it would be good practice to disable the web features. On the other hand, if there is a strong need for the web interface then it may be possible to explain the threat to the user community and live with the risk.



OPERATIONS MANAGEMENT

Partnerships are essential to achieving operational success, as neither the buyer of the vendor can succeed on their own. It is therefore important that the service provision is clearly stipulated, so that there is an ongoing parity between the expectations of both the vendor and the buyer.

It is also necessary to encourage the vendor to innovate within practical financial boundaries, as this is the foundation of continual improvement that should be reflected within the management reporting process and the communications to all the key stakeholders.

The following section will therefore provide guidelines for maintaining a healthy relationship and service that will satisfy it users, now and in the long-term.

VENDOR MANAGEMENT

Vendor relationships must be managed with appropriate controls to protect the organisation, its shareholders and its clients. Subsequently, the following information should be considered for inclusion in the organisations operational procedures:

Control

Roles and Responsibilities – Formalise who will be directly responsible for managing each element of the MPS.

Accountability – Formalise who will be clearly accountable for the service provision and vendor relationship.

Financial Authority – Set and periodically review financially approval limits. In particular, ensure that whoever approves the invoice understands the contractual arrangements and performance criteria.

Critical Processes – Document the critical processes and the associated key contacts.

Records Management

Documentation – Retain and store documentation relating to the vendor management process.

Storage – Establish a shared resource for information relating to the vendor management process. This should include such things as the contract and service level agreements.

Communications

Meetings – Stipulate regular meeting schedules and the level of participation required at each meeting

Issue Management – Document a reporting, escalation and communication process.

Information Security – Document a reporting, escalation and control process.

Service Level – Confirm a process for communicating, documenting and escalating service level issues.

Health & Safety – Documented and communicate H&S issues to key stakeholders.

Vendor Capability – Continually evaluate and communicate potential risks associated with the vendor’s ability to support the organisation.



Quality of Service and Support

Performance Metrics – Consistently evaluate service level compliance and identify efficiency opportunities.

Feedback/Complaints – Ensure that all feedback and complaints are fed into the management reporting process.

Recognition Programmes – Recognise the importance of motivating employees and evaluate the vendors approach to enhancing performance and continual improvement.

Sustainability – Ensure that Specific, Measureable, Achievable, Realistic and Time-bound objectives are contained within the management reporting process.

Monitoring

Contract Status – Be aware of the contract status and plan for contract reviews and renewals.

Quality Assurance Reviews and Audits – Undertake a structured approach to auditing the vendor on a scheduled basis. Ensure that insurances are renewed.

Continuity of Business – Develop an appropriate and cost effective CoB plan.

Third Party Information and Security Assessments – If the vendor is managing confidential information then make sure that they are doing so in a resilient and effective manner, by periodically undertaking a security assessment.

Background Screening of Onsite Vendor Staff – Make sure that the vendor maintains an effective background screening process.

Changes to Service

Process Changes – Process changes must be agreed, documented and communicated to the appropriate stakeholders.

Vendor use of Fourth Parties – All fourth party vendor relationships must be pre-agreed in writing by the organisation.



SERVICE LEVEL AGREEMENTS – CONSIDERATIONS

DEVICE BREAK/FIX SERVICE

Consideration will need to be given to the type of service required and in particular response times, as this requirement has a direct impact on staffing levels, cost, and the users perception of the MPS. In addition, take into account exactly how the support engineers will be utilised. I.e. will they be providing on-the-spot training?

Response times should be considered in terms of the first visit (evaluation and potential fix), and a potential second visit to replace non-stocked parts. Finally, the concise criteria for replacing consistently problematic devices will need to be confirmed. It is also worth considering how any out-of-scope devices and paper will be supplied and managed.

Key performance indicators should be carefully monitored in all instances and in particular when they relate to remote locations where the vendor is using a third party to provide service and support. Online visibility to KPIs would certainly be advantageous for managing a MPS.

INSTALL, MOVE, ADD, CHANGE AND DISPOSE (IMACD)

Consider when IMACD activities are likely to take place and negotiate the price accordingly. For example, if large scale office moves often take place on the weekend then ensure that this requirement is negotiated, priced and factored into the contract.

It is also important to confirm interdependencies and ensure that everyone understands how devices will be handled, as it may be unacceptable to have the facilities support staff move devices. Equally, there needs to be a controlling function that ensures that data and power points are available in the appropriate locations.

MFDs in particular are large and generally noisy devices, so it is important to carefully consider where they will be placed and also if any acoustic shielding will be required. An employee will not remain an advocate of the MPS if they constantly have a collator clunking away next to their desk.

Information Security is a primary consideration throughout the IMAC-D activities and a control procedure must be in place that is rigorously adopted. Here are the considerations:

1. Change administrator passwords upon installation of a device and on a scheduled basis 2. Regularly apply up-to-date firmware and security patches 3. Implement automated degaussing software that will systematically scramble the hard drive 4. Enable E-Mail-to-Self and block the ability to send to External Email 5. Purge Secure Print (print and hold) jobs within a set period 6. Disable the Fax Modem that is linked directly to a telephone line 7. Establish a secure hard drive disposal process 8. Undertake period Risk Assessment of MFDs and Desktop Printers 9. Disable the web browsers that are resident on devices 10. Provide awareness and training 11. Make someone accountable for maintaining information security 12. Keep a record of the control process and historical action for each device

Tip: everyone must be aware that printers are common property and no longer belong to departments or individuals, and should not be removed during restacks.



ASSET LIFECYCLE MANAGEMENT

The vendor should effectively track the type and location of each device and be able to provide machine specific metrics. This information is particularly useful when presented on a monthly basis and when filtered by consistently problematic and under/over utilised machines.

TONER AND CONSUMABLES MANAGEMENT

Toner and consumables should be replaced based on network alerts that inform the vendor to take action, however, do not forget that the user of the existing service will need to be informed about changes to the way in which toners are to be managed. Furthermore, the procurement function will also need to remove toners from any internal online ordering systems.

DEVICE STANDARDS

Manufacturers and Models

In a modern context it is important to ascertain the overall performance capabilities of devices, which includes processing, multitasking and the print capability across various file types, such as PowerPoint, Word and PDF.

Functionality and Features

When establishing a baseline for the contracting process, state the distribution of devices and their associated capabilities for purposes of comparative analysis. For example:

1. All devices should have automated degaussing/image overwriting software installed.

2. 75% of the mono devices must be capable of:

1. Printing at 45 pages per minute 2. Printing Duplex 3. Printing A4/A3 4. Network faxing and scanning. 5. Collation and sorting

3. 25% of the mono devices must be capable of:

1. Printing at 35 pages per minute 2. Printing Duplex 3. Printing A4

HELP DESK INTEGRATION

The provision of a help desk may include a combination of onsite and offsite resources. This will mean that facilities will need to be provided on site in the form of office space and computer equipment. In addition, the vendor will potentially require the ability to monitor devices through the organisations firewall.



It is important to bear in mind that a preferred vendor may not be resident in all of the organisations office locations, and will therefore need to utilise a third party to provide support. This being the case, it is important to understand how the vendor’s third party support will be managed and integrated into the visibility, control and reporting process.

Information Security

It is important to make information security a priority, so start talking with the vendor and the IT department at the earliest possible opportunity. Agree the system access limits and protocols for the vendor’s permanent and temporary staff. Also, make sure that any firewall restriction will still allow the service to perform at optimal levels in all locations.

Telephone Support

If the vendors main help desk for taking service calls is situated off site then it will be necessary to agree who will bear the cost of calls. Device monitoring tools will minimise the need for employees to call a help desk but it may not eradicate it altogether. If it transpires that calls to the help desk are taking place then the vendor must develop strategies to reduce them, especially if they are not picking up the call costs.

In addition, ask for a summary of service calls placed by phone to be included in the monthly reporting, as this may provide an interesting insight into how the service provision is working on the ground. This is of particular importance when it comes to smaller, remote or regional offices that do not have on site support.

HARWARE AND SOFTWARE TOOLS

The vendor will need to deploy software and potentially hardware to interact with the organisations infrastructure. This will most likely mean that the IT department within the organisation will want to review the solution prior to deployment. This can be a time consuming process that may require changes to the vendors preferred configuration.

From a contractual perspective, it is important to formulise the responsibilities and processes for keeping the vendor solution up-to-date with the necessary maintenance and security patches that become available over time.

TONER COLLECTION

Coordinating the timely removal of the current toner on site and its removal needs to be a well orchestrated activity. You will need to provide multiple opportunities and methods to return toner. Ensure that new and old tone is clearly identified. In addition, toner should be cleanly identified as printer, fax, typewriter or plotter.

OPTIMISATION

It will be necessary to provide the potential vendors with site access and the following information in order to formulate a proposal:

• Current state print volume

• Number of employees in each location



• Device types and locations

• Specific requirements and expectations of the organisation

• Initiatives and solutions that are already in place. e.g. mandated duplexing and rules based printing

A potential vendor may be prepared to assist with obtaining this information; however, be careful not to disclose any of the current costs, as this will have an impact on the negotiating power of the buyer.

TRAINING AND USER EDUCATION

Training and user education are essential to maintain a positive perception of a MPS and therefore should be carefully considered, planned and integrated into the solution design. In addition, it is important to help employees make informed decisions about avoiding printing as much as possible.

From a health and safety perspective, new employees will need to understand how to use their devices safely. MFDs in particular cause the user to come into contact with extremely hot parts when clearing jams. Clearly, it is important that employees know how to minimise the risk.

It is also worth considering having on site engineers perform a dual role of engaging with employees when visiting devices. Including a roaming customer services representative to continually engage and educate employees should also be considered. This is also an effective way of obtaining user feedback for inclusion in the monthly reporting process.

THE GOVERNANCE MODEL

The reporting and governance model is essential to maintaining mutually valuable relationships with users of the service and the vendor. So, here are some suggestions for structuring the reporting process:

Weekly Reporting

• Innovations and Suggestions (Specific, Measurable, Achievable, Realistic, Time-bound)



• Sustainability


• Any Other Business

Monthly Reporting

• Mission Statement


• Weekly Reporting Content and Key Performance Indicators


• Billing and Invoice Reports

• Site Changes

Monthly Reporting – Client Specific

• Mission Statement






• Sustainability




The primary purpose of the SQR is to discuss the services, ongoing relationship and the strategic business objectives. The agenda should include:

• Review of the service level reports and trends for the quarter

• Review of the overall service and financial performance

• Review of open issues and their resolution timeline

• Review of the transition timeline

• Review and discuss potential rate changes


The primary purpose of the annual review is to discuss:

• The performance of the contract

• Innovations and opportunities

• Review pricing

• Discuss technology changes that may impact the MPS

Thank you for purchasing this guide and I hope that you find it to be of benefit.

Steven Hall


Managed Print Services - CIPS

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