Xerox provides a complete end-to-end system, including purchasing, requisition, print-on-demand, storage and distribution services. Bradley Company, a subsidiary of Xerox, provided Chubb with the Spectrum Plus Administrative Management System, a fully integrated document management and print-on-demand system. Spectrum Plus includes PrintLink, a software module that automatically "hands" jobs to the Xerox 6135 and DocuTech 135 Network Publishers—ordering these high-speed printers to produce desired quantities of any of 2,800 print-on-demand documents.

The Xerox solution helps Chubb manage its purchasing, channel its demand print jobs to DocuTech printers, simplify and speed its distribution, interface with internal accounting systems and communicate with vendors. The Spectrum Plus PrintLink on-demand interface fits into Chubb's existing document management systems. As part of its process innovation efforts, Chubb has built a central document repository. When a print-on-demand form is designed, a copy is stored in this repository, which resides on one of Chubb's local domains. The system recognizes the preferred fulfillment route for each item in its database, and when a print-on-demand form is requested, the PrintLink marries the job specifications and PostScript file together and submits the package to the print device.

When the printer processes the jobs, it prints a final banner page summarizing all requester and ship-to information. Print volume on these devices currently runs about three million images per month. With the Xerox/Bradley solution, Chubb has successfully combined two worlds—forms warehousing and electronic on-demand printing—to achieve dramatic savings and service improvements.

The Results are Clear

Chubb performed an internal evaluation to identify the forms that were obsolete and could be eliminated. For active forms, they determined the most economical reproduction method. Chubb was able to identify 2,700 forms it no longer needed, and save money by printing many of the remaining documents on-demand.

A shift to a print-on-demand strategy, coupled with other process improvements, reduced the number of forms in inventory from 10,422 to 5,000 and cut the number of printed pages stocked from 54 million to fewer than 20 million. The reduction allowed Chubb & Son to close its 42,000-square-foot warehouse. The shutdown trimmed warehouse staff requirements and slashed more than $1 million from annual operating expenses. At the same time, the company improved service and cut freight costs by an estimated $300,000 to $500,000 per year.

In 1998, outside printing costs were reduced from $7 million annually to $5 million annually.

 

 

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