Executive Summary
Over many years, MaineHealth has grown to serve our communities with over 2000 providers, 11 hospitals and 500 clinical locations throughout Maine and New Hampshire. One side effect of that growth path was a fragmented print environment that included a number of different manufacturers and hundreds of device models.
MaineHealth's decentralized print management led to inefficiencies throughout the organization, as well as an inability to track costs accurately. Compounding the issue, without a way to quantify print costs, it was even harder to get buy-in from stakeholders at each location.
Results at-a-Glance
Specific Challenges and Pain Points
- It was difficult to stock parts and supplies for a fleet consisting of 14 different manufacturers and hundreds of unique models
- Employees were using a large number of individually dedicated printers to ensure confidentiality, which added to costs and inefficiencies
- Multiple service contracts, lease contracts, purchases, and locations made it hard to track print costs
- Repair parts were becoming unavailable for aging equipment
- Multiple stakeholders needed to agree on a comprehensive strategy
- Prior attempts to consolidate and optimize the print environment had met roadblocks
Strategic Goals
MaineHealth had the following goals for its print transformation:
- Consolidate to a single vendor with one master contract
- Standardize equipment across all locations
- Gain visibility into total print costs and volume
- Reduce the fleet by 11%
- Enhance security across each print environment by leveraging a secure/follow-me print solution
- Integrate print services with existing IT systems
- Create a sustainable, long-term print management strategy
The Marco Solution
After a competitive RFP process, MaineHealth signed a multi-year contract with our team. Here are the specifics:
Standardized Devices and Software
- HP devices to meet each location’s unique printing needs
- PaperCut’s follow-me print solution to increase security and flexibility while eliminating unnecessary devices
- Automated supply ordering, facilitated by an API integration with ServiceNow
Implementation That Balanced Speed With Buy-In
Initially, the implementation process looked like this:
- Taking over the management of MaineHealth’s existing fleet as-is
- Conducting comprehensive site assessments with floor-mapping
- Collaborating with stakeholders at each location to develop site-specific plans
- Replacing all print equipment within 18 months
- Deploying PaperCut and badge authentication across the network
- Developing workflows and integrations with existing systems to maintain all equipment, including contracted, non-networked devices
- Hiring full-time on-site technicians
An Adjustment Period
Marco’s team started the process by developing a systematic optimization schedule for assessing and refreshing each location. However, it soon became clear that an 18-month optimization timeline would put too much pressure on MaineHealth’s budget as well as key stakeholders. Another curveball? There were far more non-networked devices in use than MaineHealth had anticipated.
The new proposal? Marco’s team and IT collaborated with key stakeholders at each location to discuss device locations and print needs to reduce back-and-forth communication, keep things moving, and gain buy-in.
And, in order to facilitate supply ordering and maintenance for non-networked devices under contract, Marco brought on a new team member to make sure nothing fell through the cracks.
Fleet Management and Optimization With a Twist
Even though the original 18-month optimization timeline had proven to be unrealistic, it was still important to MaineHealth that each location could see timely improvement.
Marco then proposed a slightly unconventional solution. To ease costs and reduce print disruptions, after one location was optimized, its reliable devices could be redeployed elsewhere.
Long-Term Partnership
Marco joined regular meetings with MaineHealth’s team in order to identify and troubleshoot any points of friction for MaineHealth executives and location stakeholders.
Over the first year of partnership, regular communication has led to a more collaborative approach to problem-solving and an approach that remains proactive — not reactive.