Multi-Function Device (MFD): A Transition Model for Campus NCICU - - PowerPoint PPT Presentation

March 13, 2019

Multi-Function Device (MFD): A Transition Model for Campus

NCICU Purchasing Administrators' Meeting

Agenda

• Introduction and Background
• MFD Technology Trends
• Campus Managed Print Services
• Financial and Chargeback Models
• Campus Assessments and Implementation
• Future State

MFD Technology Trends

Multi-Function Devices have been around since 1994. At that time, photocopy and fax were used greatly in the workplace. Today, Print and Scan are more prevalent and there is great demand for all MFD’s to be a part of the campus information system network. 1994 – Xerox DC220 2017 – Xerox C8035

MFD Technology Trends

Breakdown of MFD Usage for device located in Procurement Services at Wake Forest University

Fax 0% Copy 3% Scan 33% Print 64%

MFD Impressions

Fax Copy Scan Print

97% of MFD Impressions are Print and Scan

MFD Technology Trends

Key features of new Technology:

• Workflow Scanning replaces Scan to E-mail – Ability to seamlessly scan documents to a

destination by eliminating un-necessary steps. Examples: Network Scanning, Scan to Apps (GoogleDocs, Dropbox), Scan to Enterprise Resource Planning (ERP) such as Workday or Peoplesoft).

• Printing:

 Color printing costs continue to trend lower.  MFD’s should default to B/W and double sided.  Secure print (enabler to eliminating desktop printers)  Print around – Print jobs should be able to print around jobs held for resources.

• Fax is still necessary in the workplace. MFD’s should have capability to “Print to Fax” and

“Fax to E-mail”. Fax Server technology eliminates phone lines and provides security of faxed documents.

• Copy – No significant changes in 25 years

MFD Technology Trends

New generation of MFD’s

• Intuitive User Experience – Touchscreen, IPAD like

experience.

• Benchmark Security – Information Systems (I/S) should
• wn the responsibility for MFD configuration and
• Security. Use “Cloning” to ensure all MFD’s have

standard configuration and security settings.

• MFD Apps:

 Integrate with Key Business Systems – Enterprise Resource Planning (ERP).  5th Function – Document Translation, Voice Recognition.

• Integration with Output Management Solutions (Pharos,

Equitrac/Nuance, PaperCut) as well as basic standard accounting features.

S

7

WorkCentre C8055H2 Color Printer/Copier/Scanner with Office Finisher WorkCentre C8035H2 Color Printer/Copier/Scanner with Integrated Finisher WorkCentre 6655 Color Laser MFP Print/Copy/Scan/Fax WORKCENTRE 3655 B/W Multifunctional Print/Copy/Scan/Fax Phaser 3610 B/W Printer WORKCENTRE B8075H2 B/W Laser MFP Print/Copier/Scanner with Office Finisher

MFD Configurations

A4 Models only print letter and legal (not tabloid), typically do not have automatic stapling capability and are typically about 1/3 the price of A3 models.

Consolidated Invoices/ Billing Enhanced Reporting Single Point of Contact Multi Vendor Device Management Asset Optimization Supplies/ Consumables Proactive Monitoring Break-Fix Services/ Proactive Monitoring

Continuous Improvement Partnership

* Cost Management * Dedicated Team

• Single Invoice
• ERP Integration

* Robust Reporting

Managed Print Services: Scope of Work

8

• Workday Scanning Integration
• Authentication/Follow me Print
• Print Shop

Campus Managed Print Services

MFD Purchasing and Contracting Tips

Choose appropriate SLA’s (Service Level Agreement):  24 X 7 technical support is usually not needed. Consider stipulating that vendor provides spare device(s) to minimize or eliminate 24 x 7 support.  4 hour response and 8 hour resolve should be acceptable targets.  In many cases, service issues can be resolved by phone as more incidents are software

• vs. hardware related.

 Standardized equipment allows vendor to carry frequently used replacement parts, resulting in minimal machine downtime.

MFD Purchasing and Contracting Tips

• A4 Models only print letter and legal (not tabloid), typically do not have automatic stapling

capability and are typically about 1/3 the price of A3 models.

• A 5 year contract term is the optimal business model between financial goals and technology
• bsolescence (can go longer).

 Digital Technology has longer life than Analog Technology used 10+ years ago.  Contractual language should contain a Total Satisfaction Guarantee (replacement guarantee) and should be a part of any negotiation between parties.

• Financial Models:

 Lease – Fair Market Value vs. $0 purchase option.  Rental – How much flexibility is needed? Consider 90% Lease/10% Rental.  Purchase – Dependent on your institution as well as term of obsolescence.  Cost per Copy (CPC) – Also referred to as a Utility Model. These type contracts typically require the institution to guarantee an annual volume minimum. Ensure replacement/additional devices are on your standardized list of models.  Cost per Employee (Knowledge Worker)

Internal Chargeback

11

Cost Per Copy (CPC) Base Plus Click* Hybrid – Cost Per Copy with Volume Minimum

Definition Blends the cost of equipment and usage into a Flat Cost per Copy (B/W and Color) Base Charge for Equipment and Accessories and Cost per Copy for Usage Hybrid of previous two

• ptions – the volume

minimum ensures that the Base is covered Pluses Rewards departments that have high equipment utilization Possibly the least resistance

• ption

Encourages Print migration from expensive desktop devices as all additional prints are charged at a lower rate Departments can “choose” any device as they are responsible for the base charge Minuses Penalizes departments that have high equipment

• utilization. Typically, when

volume increases the CPC should decrease Penalizes departments that have high equipment

• utilization. Typically, when

volume increases the CPC should decrease * The majority of Universities surveyed by Xerox use a “base plus click” chargeback model.

DepartmentaDDepartmental Assessments

• The overall purpose of the assessment was to allow each department opportunity

to receive updated information related to device(s) available under the new

• contract. Visually see and touch the new device(s). Then based on discussions

they were able to assess their need(s) and ultimately choose a new device(s) moving forward under the new contract.

• Discussions focused on: existing device model(s) vs. right size device model(s),

existing monthly device(s) cost vs. new monthly device(s) cost, floor model(s) vs. tabletop model(s), finisher type(s), fax card, and 3 Hole Punch.

• Additional information focused on: departmental point of contact(s), location(s),

volume per device (black & white vs. color), and consolidation consideration(s).

• The final point during the assessment focused on reaching departmental

approval to proceed with device ordering and installation.

12

Deployment Schedule

• Oct. 29th – Jan. 16th (9 weeks – Campus closed for 2 weeks during Holidays)

13

Phase I Phase II Phase II Phase III UCC ZSR Greene Hall Alumni Hall Athletics and Campus Rec Kirby Carswell Hall Reynolda Road Farrell Winston Hall Anthropology Porter Byrum Worrell Reynolda House Tribble Hall Reynolda Hall Business Charlotte Wingate Hall Benson Graylyn Conference WFDD Satellite Davis House Scales Fine Arts Olin Physics Bulding 60 Angelou

• H. S. Moore

Satellite

• Student Devices replaced during Christmas Break
• Approximately 30 devices installed per week.

Solution Development Departmental Assessments Contract Negotiations and Signature Deployment March 2018 June 2018 August 2018 October 2018 January 2019

Wake Forest University – Future State

• Device Manager – Work with Information Systems to review different solutions.
• Scanning Solutions: Workday, GoogleDocs, and Drop Box.
• Badge Authentication and Follow me Print. Complete ROI.
• Review options for existing onsite Print Shop.

Thank You

Peter Nachand – Associate Director, Procurement Services E-Mail: nachan@wfu.edu Garland Hilliard – Procurement Specialist E-Mail: hilliarg@wfu.edu