Background

Premier Press headquarters, printing facility and fulfillment center are located in Portland, Oregon. Consisting of a 350,000 square foot warehouse and over 130 employees, they are Portland’s source for high quality print items. They have been in business for over 40 years and specialise in offset, digital and wide format printing for oversized graphics. In the last year, OMEP assisted Premier in transitioning to a new building by creating a slew of additional flow improvements to ensure a smooth transition.

4 New Jobs Created
$2,230,200
Cost Savings
$4,600,000
New and Retained Sales

The Situation

In 2013, OMEP and Premier partnered in an Operational Excellence journey which started with a value stream map followed by priority improvement projects impacting productivity, quality, and employee engagement.   Impacts have been realized throughout the whole organization by implementing continuous improvement projects and programs geared to target company financial performance, excellence in internal operations, manufacturing processes, corporate wide quality initiatives with true root cause problem solving, and training and support programs resulting in outstanding employee engagement. More recently, Premier Press has been experiencing reduced margins coupled with slower than desired growth. Their current product and service mix consisted of a large degree of diversification without a defined value proposition and little discretion over the types of orders and clients to target. This resulted in a non-aligned sales organization and organizational inefficiencies causing diluted profits.

 

The Solution

In 2015, through a series of working sessions with OMEP, the current business model was re-designed to provide a path for Premier to embrace a new and innovative model for value creation.  Through the workshops, current strategies were challenged, and the resulting value proposition provided more focus, in turn, reducing product and service diversity.

The Results

Essentially, rather than having many orders with marginal profitability, Premier can focus on their core competency of providing innovative solutions and quality service. The strategies identified had an impact of $2,000,000 in sales through capacity creation and a cost savings of $1,500,000.

The management team is transitioning from driving the bus to watching from the back of the bus as Premier drives down the road of business success. Instead of 6 members of the executive team solving problems, there’s now over 120 employees solving the problems.

Chris Feryn
President

View More Success Stories