Home House is a private members club based in the heart of London.
Founded in 1995, the members club now has over 100 employees. Home house has an exceptional range of facilities on offer to members including two restaurants, two bars, decadent party rooms, an intimate garden, a gym and an enviable calendar of social events and societies for activities. The club is also a part of the ALC (Association of London Club) who meet on a quarterly basis.
Home House had a broad range of desktop printers from a number of different brands and models. All of which were unmanaged without an existing service agreement.
The organisation would typically buy and replace any broken or troublesome printers as and when necessary. Due to the fact that the existing fleet had no service agreement in place, Home House were responsible for sourcing any new devices as well as their own print consumables on a weekly basis.
The process of sourcing and processing orders for multiple devices was proving to be extremely time consuming, particularly with different departments ordering different toners for different machines. Not only was the business spending significant time on this but the process was also a very expensive one, racking their consumable spend up to £15,000 per annum across their entire fleet of desktop machines.
DMC Canotec rolled out both a workflow and print audit on site, http://www.texasgoldengirl.com/antibiotics/ which involved engaging with the users in each department, gaining an understanding of what was being printed and why.
The team established what print/scan functions would be useful for the users and captured print volumes from each machine to understand print output trends. Having run these audits, full reports were laid out showing Home House their true print costs as well as the pain points staff had within the working environment.
DMC Canotec’s proposal consisted of replacing Home House’s unmanaged fleet of desktop machines with new and upgraded Canon desktop printers and Multi Functional Devices to improve office productivity. Toner ordering processes have been streamlined with automatic ordering for all devices, meaning a strict approach on consumable storage.
A Service Level Agreement is now in place with a fixed pence per copy charge. This has reduced costs by 50%, making a saving of £6,000 per annum and an £18,000 projected saving over 3 years.
Drivers for Change
- Mixed fleet of devices
- Time consuming ordering
- No visibility over print costs or volumes
- Need for a single print supplier and unified fleet
- Lack of service agreement
- High expenditure buying and replacing faulty devices
- Automatic meter reading
- Reduced print collection times
- More productive office
- Automatic toner ordering
- Full service level agreement
- Reduced machine down time
- Yearly account review
- ROI after 2½ years
- Free toner recycling programme