Category: Workflow

Dover Corporation rounding up portfolio of digital printing technologies

Ron Gilboa
Apr 12, 2017

Last week Dover [NYSE:DOV] bought Caldera for 35 million euros. This acquisition is the third such recent move for Dover and expands their digital print capabilities to include color management, web-to-print, production workflow and automation.

Dover corp

Dover Corporation was a $6.8 Billion company in 2016, with global holdings served by almost 29,000 employees. The company’s holdings are in four key areas: energy, engineering systems, fluids, and refrigeration & food equipment. Over the past few years Dover has set its sights on the digital printing market and its related growth opportunities. This strategy has resulted in several acquisitions of which Caldera is the latest one. Preceding this acquisition Dover acquired MS Printing, a manufacturer of textile printing solutions in February of 2014) and followed this with the acquisition of JK Group, a manufacturer of inks for the textile industry, in October of 2015. These acquisitions of inkjet printing and inks companies were key to developing a value chain in digital printing, but one aspect was missing;  workflow. The Caldera acquisition helps round out the solution set.

Calder aLogo

Caldera, under the leadership of CEO Joseph Mergui, has been developing digital front-end solutions for wide format printing for over 25 years. Caldera provides a high-end color management, production management tools, web-to-print, automation and connectivity to most wide format type printers in this industry segment.

Over the past few years the Caldera team has focused on the demands of the sign & display industry and has begun to embed tools for advanced workflow solutions beyond simple RIPping and color management. The company has added job management, accounting, and production dashboards that allow print service providers to evaluate their production environment from job timing to ink consumption. Caldera also has begun to add solutions for emerging opportunities in industrial print segments and now offers solutions for textile printers and mixed environments for digital displays are in use side by side with printed output.

This acquisition will benefit both companies. Dover now has a workflow solution that integrates well with its existing assets, and through Caldera’s industry network they gain access to other markets. Caldera now benefits from the strength and market development capabilities of a large organization that sees digital printing in the graphics, industrial, and decorative markets as strategically important for future growth.

This acquisition is reminiscent of several others in this space, most recently that of AVT by Danaher, as well as that of Reggiani and Optitex by EFI.  A generation of innovative, smaller companies, are uniting with larger organizations for growth in digital printing and related areas. We expect these mergers and acquisitions to continue as industrial markets turn to digital printing as a mean to address end user demand for mass customized products.

Highlights from the Pitney Bowes 2017 Software Technology Analyst Summit

David Stabel and Matt Swain
Apr 6, 2017

Pitney Bowes held a Software Technology Analyst Summit in Half Moon Bay, California, on February 28 to March 1. It was the first dedicated technology analyst event in several years for the company. With 34 analysts from 19 firms in attendance from around the world, including senior executives from Pitney Bowes, the Software team was making a statement that they were ready to put their corporate wide go-to-market strategy center stage with the analyst community.

Marc Lautenbach

Pitney Bowes had put together a comprehensive and highly informative 1.5 day program to bring participants up-to-date on its software strategy, latest business developments, and latest software innovations. Next to the agenda and scheduled 1:1 meetings with senior management, participants had plenty of opportunities to network or to get live demonstrations on some of Pitney Bowes’ latest software innovations.

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How Automated is your Workflow Automation?

Pat McGrew
Jan 13, 2017

There are still a few more items in the Workflow Quiz to work through before we can say that every stone has been turned over in the quest for optimization and documentation. In this segment it’s time to look at what processes you have that might qualify as islands of automation that should be linked together.

Most print shops have some automation in place. Tools are purchased to meet a specific need, and sometimes suites are brought in to automate specific sets of processes. What tools and suites have you brought in over the years to automate? Web-to-print solutions? Order entry and management solutions? Job tracking? Are your production processes linked to your accounting processes?

Workflow Automation orchestrates the handoffs between processes to eliminate human intervention and create seamless activity from the start of a job to delivery. It may include automation of resource allocation, flow control, and consumables ordering, but always includes reporting as each step is completed.

Over the years I’ve visited shops with some amazing automation. Some was bought, some was assembled from a variety of software sources, and still other solutions were written in-house. In most cases the teams working in the shop started their automation out of a need to streamline multiple job onboarding processes or tie multiple touchpoints into a single process. The goal is always to move jobs through faster. Read more »

The Messy Business of Job Onboarding

Pat McGrew
Dec 20, 2016

The fifth item in the Workflow Quiz is where the business of making money begins. Up to now we’ve looked at processes and tracking, but now it’s time to take a critical look at what happens when a customer wants to place an order and you want to accept that order. In a sense we’re coming back to the beginning now that you’ve named all of the steps in the workflow and have a good idea of the paths that jobs take through your shop.


Onboarding is the set of processes the start when a customer places an order and ends when the job is in the production workflow. It includes acquisition of the final job specifications, print files, associated data and resource files, job ticketing, logging the job into the accounting system, establishing proofing requirements, defining delivery requirements, and defining the payment methods.


How many ways can a customer place an order with you? Are customers required to have a sales person, or is it possible for anyone to place an order over the phone, via fax or email, or using a web-to-print or web-to-order process? How the orders are received and verified drives many of the next steps.

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Winding Through Workflow Touch Points and Bottlenecks

Pat McGrew
Nov 7, 2016

The fourth item in the Workflow Quiz is where we identify every stop along the workflow path and how those stops are tracked. Last time your job was to lay out all of the documentation and learn where the holes are. This time the job is to put a name to every step in the workflow with a goal of identifying who owns that step and how the status of the work is reported as it moves through that step.


Touch points are the discrete processes required to move a job through the workflow. Color management is a touchpoint. Ripping a file is a touchpoint . Printing is a touchpoint. Having a CSR track down a customer file is a touch point. Troubleshooting a wrong profile is a touch point.


Your goal should be to create a master map, or set of maps, that typical jobs follow from job onboarding to job delivery. Each touch point should have a named owner and an identified reporting path. It isn’t enough to say that someone is responsible for the workflow or is the workflow manager; for this task the goal is to identify specific assignments, even if at the start there is only one name in every box (or even no name in a box).

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Tip Toeing Through Your Workflow

Pat McGrew
Oct 26, 2016

Efficiency Straight AheadIn this series we are looking at the world of workflow. Based on your feedback it is a hot topic, especially during the budgeting season. One thing that emerged from the conversations is that we are all using the word workflow, but we don’t all mean the same thing. For some of us it refers to a tightly defined set of processes, while for others it covers the business and production processes within a specific application set, like commercial print or packaging. All of these definitions are accurate, but to have the conversation we need to be able to share our expectations about all of the things that workflow covers.
One way to identify what you mean by workflow is to look at how the term is used in your organization, and to review your documentation of the workflow components. This is the next item in the Workflow Quiz. Start with the workflow documentation you have.

Workflow: The repeatable and auditable tasks, events, and processes used to consistently move work from job onboarding through to completion. Some or all tasks may be automated toward the goal of super-efficiency and predictability in production and supply chain management.

You may have discovered that there is not much documentation available. Don’t panic! Working together we can get you on the road to a well-documented workflow. The first step is to locate what you have available. That may be in the form of vendor manuals, internal strategy documents, workflow diagrams, internal system architecture presentations, or even an assortment of internal emails. This might sound odd, but print out anything you have in email form, and at least the opening pages of any longer documents.

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Who Owns Your Workflow?

Pat McGrew
Sep 6, 2016

Clearly, the idea of documenting your workflow architecture and environment resonated with those who read the last installment. It is not surprising! We all know that every business process should be backed up with documentation, but it is easy push it down the priority list. Perhaps raising the visibility will help raise the priority!

The next item in the Workflow Quiz asked if there was an owner for your workflow process, and if you have an assigned owner, does that person have a named backup. It is an important question because without a named owner your workflow processes are at risk. In addition, without a backup, the risk only grows.

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Are You UnDocumented? Your Workflow Needs a Guide!

Pat McGrew
Aug 16, 2016

In the last installment the first item in the Workflow Quiz asked if there was documentation for your workflow architecture, and if it is was up-to-date. It turns out that many of you don’t know if there is current documentation on your production workflow, even though it is the backbone of your company. This isn’t too surprising. Every production workflow has many moving parts, often installed at different times but different stakeholders. Once software tools are installed the processes that use the tools may never be documented, with the user manuals for each component considered the documentation. The truth is, that isn’t a documented workflow.

Question Mark and Workflow


A truly documented production workflow identifies all of the touch points,
from the point where a job is brought on board to the workflow process,
through each step until the final delivery requirements are met.


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