> Simplified Creative Studio Workflow

Transcription

1 August 21, 2002 > Simplified Creative Studio Workflow Chicago Working Document Shaun O Donoghue, VP/Director, Graphic Services Ann Thorpe, VP/Associate Director, Graphic Services

2 Recommendations 1 Staffing Investment of Studio Workflow Coordinator >Studio Workflow Coordinator (Grade 3 - Salary range 41-56K) 2 Leverage Out of Region Studio Management >Technology dependent >Communication 3 Empower Delivery/Traffic Function 2

3 Issues Smaller offices have difficult creative issues due to: > Cost prohibitiveness Studio workflow management infrastructure Technology infrastructure (client/server, cost of ownership, support) Creative workflow support Administrative burden process > Aggressive billability targets Smaller offices are more aggressive to billability targets Overall feeling that non-billable positions are negatively impacting revenue > Shortsighted decisions Focusing on reduction of overall cost of service should not circumvent the intent of the process Leverage cost of service vs. cost of losing business impact > Process driven reluctance Process costs which minimizes the knowledge + process = speed Adherence/enforcement > ECD/CD level support of process instrumental 3

4 Issues > Production Designer s play multi-faceted role impacts efficiencies Disruptive workflow > Engine (Production Designer s) start/stop scenario Diminished morale Burnout > Quality Control Flawed layouts and mechanicals No or inconsistent proofing Layout/typographic inconsistencies 4

5 Solutions Regional offices should adopt adaptive workflow models that works for them, keeping workflow fundamentals in-place and consistent throughout Digitas network > Adapt workflow to office and client centric needs Process Organization Tracking Evaluation and analysis Adaptive training Best practices > Implement tools that allow for effective resource management > Develop technologies that minimize administrative burden associated with small office workflows 5

6 Process Process Organization Tracking Evaluation and Analysis Adaptive Training Best Practices The Digitas process meets or exceeds industry standards and maximizes efficiency > Loose Mac comp > Work in progress > Final Mac comp > Electronic mechanical > Archive Online initiatives should follow similar process-driven workflows that have been adopted by Delivery Management based upon job complexity 6

7 Organization Process Organization Tracking Evaluation and Analysis Adaptive Training Best Practices Office organization is critical to an effective workflow solution > Organizational structure improves efficiencies > Ensure key manager s understanding the process > Booking of resources and staffing decisions should be procedural > Post workflow guidelines > Educate best practices 7

8 Talent-Based Requirements Process Organization Tracking Evaluation and Analysis Adaptive Training Best Practices Offline Studio Loose Mac Comp Work in Progress FTEs & Contingency Workers Final Mac Comp Electronic Mechanical FTEs and long-term experienced freelancers Online Studio Optimization/ Slicing Flash Director Site Builds FTEs & Contingency Workers FTEs 8

9 Organization Process Organization Tracking Evaluation and Analysis Adaptive Training Best Practices 9

10 > Organization Process Organization Tracking Evaluation and Analysis Adaptive Training Best Practices Jobs organization should be chronological by deliverable deadline Hot Jobs Daily Jobs Completed Jobs Future Jobs/Pending 10

11 Organization 11

12 Tracking Process Organization Tracking Evaluation and Analysis Adaptive Training Best Practices The Creative Studio uses a task-level tracking system to accurately report the level of effort incurred on a job 12

13 Base Line vs. Actual Job Tracking Digitas Creative Studio Model Creative Job Assessment Process Estimated ROUGH ROUGH ROUGH CTSG CTCG????? Only generic assumptions can be assessed ESTIMATE ONLY Estimate/ Budget Builder Assumptions In Progress/actual CTSG CTCG Task-Level Tracking CTCG CTSG ACTUAL FINAL FINAL Studio Job Charge Ticket or Studio Worksheet Provided for Client Invoice 13

14 Job Manager Process Organization Tracking Evaluation and Analysis Adaptive Training Best Practices > Job Manager is a task-level tracking system > It is maintained and administered by Studio management > Accurately reports the level of effort and time, incurred on a job > Provides detailed information such as: Hours the job remained in the studio Workflow stage Task performed Production Designer and detailed history of your job 14

15 Evaluation and Analysis Process Organization Tracking Evaluation and Analysis Adaptive Training Best Practices Reports are generated to provide detailed, historical, and qualitative information at any any point during the creative execution process 15

16 Evaluation & Analysis Timesheets (Actual Hours) Budget Builder Job Manager Tracking Reports 16

17 Adaptive Training & Best Practices Process Organization Tracking Evaluation and Analysis Adaptive Training Best Practices Redesign workflow to be adopted to work under reduced resources while maintaining the Digitas fundamental workflow model > Teach workflow to client needs > Workflow process and studio guidelines should be in new employee package > Emphasize regular training to educate account teams EM Training Workflow process Job negotiation > Regular best practice sessions and debriefing sessions Learn from our mistakes 17

18 Studio Booking Solution Devise a systematic means of booking studio resources through a web centric which links to Job Manager 18

19 Solution Overview Smaller offices can leverage technology to book resources, track job level of effort, and review jobs > Job Manager is the engine and data repository Leverage existing technology investment > Web-centric technologies can automate the Studio booking process and show availability status of Studio resources Data exchange > Job Manager > Lawson > Microsoft Outlook Studio resource(s) availability can be uploaded to Microsoft Outlook 19

20 Studio Booking Solution 20

21 Studio Booking Solution 21

22 Studio Booking Solution 22

23 Studio Booking Solution >Technology dependencies > Booking solution requires technology development to link web-centric interface to job manager > Budgetary issues (<10K) > Leverage internal resources for non-billable initiative if possible > Technology dependent booking requires constant communication and negotiation > Level of effort discussions/discrepancies > Minimize account team s monopolizing studio resources > Jobs need to incur wait time to offset negative impact on Studio due to factors beyond the Studio/Creative control > Non-billable overhead numbers do not accurately represent Studio level of effort > Billability vs. utilization reporting > Administrative burden to keep information up-to-date, accurate, and real > Remote studio management is often difficult because influencing factors are not always apparent > Client relationship issues > Assumptions > Receptiveness to external management 23

24 Appendix: Job Manager Screen Shots

25 Job Manager Screen Shots 25

26 Job Manager Screen Shots 26

27 Job Manager Screen Shots 27

28 Job Manager Screen Shots 28

29 Studio Workflow Booking Solution Account Manager needs studio resource Account Manager/Delivery Manager completes online Studio Booking Form Job populates in Job Manager and links to Lawson for job/budget information > Auto create in Job Manager > Job name > Job description > Script assigns job to resource and activates CSR Resource information can populate in Microsoft Outlook Daily job sheets triggered to run using CSR active field Delivery Management, Staffing officers, CDs can get Studio daily job assignments 29

30 Studio Workflow Booking Solution Layout design Art Direction Assist Electronic Mechancial Prep (FMC/EM Prep) Traditional Services Artwork manipulation Color retouching Optimize/Slice Graphics Resize Site Build Banner creation Flash/Director Animation Pro Audio/Video Mechanical Paste-up Presentation Boards Large Format Prints Prototypes/3D/Packaging Powerpoint Deck Other: Call Studio x