Paperless workflow: steps and trouble spots Cadmus Educational Series June 14, 2005, 12-4 pm, FASEB Presented by Cara Kaufman www.kaufmanwills.com

Overview Definition Key elements Driving factors Facilitating tools Implementing change Paperless publishing Kaufman-Wills Group

What is paperless publishing? Digital end-to-end workflow Reduces manual processes Increases speed Allows output to different distribution channels Paperless publishing Kaufman-Wills Group

Content Management System Key elements Electronic Peer Review Submit Online Copyediting with Automated Tools Print Composition Content Management System Web delivery CD or PDA ? New Device Paperless publishing Kaufman-Wills Group

Driving factors Efficiency Service Flexibility Paperless publishing Kaufman-Wills Group

Efficiency Authors need for speed Immediate reader access Fewer manual processes Digital transmission: time and cost savings Earlier distribution of content online Paperless publishing Kaufman-Wills Group

Service Self service Instant access to “editorial office” from anywhere Online submission  peer review  track manuscript progress Effective communication More accurate scheduling Smoother manuscript flow Paperless publishing Kaufman-Wills Group

Flexibility Changing distribution channels Multiple outputs Web portals Content aggregators Online search engines New devices Hand-held devices Hospital kiosks Multiple outputs Media-neutral format SGML XML Media-neutral storage Content management systems Paperless publishing Kaufman-Wills Group

Facilitating tools Content development Digital art preparation Author “preflight” for digital art Submission and peer review Automated copyediting Markup and coding Composition/typesetting Production tracking Content management Distribution Paperless publishing Kaufman-Wills Group

Content development Tools Function Word LaTeX Standard word processing software for manuscript preparation Instructions to authors: structure and style Publisher revisions v author templates Paperless publishing Kaufman-Wills Group

Digital art preparation Tools Function Adobe Illustrator CorelDraw PhotoShop MS Word, PPT TIFF, EPS Digital illustration and imaging software Sophisticated, precise manipulation Basic functionality Industry standard formats: EPS and TIFF Paperless publishing Kaufman-Wills Group

Dealing with digital art Insufficient resolution Computer monitors (72 dpi) Printed journals File format issues TIFF or EPS Converting native file formats GIF, JPEG, clip art, screen captures, MS applications Colorspace issues RGB for computer monitors CMYK for print display Automatic RGB t CMYK conversion tools Paperless publishing Kaufman-Wills Group

Author preflight for digital art Tools Function Cadmus: Rapid Inspector Sheridan: Digital Expert Analyzes digital images prior to submission and checks for compliance with publisher specifications for file format, resolution, colorspace, etc. Allows problem files to be corrected earlier and leads to higher usability of digital art. Clear and detailed discussion of key specifications in instructions to authors. Additional online help on journal electronic manuscript submission site. Paperless publishing Kaufman-Wills Group

Submission and peer review Tools Function Cadmus: Rapid Review Aries: Editorial Manager HW: Bench>Press eJournal Press Scholar One: Ms Central AllenTrack Digitizes article submission and review procedures, automating or eliminating many manual steps Speeds publication Reduces errors Improves reporting Can reduce costs Paperless publishing Kaufman-Wills Group

Automated copyediting Tools Function Cadmus: RapidEdit Allen: Turnstyle Editorium: Editors Toolkit ScholarOne: 1stEdit Sheridan: PRISM Automates repetitive tasks such as reference formatting, standardizing abbreviations, eliminating extra spaces, etc. Validate reference links via CrossRef and PubMed Automatically export Word documents with XML tagging Differing capabilities for hiding tags for uncluttered editing Paperless publishing Kaufman-Wills Group

Markup and coding Tools Function SGML XML MathML Traditional markup alerts typesetters as to how different sections should be set for print Mark-up Language describes the structure and content, more easily repurposed Timing varies depending on objectives; tradeoffs, flow/disruption Paperless publishing Kaufman-Wills Group

Composition/typesetting Tools Function Quark Framemaker InDesign Xyvision Professional Publisher (XPP) Advent 3B2 Desktop software composes pages and prepares manuscripts visually for print production; reasonably priced Typesetting programs are industrial-strength, expensive solutions designed to process large volumes of manuscripts; publishers typically outsource Paperless publishing Kaufman-Wills Group

Production tracking Tools Function Cadmus: Rapid Production Manager/Rapid Tracking Scholar One: Production Central Houses article metadata as manuscript proceed through production and serves as achieve from which production elements can be accessed. Tracks steps throughout production, allowing authorized users to copyedit and typeset manuscripts, route proofs, allocates manuscripts, build issues, measure and track productivity, and generate reports. Paperless publishing Kaufman-Wills Group

Content management Tools Function Xyvision Content@Documentum Serves SMGL or XML-coded content as it proceeds through production and is the archive from which complete journal text can be accessed for new distribution or repurposing opportunities. Typically only large organizations manage content management systems in-house due to size, complexity, and expense. Few tools are designed with scholarly publishers in mind. Paperless publishing Kaufman-Wills Group

Distribution Tools Function A&I Websites, portals Content aggregators Institutional repositories RSS Wireless devices Hospital kiosks Distributes content developed by the paperless workflow to end-users in print, online, and other formats. The more distribution channels used, the more publishers can leverage the improved production speed and repurposing flexibility offered by the paperless workflow. Paperless publishing Kaufman-Wills Group

Implementing change Decision-making Process Cultural adaptation Paperless publishing Kaufman-Wills Group

Deciding whether or not to change What do you want to accomplish? How is it done now? What are your options? Cara: Thanks Alma. We have divided our Action Plan into three stages: First, we propose taking a close look at the current situation so that we can identify areas of strengths and opportunities for improvement. Next, we suggest exploring alternative approaches--finding and taking advantage of the internal and external ideas and resources needed to achieve the desired time savings, and Then, our work on the project will culminate with a Final Report, complete with our recommendations, rationale, and expected impact on production time, internal resources, and budget. Paperless publishing Kaufman-Wills Group

Pros and cons of change The argument for change Customer demand Competitive forces The argument against change Complexity Disruption The verdict Depending on organization either can make operational and financial sense Arguments for, can become arguments against Paperless publishing Kaufman-Wills Group

Implementing change Identify your needs Classify your needs The more crucial the task, the more details need to be specified Workflow and outputs Policies Steps Time increments Staff and system capabilities Classify your needs Long-term, medium-term, immediate Low, medium, and high priority Paperless publishing Kaufman-Wills Group

Set objectives What? Why? When? Improve quality Reduce time Cut costs Rationale Importance When? Timeframe Cara: From the memo Kent shared with us on the process improvement project and our conference calls, we understand your objectives to be as follows: To reduce time from manuscript acceptance to publication by at least half--from a median of 10-12 weeks to a median of 4-5 weeks, all the while taking care to maintain or improve quality. To introduce new aspects of manuscript processing, taking advantage of technology and befitting NEJM’s leadership position. To promote and manage change to ensure smooth integration of process changes into human work patterns. To devise and begin implementing a manuscript processing plan by this summer. Have we accurately reflected your objectives? Are we missing anything? Great, thank you. Now to move on to the meat of our proposal--how we propose meeting the project objectives. Alma will start us out by talking about managing change. Alma... Paperless publishing Kaufman-Wills Group

Review options Core competencies Competing priorities Career path Skills to task Supervision Corporate culture Availability of options Competitor offerings Appropriateness Gains from technology Interface issues Cara: Then, drawing from experience, conversations with staff, and our network of production experts and systems vendors, we and the task force will look outside the organization for help in improving the production process. Paperless publishing Kaufman-Wills Group

“…the way we do things around here.” Culture Alma: I found this definition in a book I used in Organizational Behavior course in graduate school. I think it pretty much sums things up. When we speak of managing change in an organization, we’re really saying that we want things to be done differently. “…the way we do things around here.”

When is change necessary? When the environment is undergoing fundamental change, and the organization has always been highly value driven Advent of new technologies Pressure on traditional business models Globalization Deal and Kennedy Alma: In the for-profit world, most organizations decide they need to change when the writing is on the wall: sales and profits are down/ costs are up. I suspect that is also true in the not-for-profit world. In the world of scholarly publishing, we look to symptoms such as declining circulation or advertising, operating margins, publishing cycles, submissions to gauge our need to change. We can usually find some reason not to. And most of the time, that’s OK.. Ours is a world where what we publish is not designed to entertain, it is designed to educate and to help. In fact, sometimes it really is “life or death.” So, it would be foolish for us to embrace change lightly. Our world is a world where results can be replicated. When should an organization change? Deal & Kennedy identify 5 situations when change is important. We believe this situation is where the NEJM finds itself today. The publishing industry is busy transforming itself. Some publishers are changing because they believe it’s necessary for their survival. Some seem to be changing because they like change --- the novelty of it. Others are changing because they believe the electronic era has given them some nifty new tools that may help them do what they do more accurately, faster and more efficiently. Paperless publishing Kaufman-Wills Group

What does change look like? Management Risky Critical Time-consuming Employees Threatening Confusing Insecurity Positive Excitement Opportunity Motivation Negative Resistance Questioning trust Glorification of past Alma: We know what change looks like. We’ve been afraid of it when we’ve been forced to change schools and excited by it when we’ve built a new house. Why are these 2 experiences so different? In the first instance, someone else told us exactly what we had to do; in the second instance, we did some homework, shopped around, evaluated alternatives. We had control. Paperless publishing Kaufman-Wills Group

Promote and manage change Managers Articulate objectives clearly Lay out step-by-step plan Align employee incentives with objectives Employees Participate directly in process Coordinate and implement change Communicate concerns constructively Alma: Change starts at the top. Management has stated clearly the objectives of this project. And continued participation from you is critical to the success of the process. But you and we must resist the temptation to over-manage. Employees must be involved in the analysis of existing and proposed systems. Our role is to facilitate and to foster communication. It is important that everyone be kept informed about the progress of the project. It should not be a mystery to be revealed at the end of the line. Paperless publishing Kaufman-Wills Group

Improving your workflow Diagram your workflow first! Solicit support at all levels Set firm basic requirements Prioritize project management Increase communication Paperless publishing Kaufman-Wills Group

Cara Kaufman ckaufman@verizon.net Q&A Thank you! Cara Kaufman ckaufman@verizon.net