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

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

3. 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

4. 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

5. Driving factors Efficiency Service Flexibility Paperless publishing
Kaufman-Wills Group

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

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

22. 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

23. 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

24. 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

25. 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 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

26. 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

27. “…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.”

28. 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

29. 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

30. 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

31. 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

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