Government Printing Office: Monopoly-Like Status Contributes to Inefficiency and Ineffectiveness

GPO has taken some steps to reduce the use of weekend and other overtime--for the period ending August 1991, GPO reduced these expenses by $1.7 million compared to the same time period last year. GPO is reviewing current work loads in an effort to adjust future scheduling activities and evaluating potential reductions in idle machine time.

GPO waste and spoilage did not increase from fiscal year (FY) 1990 to FY 1991. Efforts to standardize print formats will also reduce waste and spoilage; however, this is dependent on congressional approval for new machine purchases, which has been granted. Purchase order for presses was issued December 21, 1992.

GPO, within its unique production environment, is constantly making efforts to maximize efficiency and achieve comparability with industry goals. For example, to further this effort GPO has secured approval for acqusition of modern heatset web offset presses and other modernization efforts. Also, in "GPO 2001", total quality improvement strategies such as determining core products and services and standardization of products and services to increase comparability to industry efficiency standards are identified. These quality strategies were converted into tactical plans in "GPO: Moving Forward in the Electronic Age."

GPO has planned a comprehensive quality management strategy in "GPO 2001" and developed a tactical plan for the strategy's implementation in "GPO: Moving Forward in the Electronic Age." GPO is maximizing the utilization of technology to reduce human error. GPO's prepress systems are heavily automated, with the vast majority of information for publication being submitted in electronic format to reduce errors due to keying. Also, GPO's press and bindery areas are being progressively upgraded with new technology to reduce human error. Finally, GPO utilizes a variety of production process quality controls, such as computerized spell check, press inspections, and other measures to reduce errors.

GPO recently developed a customer service satisfaction survey aimed at its agency customers. It has also worked to maintain positive relationships with the Interagency Council on Printing and Publications Services and the Publisher's Committee. Customer satisfaction is a key element of the GPO quality initiative. This process is part of an ongoing effort to address customer satisfaction issues.

GPO has taken three major steps in this area, though more work needs to be done. A compliance study has identified areas for improvement in assessing contractor performance, random exams are used to validate contractor delivery schedules, and an automated noncompliance form is being used to collect customer feedback.

GPO has taken three major steps in this area, though more work needs to be done. A compliance study has identified areas for improvement in assessing contractor performance, random exams are used to validate contractor delivery schedules, and an automated noncompliance form is being used to collect customer feedback.

GPO has taken three major steps in this area, though more work needs to be done. A compliance study has identified areas for improvement in assessing contractor performance, random exams are used to validate contractor delivery schedules, and an automated noncompliance form is being used to collect customer feedback.

GPO has surveyed its customers and continues to work in this area by frequent visits to customers. It has also begun a firm estimating program and when actual costs exceed estimates, an explanation is provided.

If GPO decides to produce a job in-house, the customer is notified and given a firm cost prior to beginning production. The Account Representatives receive daily status reports on both jobs being produced in-house and procured. From these reports, the Account Representative can tell if a job is behind schedule. The representative then notifies the customer. The requirement to relay accurate schedule information to the customer is part of each Account Representative's performance plan. Also, software modifications to PICS enable customers to easily ascertain the status of both in-house and procured jobs.

GPO plans to develop a yearly survey to solicit input from agency and congressional customers. In addition, senior agency officials plan to make on-site visits to agency customers to demonstrate GPO commitment to customer service. A yearly survey has been developed, as well as a system for agency visits.

Although GPO plans to look at automated systems for tracking and monitoring complaints, it believes that the number of customer complaints is minimal and would rather focus efforts on resolving, rather than tracking, complaints. GPO is trying to instill a more proactive focus in its customer service department. Efforts are focused on resolution of issues before they become significant problems.

New elements and standards for top managers' performance are currently in use and managers will be held accountable for standards as of September 1992. These standards were based on OPM guidelines and are a significant step forward from previous standards.

New elements and standards for top managers' performance are currently in use and managers will be held accountable for standards as of September 1992. These standards were based on OPM guidelines and are a significant step forward from previous standards.

New elements and standards for top managers' performance are currently in use and managers will be held accountable for standards as of September 1992. These standards were based on OPM guidelines and are a significant step forward from previous standards.

GPO established a multidisciplinary team to assess the agency's information needs and determine future strategy for systems upgrades. Additionally, EIS response time has been increased by eliminating 68.7 percent of graphs rarely used.

GPO established a multidisciplinary team to assess the agency's information needs and determine future strategy for systems upgrades. Additionally, EIS response time has been increased by eliminating 68.7 percent of graphs rarely used.

GPO established a multidisciplinary team to assess the agency's information needs and determine future strategy for systems upgrades. Additionally, EIS response time has been increased by eliminating 68.7 percent of graphs rarely used.

The Public Printer, using the strategic plan as a starting point, asked senior GPO management to develop tactical plans to further extend the planning process to operational concerns. In January 1993, GPO published its tactical plan, "GPO: Moving Forward in the Electronic Age." With these as guidance, the Acting Public Printer can continue to make the planning process an intrinsic and ongoing part of GPO's management practices.

Both GPO's strategic plan and tactical plan receive input from GPO employees, employee unions, the Joint Committee on Printing, the House Committee on House Administration, the Senate Committee on Rules and Administration, the House and Senate Legislative Branch Appropriation Subcommittees, Congressional printing customers, agency printing customers, OMB, OTA, GAO, the depository library community, the information industry, the printing industy, federal agency publishers, and related interests. GPO will continue to keep external and internal players involved in the planning process.

Currently GPO ensures consistency in planning by issuing guidance based on the strategic plan at the outset of the budget process. Further, it ensured that the tactical plans flowed from the strategic plan. All future planning will flow from GPO's strategic plan.