I've had this problem, here's how we solved it. (You will have to do some extra work yourself. You're not trying to be lazy are you
? )
1- Measure the amount of time it takes to interpret instructions coming from email, time to track down the docket this belongs to, note the amount of time spent in conversation with CSRs, Sales or other "front end" staff. Do this for AT LEAST four weeks. Eight weeks would be better, if you can stand it that long. Why so long? If you don't get data across at least one monthly billing cycle, it really won't be representative of actual experience over time, therefore not an objective sample. (If you see one or two green elephants, you can't say ALL the elephants are green. But, if you see 1000 green elephants in a herd, you can be more certain.)
2- Make a quick spreadsheet with all the data you've collected. DO NOT USE THIS DATA COLLECTION PROCESS AS A PUNISHMENT TOOL! I.e., never let on to the front end that you are collecting the data, or why. Keep it fact based, always.
3A- Fast method (recommended): Convert the hours to dollars based on the data you've collected by multiplying your wage by the number of hours spent in unrelated prepress activity.
3B- Thorough method (recommended if you have time): Organize your data into some categories, like: solving customer generated problems, fixes/changes not on the docket, time spent trying to find which job the email belongs with, rework from verbal instructions misinterpreted, rework from inaccurate customer or sales/csr instruction, etc.
{NOTE: Having done this before, what I've found is that a large majority of rework and time-waste comes from incomplete and inaccurate instruction}
4- Take this information to whoever at your company is MOST MOTIVATED by profit, typically this would be the owner. DO NOT do a data dump in anger, bring the solution, which is:
5- NEW POLICY! All instructions will be written on the docket. All communication will be between the front end and the customer (not you - your job is prepress). Emails forwarded to prepress will have the docket number in the subject line of the email with a clear explanation of the work that needs to be done. If it is a change, a change order will be written, discussed with client as to cost of the fix (some hourly rate plus new proofs or other material cost), and a new due date agreed on. NO CHANGE ORDER? NO WORK! Your stand is that you want the company to make the money that it COSTS them to produce work this way.
You are going to get a lot of "push back" for this. Unfortunately, you've discovered a serious system flaw that needs correcting. Your shop owner and sales reps probably won't like it because they hate having to tell the client something will cost more. Often, an owner is also a sales manager, so they will be conflicted. All you can do is give them the data and let them decide. You need the policy to come from upper management, and you need them to help you enforce it, otherwise all of this work will be for nothing. Management should want efficiency, otherwise, you will be looking for a new place to work and it will be because it costs more to do a job than what they are selling it for. Your time is a cost, that is your only lever. You want to impress on management that you are trying to help save cost. Show your data. If half of your time is spent tracking down which docket belongs to the email, that's not a very good use of your time. Especially if the CSR knows exactly which one it goes with. It could take you an hour, it might take them less than five minutes. Say you'd be happy to spend that time, if that's what they want. SMILE!
Not all print shops are so unprofessional, and being small is no excuse for being inefficient. In fact, it would seem that the smaller the shop is, the more they'd want to maximize efficiency.
It's a communication problem, mostly. You CAN and would benefit from the systemization of the communication. I developed a "request for change order" form at a shop I worked for once. If a CSR verbally or otherwise tried to give us instruction about a job then left for a three hour lunch, I had our prepress people fill out a request for change order and put it on the CSR's desk. They get pissed when "their job" isn't done by the time they get back, but if everyone knows in advance what is going to happen, you'll find that these issues will go away as if by magic.
