Inserting

EDBOK Guide

What is Inserting?

The industry is continually looking to reduce machine stoppages, reduce waste and expenses, maximize operator productivity, increase integrity of the finished mail piece and meet ever increasing service level demands. And, inserting has always been the Achilles heel of the transaction document production line.

Most seasoned document production people know that the majority of the document production problems happen at the time of inserting. This step is the most mechanical; often the least automated, and subject to operator error or malice. Every document that jams on the inserter has to be reprinted. Every page that 'sticks' to someone else’s document or ends up in an unintended envelope could cause extensive damage resulting in litigation that tarnishes the organization’s reputation / image.

A typical mechanical inserting system may soil (damage) 1 in 10-50000 mailpieces. If you produce 1,000,000 mail-pieces you may lose 100 at this step.

The areas discussed in this section include what should be considered for successful production inserting in the transaction document space, the sub-components of a production inserter, use of barcodes to manage the process, software-based / file-based document control, and touches on envelope (finished mail-piece) ink-jet printing.

In the Transaction Document world, inserting refers to the manual or mechanical production process step that collates, folds and stuffs documents into envelopes.

Inserting equipment can be described as mechanical machines driven by software programs to automate and integrate the collation, folding and stuffing of documents into envelopes to create the mail piece. This equipment uses a defined mechanical path and operator set-up designed to reduce the time and effort it takes to stuff large volume mail. In other words, the equipment ingests printed paper into a conveyor system either from stacked single sheets or rolls, folds documents and additional material into a specific size and inserts it into an appropriate envelope.

Handling complex transaction applications with variable page counts, selective (dynamic) inserting and matching of the transaction mail piece contents must be secure and requires the highest levels of integrity. It cannot be compared with the handling of direct mail.

Today's high volume inserting environments have sophisticated software controlling each step of the inserting process and tracking the document to mail piece construction using (typically) 3 of 9 and / or 2D bar codes. This is what is meant by software-based / file-based document control and requires the use of insert control files (ICF). Some organizations have such software to enable the fundamentals for the ADF (Automated Document Factory), while other organizations have integrated the software into their workflow management environment and tools to enable file-based transaction document production management. The inserting production process is further explained in the section that describes the insert stations.

Terms Used in Inserting

• Mail inserting: action of inserting mail into envelopes.
• Letter Shop: facility handling mail inserting / stuffing and preparation.
• Stuffing / mail stuffing: action of inserting mail into envelopes.
• Intelligent inserting: action of inserting mail into envelopes using sophisticated mechanical equipment.
• Marketing inserts: supplemental information accompanying the original document in the envelope.
• Onserts: supplemental information printed on the primary document), could be a:
  • Marketing message: a promotional message, a reminder, an offer or other such message on the primary document which can be targeted to a specific person or group of people a.k.a. demographic or geographic region for example. The message can be created by the client and driven by data / flags in the data file.
• Regulatory message: required by a regulating authority.
• Flat inserting: action of inserting mail into large 9 x 12 envelopes without folding.
• Business reply envelope (BRE): the smaller envelope accompanying the document, intended for the recipient to return mail to the sender.
• Divert: action of diverting particular mail pieces from the bulk of the mail for specific purposes.
• Postage indicia: the frank / postage mark showing the postal service customer account number to be charged that is either pre-printed on the envelope or imprinted during the inserting process.
• Dynamic inserts: supplemental information accompanying the original document in the envelope that can be different in each mail piece depending on the business rules driving the insert stations.
• Selective inserts: supplemental information accompanying the original document in the envelope that is selected (turned on or off) for each mail piece depending on the business rules driving the insert stations.
• Machine inserting: action of inserting via machine versus manually.
• Hand stuffing / hand inserting / manual inserting: action of inserting / stuffing by hand.
• Insert Control File or ICF: a file used in file based processing environments containing system controls, that is electronically sent to inserter controller to instruct the inserter on how to process the physical pages and create the mail pieces (sequence, how many pages per mail piece, which inserts to use etc.).
• OMR: an older rudimentary mark on the document consisting of a few horizontal lines down the margins of the page to tell the inserter which is the first page, last page or whether to include an insert. Designed for line printing but still in use today.
• Barcodes, such as 3 of 9 and 2D (a 3 of 9 barcode or 'picket fence' barcode looks like a UPC on retail products and contains a sequence of bars which describe to the inserter, the document, sequence, number of pages, inserts required etc. and can be quite large and intrusive. A 2D barcode is a box-like bar code, higher density than 3 of 9 and can contain much more information about the document, its content and lifecycle. Both support document reconciliation and audit)

Inserting and the Automated Document Factory (ADF) Concept

Inserting is one of the last manufacturing steps before physical distribution. Ensuring that the right mail piece and content gets to the right person at the required time involves all of the prior steps in the document creation process. The requirement is to build and produce the best possible product and track what will be required at the insertion stage so that the final product is error free, risk is mitigated and ultimately result in accurate inserting.

It should be noted that the same considerations must apply all the way from the business requirements through to the production of the electronic / physical document. Errors in physical and electronic distribution are equally damaging.

Document integrity considerations are required in document creation for both physical and electronic production; from variable and fixed data coming together accurately and completely, through building the physical /printed document (composition and emitting a clean print stream). When emitting the electronic document stream for an ePresentation service there is also the requirement for accurate tracking and reconciliation processes along with sophisticated web based security to ensure that the intended recipient is the only recipient who has access to their transaction documents on line.

The creation, composition and output have been described in other sections. Successful inserting is the culmination of upstream production considerations; in summary and at a high level, inserting must be considered and planned for in all the following stages:

• Requirements Gathering
• Business Analysis
• Technical Analysis
• Stakeholder Adoption
• Design
• Architecture
• Development
• Testing and Quality
• Production
• Maintenance
• Decommission

Besides all the production phase requirements described previously, the requirements specific to inserting that each of the above phases need to consider include the following points.

Requirements Gathering

Requirements gathering must identify all the needs of the client, the job, the document lifecycle, the support functions (e.g. customer service / call center), the recipient , the channel and the call to action lifecycle:

• what the output will look like, what size media / stock will it use,
• if the output is to be folded or inserted flat (e.g. could be size related or may only be a few pages, but could be a high value wealth management statement that the business wants to present without folding),
• the expected number of pages per envelope, as this affects the fold and what can fit in an envelope (e.g. 1-6 pages in a #10, 7-9 pages in a 6x9, 10-30 pages in a flat (9x12) ),
• what envelope will be used (standard / custom),
• what inserts / onserts / attachments or other materials will accompany (or be part of) the primary inserted document and when, including business reply envelope (BRE),
• if the inserts be dynamic (in that there could be a different variety for each recipient, based on data triggers),
• what business rules will drive the inserts and which business rules will be driven by the source data or other reference files (e.g. geographic or demographic flags that dictate the inserts required),
• what file split requirements exist (convenience (volume) splits, regional, postage etc.),
• any additional sorting required by the Operator,
• the scope of distribution (domestic, international, exclusions. Non-domestic mail will need to be diverted at the inserter if it is printed in the same file as domestic mail, as there is a different cost and handling requirement),
• what methods / channels will be used (postal service, courier, internal/branch mail, special handling),
• the expected cycles and volumes, frequency and exceptions,
• the expected production peak / low times and the impact on volumes and inserts,
• the requirement for handling return mail,
• storage requirements associated with pre-production (e.g. inserts/additional stocks) or post production (e.g. hold before shipping),
• what distribution labeling is required,
• any secondary instructions be sent with the job instructions,
• what test cycles are expected,
• if production materials will be available for testingm
• the expected service levelsm and
• what reporting is required from the system or the Operator procedures.

It is important to note that the slightest change to the current process / environment should kick off an impact assessment to the entire production process. Knowing as much up front as possible allows the development and composition processes to be more efficient.

Business Analysis

Business analysis must identify all the elements that incur costs / expenses in order to accurately predict what the job can be priced at:

• what training will be required,
• how long will it take to run the job/s,
• if it take more operators to run this job than exist,
• what exceptions might incur additional cost,
• storage space,
• materials usage and inventory management impacts,
• effort required to complete all tasks including validation, reconciliation, reporting and manual sorting, and
• additional parts, modules, equipment,
• if all the job elements fit within standard practice / process, if not what is custom and how much extra will it cost (e.g. is inserter programming, professional services support etc. required).

Technical Analysis

Technical analysis must focus on the technical solution and identify all the components of the environment and the impacts to current state. It must ensure that the current technology is assessed for capacity and capability, required enhancements or replacement technology, the impact to processes and practices, and the impact to the resource pool. This analysis is not providing costs for the solution, but identifying the elements that need to be assessed for cost by the Business Analysis process, including:

• What equipment will be used to produce the job, is there capacity at the expected times.
• If this equipment produces the required volumes (including peak) in the service level window.
• Iif the current inserter solution has the programming capabilities required for the job; if not, what needs to change and the impact.
• Any additional factors required to produce this job (e.g. additional folding plate, more insert stations, additional cameras/readers, different input station, changes to divert station.
• If the reporting requirements be met with the information / systems that will be gathered on the job.
• How re-makes / re-prints will be produced and by whom.
• What bar code will be used and if it meets the production specification.
• The location of the bar code and if it meets the production specification.
• Insert control file content and if it meets the production specification.
• Job instruction content and if it meets the production and operator specifications.
• Iif the system/s produce the required reporting.

Stakeholder Adoption

Stakeholder adoption must confirm understanding and acceptance of the overall solution and the components within the solution. This includes the solution costs, the solution impacts and the solution plan, as well as a review and approval process for items such as:

• changes to current equipment,
• changes to current workflow,
• changes to current procedures,
• changes to reporting,
• changes to communications,
• changes / impacts to other services, and
• changes / impacts to other service levels.

Design

Design must consider all of the elements of presenting the document to the recipient and all of the support functions within the document lifecycle and other document lifecycles prompted by the document call to action, including:

• the use of white space,
• branding and standards,
• all channels of delivery and receipt,
• what business rules will drive exceptions, such as programming the bar code or other insert identifier must consider if the marketing message is not present due to upstream processing restrictions (e.g. the message won't fit in the white space available) should the insert still apply, or if the language flag is missing what is the default language for inserts when multiple languages are being processed,
• placement of integrity marks such as bar codes, so as not to impede the presentation of the document content or address block AND place it in a standard location to reduce set up time on the inserter, providing enough white space around the code so it can be read accurately and consistently, and
• envelope window alignment - document content must not show in the window, only the address and required / approved integrity marks.

Architecture

Architecture, as it pertains to inserting must consider how all the technical components 'hang' together without negatively impacting current state and how the new solution will best fit the environment:

• What inserting connectivity requirements are there, are any enhancements to the network or servers required to 'talk' to the inserter.
• If new inserting PC's / servers are required, how will they be implemented.
• What systems will be receiving data and how will that data get the required inserting programs and processes.
• Does the current environment support connecting the solution in a standard configuration, if not, how will it be accommodated (e.g. is the job instruction / control file coming from the current solution or is being supplied by the client or other system, how will this information make it into a standard ICF.
• How the systems and the jobs run in a business continuity / disaster scenario, and what is required at a secondary site.

Development

Development must receive clear and concise specifications from the requirements phase, business and technical analysis and architecture phase. Development specific to inserting includes such items as:

• control files to run the inserter programs,
• providing information that will support the creation of an electronic job instruction for equipment Operators or manual insertion, and
• ensuring that the bar code or other integrity marks (e.g. human readable instruction (HRI) are standard and in a standard location and can easily be read by the inserter, or by people in the case of manual insertion.

Testing and Quality

Testing and Quality must include all the individual components being tested thoroughly plus end to end testing to ensure that all the components 'hang' together. At a minimum, inserter testing (prior to production) should include:

• actual production equipment tests, including 'stress' test (a.k.a. high volume test),
• actual production stocks (document, inserts, envelopes - both outer envelope and reply envelope / BRE),
• bar code and other integrity mark readability tests (camera, scanner, reader),
• bar code success in consolidating accurately the document and relevant inserts,
• quality of the fold,
• quality of the document as it reaches the envelope (ensure the edge are intact after any turns / accumulation,
• page imposition and order to ensure it feeds in the right order to accumulate and match the control file and required integrity,
• ability to read the address in the window in all scenarios (e.g. single sheet to maximum number of sheets and inserts in an envelope),
• ability to match the mail piece content to the address if imprinting the address on a closed envelope,
• time and effort on the inserter,
• file splits are accurate (e.g. volume / convenience splits, regional / geographic splits etc.),
• divert mail pieces (diverts) are accurately and appropriately diverted ability to report (for internal and external purposes) as required,
• exception handling,
• operator knowledge and comfort, and
• business continuity.

Production

Production steps must include checking continuously the quality of the run, either by closely monitoring the system checks and error notifications or by regular manual checking of mail pieces if running a non- file based environment. In a manual workflow the specific number depends on the organizational practices and job volume. For example, prior to running the job the operator will generally check that:

• the job, the envelope/s and inserts required are accurate and available,
• the job has been delivered and appears intact (e.g. does not appear to have been dropped or shifted or re-ordered),
• the start and end sequence numbers are present and accounted for (if the job is very large the end sequence number may be on a different cart or still at the printer, this end sequence refers to the last sequence number in the batch and on the job instruction / docket),
• the inserter program is pending / ready to run,
• the quality of the print job (quick visual check of visible (on top) pages appears good, and
• the equipment has been cleaned, set up according to job instructions and is ready to go.

While running the job the Operator will generally:

• monitor the input station to ensure that it has a constant feed to maintain productivity,
• monitor the insert stations to ensure they are re-filled with the correct inserts,
• monitor the screen, watching for any errors / unusual diverts,
• listen for alarms indicating intervention or a check required,
• monitor the water reservoir to ensure the moistener functions and envelopes are sealed, and
• perform visual checks of the line and physical checks of the finished mail piece to ensure consistent quality.

Tracking, Validation, Reconciliation processes must capture:

• that page numbers and sequence numbers are all produced accurately,
• that complete 'sets' of documents / mail pieces are produced and accounted for,
• time and date for production steps (usually captured by the inserter system), and
• validation of all content and volumes.

Maintenance

Maintenance of the inserters must include a Preventative Maintenance (PM) schedule. Preventative maintenance cycles (PM's) are important to manage as inserting equipment needs regular cleaning and / or parts replacement. PM's are usually done by the vendor and performed in a pre-determined 'quiet' period as it usually entails the equipment being stripped down more than during general maintenance.

As the equipment runs at high speeds using friction, air, suction feeds, conveyors and other process, there is a lot of physical wear and tear. The equipment is finely tuned to feed and accurately separate paper (handling single and multiple sheets at the various stages) and read the integrity marks using scanners / cameras, meaning that keeping it clean and clear of paper dust and other debris is crucial to a smooth running shift.

Well-trained Operators can clean and maintain the basics, but the Vendor service technicians should also be on a regular general maintenance schedule and a regular parts replacement schedule, which should all be included in the Vendor Service Agreement and reviewed regularly at Vendor Performance Reviews / meetings.

General maintenance is performed constantly and will include at a minimum:

• operator cleaning during or after each shift, and
• operator replacement of easily replaceable parts that wear out between service calls or PM's

Decommission

Decommissioning the job or the production equipment must include impact assessment, for example:

• how is business continuity impacted,
• how are the Operators affected,
• what peripheral equipment is impacted,
• what support functions are affected,
• are there any equipment disposal considerations (e.g. environmental, financial, logistical etc.),
• if this job doesn't run what system impacts are there,
• what is the impact to the supply chain (e.g. stock and related), and
• financial impact.

Inserter Equipment Components and Sub-components

The equipment components or modular devices that are integrated to create an inserting system are called stations. Following is an example of an inserter configuration. Depending on operating space, number of operators, input station requirements and equipment manufacturer, the equipment layout is configured to meet the requirements to optimize the environment.

This diagram is not intended to represent the best configuration or show preference to a vendor or model, but is meant to generally illustrate the typical components of a production inserter.

Figure 1 - Inserter Equipment and Sub-components

C - The Controller is the inserting 'brain' and contains the necessary intelligence to operate all the inserter components

The controller supports individual job programming which:

• allows the operator to easily repeat set ups,
• provides customized programming to meet specific application requirements, typically used for repeat and complex jobs,
• controls the job run,
• provides audit capability,
• provides error reports,
• informs the operator where and what the error is,
• tracks system performance,
• keeps track of the individual pages / inserts and the finished mail piece,
• can be available locally at the inserter or at a remote terminal,
• provides postal manifest input (ESOM) / mail-piece calculations, and
• can interface with a charge back tool.

1) The Input Station / conveyor paper handling module which feeds documents to inserter.

If the printing process has produced cut sheet output (single sheets with simplex or duplex impressions) the sheets are laid out in a shingled manner on the feed conveyor belt at the input station, requiring sheet-feeder technology.

If the printing process has produced the output on a roll then the insert equipment requires additional cutting and separating modules to ingest the job and prepare it for the accumulator step.

The pages need to be in the same order as the ICF (jobs are usually pre-programmed at the inserter to recognize the sequence of each document set and the entire job) and / or the job instructions for the Operator will identify the order in which they were printed recognizing the input and collating requirements of the inserting process.

• continuous feed – web forms conveyor:
• single forms web (roll),
• merge two webs (roll).
• the job is fed head first or foot first depending of the design and composition:
• type of application,
• type of envelope (window or no window),
• type of fold,
• location of integrity marks.
• bursts and separates input if perforated and / or needs the tractor (roll paper feed) holes removed,
• cuts and separates input if not perforated and / or needs the tractor holes removed:
• cuts the roll to desired sheet size,
• separates ready for the accumulator step.

Obviously, roll input to an inserter offers higher productivity due to less frequent stopping / loading and fanning of the cut sheet input, but the business needs and the printer used will determine the required equipment configuration.

2) Accumulator Unit

Both roll and cut sheet input needs to be accumulated to create the document set, unless the application is a single page. The accumulator unit:

• assembles sheets into the document set:
• using integrity marks,
• ensures accuracy of collation,
• scans each sheet,
• bar code, OMR information is captured for validation, reconciliation and audit.

3) Folder

The folding unit will typically have 2 folding plates to meet standard folding requirements. Usually the organization has a set of inserting standards in place to ensure that the address block is consistent and the folding set up is limited. More plates may be required for more complex folds (not typical in transaction document production).

This step:

• folds the document set (which can be a single page),
• multiple pages are married together:
• based on accumulated sheets using integrity marks,
• scanners / cameras check the accuracy of collation using the integrity marks.
• standard sheet folders in a typical transaction document production environment fold 8.5 x 11” or 8.5 x 14”.

There are several common folds for transaction documents driven by business requirements for the envelope style and size and sometimes the document purpose. Listed below are common horizontal or vertical single or double folds:

Figure 2 - Folder with C Fold

Figure 3 - Folder with Z Fold

Figure 4 - Folder with V / Half Fold

Figure 5 - Folder with End Fold

4) Insert Module / Station

This step in the process creates the finished mail piece content by marrying the document, inserts (including a BRE if used) and the outer envelope to create the mail piece by folding all the relevant sheets together adding the required additional printed materials (inserts, BRE) and stuffing all the consolidated materials into the outer envelope for mailing.

More commonly now the inserts themselves have integrity marks to ensure that the right insert is used with the right job and to add to the validation, reconciliation and audit process.

Often the individual 'feeder units' are also referred to as insert stations. This station consolidates the document set that has been accumulated thus far and the inserts from any of the individual feeders, and places the entire set into the outer (mail) envelope:

• the envelope arrives here typically with the front side down & flap open (this can differ),
• the envelope opener:
  • opens the envelope (blast of air opens the throat),
  • slides the contents inside the envelope using a guide, and
  • pushes the envelope into the next station called the Moistener, Closer, Sealer (MCSE) for sealing.
• there can be multiple feeder units, 4- 6 is the average (but can be up to 8 for large mailers), and
• the inserts can be marketing, legal / program compliance inserts and usually include a business reply/return envelopes (BRE) if the document is requesting a payment or other call to action.

5) Sealing Station aka Moistener, Closer, Sealer (MCSE)

This step requires the careful monitoring of the water reservoir to ensure that the inserter has the ability to seal all the mail pieces. Not sealing one or more envelopes in a run will affect the integrity of the job.

• sealing the envelope:
  • sealing can be skipped if the mail piece requires additional handling or if the job is for testing purposes,
  • this step would leave the envelope flap up if skipped, and
  • any exceptions to sealing would be programmed in the Insert Control File (ICF) or barcode, if only a few envelopes were not sealed they would be diverted for easy identification.
• envelope integrity:
  • although the document integrity is checked at various stages of the inserting process (either by the operator or more commonly by the inserter intelligence) the envelope integrity is also checked here using either:
    • cameras,
    • scanners, and
    • readers.
  • envelope integrity is typically checking the presence of a readable address in the window, the actual presence of an envelope, the ID number / sequence number of the document set and just like any other point in the process the system will alert the Operator or stop the inserter for further investigation if something is not correct.

6) Weigh Station

The weigh station is used to apply the correct postage and / or calculate the exact weight of each mail piece for audit purposes. This unit;

• weighs each mail-piece,
• calculates piece count weight, and
• determines correct postage:
  • validates weight of piece against the projected weight in the insert control file (which was calculated by composition or the print stream manipulation program).

Imprint Station / Postage Application

This station can apply the postage; if an indicia (postal service customer account number) is not used or in more advanced environments can imprint messages on closed envelopes using high speed black or full color inkjet heads, simplex or duplex. Imprinting at this stage can support for example using a standard envelope for all document sets.

• simple meter postage:
  • provides mailing date,
  • confirms mailer ID,
  • company indicia (‘stamp’ indicating customer account number to be charged), and
  • provides validation for comparison to the insert control file (ICF) for Electronic Statement of Mailing (eSOM)or manifest submission to the Post Office.
• envelope marking and / or envelope printing requires additional equipment and intelligence, to:
  • print on a closed envelope by using the ICF to drive the address or other file to match the envelope being presented, this could include:
    • mailer’s:
      • logo,
      • return address.
    • recipient’s:
      • address,
      • postal barcode.
  • custom (variable) messages to match the internal document set message, and
  • simplex or duplex printing can 'mark' the front and back of the envelope.

The inkjet systems today, designed for high speed variable printing at this inserter stage are designed to dynamically adjust the distance between the print heads and the mail piece meaning no additional set up is required to accommodate variable envelope thickness and can handle letter mail or flats (some overall thickness restrictions for flat mail will apply).

7) Out-sort Station

The ICF can divert mail here for a variety of reasons, they include:

• 'pulls' / special mail pieces required for additional for manual handling,
• non-domestic mail, and
• postal-walk break marked with red line on the edge of a mail piece so that the Operator can easily identify the batch:
• simply just stacks the completed mail pieces by split and the Operators move them to trays (or lettertainers) and pallets (or monotainers).

Speeds and Features

High speed production inserters, in the most common transaction document environments, range from 8,000 envelopes per hour to in excess of 25,000 per hour. High speed inserters from various manufacturers have a lot of features in common:

• they offer a low cost per piece (caveat being, with the right intelligence and processes in place),
• they handle a wide range of media / substrates,
• they are designed to work 24 / 7,
• they support their own or other providers workflow software for file based processing and document production management,
• they run close to rated speed when handling #10 and 6” x 9” envelopes,
• they run at slower speeds when handling larger envelopes (flats),
• an intelligent GUI for Operator interface,
• programmable job control,
• warning lights for alerting the Operator to an incident requiring intervention, and
• improved rotary and friction feed devices.

Low to mid-range inserters, not typically found on the production floor in the transaction document environment, may be found in a manual processing area. They range from 800 envelopes per hour to about 5-7,000 envelopes per hour.

Most will come without intelligence but will have a rudimentary counter / meter (to count the number of mail pieces) and features like double document detection. Most will fold both a C fold for an 8.5” x 11” document and a double fold for an 8.5" x 14" document and may only have the capacity for one or two inserts.

Some have the option to switch sealing on or off and some even have some level of intelligence added on aftermarket (such as an enhanced controller). It is important to weigh the benefits of a variety of models and understanding your requirements clearly before purchasing a low to mid-range folder / inserter because the differences can be subtle but the usability of the equipment can be greatly affected.

What is Document Integrity?

Document integrity is not only specific to inserting it involves all the steps in the document creation, build and production processes that result in accurate inserting and tracking processes.

Most commonly, document integrity refers to the bar codes or other mark/s on the page that support tracking, reconciliation and audit processes by confirming the individual pages are in the right mail piece and that the mail piece is complete and accurate

and can be located or identified at any point in its lifecycle (OMR/bar code/unique identifying number that is either human readable (to facilitate manual collation and insertion) or machine readable to support mechanical collation and insertion.

Typically vendors /production management provide composition / programming guides, document style guides, stock and envelope manufacturing standards to support document integrity.

Document integrity must also be considered when planning for and executing re-makes (items damaged during production) and / or re-prints (items that may need to be re-printed by a call center or the recipient themselves.

It should be noted that production re-makes (sometimes called re-prints, although they shouldn't be) are one of the hardest items in which to ensure true document integrity, as often they do not follow the entire manufacturing process exactly as the main production run did. Quality of the image can be affected using a smaller / different printer, look and feel of the media / stock may be different (inkjet paper versus laser printer paper) they may come out of a post composition system wherein the composition system created the original integrity, and they most certainly won't be inserted by the production inserter as the typical re-make volume would not justify set up on the inserter.

Document integrity is not only about placing a readable (human or machine readable) mark on the paper it needs to consider the size and location of the mark / identifier on the document and takes into account the size of the document, the size of the margin or other white space on the document, the size of the window in the envelope, white space around the integrity mark to ensure readability, the types of folding in use to ensure there are minimal changes and impacts to document integrity should the envelope or document change, and also to support minimizing operator set up time and folding plate changes.

Integrity marks are not only found on the transaction document but can also be found on the insert and the envelope, this increases the overall mail piece integrity as it would ensure the right insert is being used with the document run and supports tracking of the actual mail piece.

Document integrity must also apply to electronic documents and electronic distribution as this is just as important as ensuring the right physical mail piece gets to the right person. Errors in electronic distribution are no less damaging and are usually recognized faster by the recipient, as access to the document is usually available before the physical mail arrives. All the same integrity considerations in document creation, document build, electronic production and tracking processes are required along with more sophisticated electronic security to ensure that the recipient is the only recipient who has access to their transaction documents on line.

Today's Key Players

Production inserting and/or peripheral equipment:

• Pitney Bowes
• Bell + Howell
• Gunther International
• Kern

Mid Production inserting and/or peripheral equipment

• Bell + Howell Pitney Bowes
• Neopost

Desktop (low to mid-range) inserting and/or peripheral equipment

• Pitney Bowes
• Secap
• Neopost
• Hasler Inc. (distributed by Neopost)

There are many other players associated with providing inserting and related equipment;

Many of the following produce / distribute low to high speed units (not often used in high volume transaction document arenas) or provide peripheral inserting equipment, such as feeders, card affixing, folding, cutting, packaging or reading/scanning technology that may support some transaction document production processes :

• GBR
• Lake Imaging
• Mailcrafters
• Mail-Quip
• PAC
• Profold
• Propack
• Sensible Technologies
• Streamfeeder
• UltraSystems

Basic Production Equipment versus Advanced Equipment

Basic equipment is as you would expect:

• standard configuration typically with one type of input station, either for roll input or for cut sheet input,
• may have between 4 and 6 insert stations, and
• typically has some job programming capability to support faster set up for known repeated jobs.

Advanced equipment, would include sophisticated systems such as:

• multiple input capabilities,
• many readers, scanners, cameras distributed at each station in the unit to constantly track the integrity of the document and the mail piece,
• job programming capability and ICF support for file based processing and full document management, and
• full color duplex imprint station integration as mentioned in the Description of Inserter Equipment Components and Sub-components section, 7 - Imprint station / Postage application.

Brief History of Inserters

There are, of course, more inserter manufacturers than are mentioned here. For the purpose of providing some technology history, here is a brief look at some of the best known (from a North American perspective) early pioneers of inserting technology, as this is not a history lesson about how many vendors there are in the world and who are best.

Early 1900's Bell + Howell were founded and made motion picture industry equipment, they were not in the mail sorting and inserting business until much later.

1902 - Chicago, Arthur Pitney introduced first double locking hand cranked mail postage meter machine and founded (via patent) the Pitney Postal Machine Company

1920 - Pitney merged with the operations of the industrialist Walter Bowes and began selling the first US Postal Department-approved postage meter. By optimizing postage meters, businesses could speed up the mail handling process and protect postage funds, while the post office could more easily track the money it collected from delivering mail. Today Pitney Bowes are reportedly the world's largest manufacturer of inserting equipment and dominate the tabletop inserting market (scaling down their tech for low volume use)

1923 - The Canadian Post Office gave its approval for the postage meter and Pitney Bowes established a Canadian subsidiary in Ottawa. Pitney Bowes Canada was formed.

1930 - Security was essential (and mandated by the government) to the success of the metered mail systems meaning that the Pitney Bowes record keeping had to be air tight and equipment could only be rented and never sold.

1936 - Albert Williams (founder of what would become Bell + Howell's inserting and mail machine business) invents, patents and produces the first automated mailing machine in Tatamy, PA (the first Phillipsburg mechanical inserter).

1945 - Directly after the end of World War II, Max Böhler and Ferdinand Weber founded the company Böhler und Weber – later abbreviated to BÖWE.

1947 - Marc Kern (founder of Kern AG Inc.) started the company in a small workshop in Konolfingen, Switzerland. Whilst Kern was employed in printing shops in Europe, he witnessed letter mail being manually inserted which led him to develop the idea of manufacturing a machine that could fold documents and insert them into envelopes, he built the prototype.

1953 - BÖWE SYSTEC produces its first cutter, starting the development of today's peripheral paper management hardware and solutions and in 1959 they introduced their first inserter system.

1959 - Bell + Howell purchased The Inserting and Mailing Machine Company and now they are in the 'inserting business'.

1960 - Bell + Howell opened a factory in Germany becoming the first international vendor or mail processing systems.

1961 - Pitney Bowes introduces their mail inserter.

1963 - General growth in business mail leads to the implementation of the 'zip code' in North America

1964 - Kern establishes an electronic department and the world's first fold-inserters (with optical reading capability) are delivered to their customers.

1960's - IBM's 1403 computer generates the first computer statements and bills and Pitney Bowes upgrades their inserter equipment to solid state electronics.

1968 - Pitney Bowes acquired the Monarch Marking System Company, which would produce the first barcode equipment for retail trade use.

1968 - Kern is on the leading edge of inserting innovation and introduces the first "online" system incorporating cutting, folding and inserting as a single process.

1969 - Hasler Inc. founded, specializing in low-mid volume folding, inserting, and mail processing equipment.

1971 - after Bell + Howell sold off some of their other business they made micro- imagery and mail sorting, the focus of Bell + Howell product development.

1971 - Bell + Howell develops the first intelligent inserters by adding reading technology (using Optical Mark Recognition (OMR) for selective inserts & greater integrity).

1971 - Postal OCR readers were introduced for computerized weighing and insert control programs.

1975 - BÖWE SYSTEC develops the world's fastest inserting system, with a speed of up to 12,500 insertions per hour.

1975 - Bell + Howell produces the first station-to-station matching system for the banking industry.

1976 - Pitney Bowes introduces a range of financing and payment options for their production equipment by founding their own Credit Corporation.

1977-1981 - Gunther International founded. Research shows several founding dates between 1977 and 1981. Gunther designs, manufactures, and services high speed production mailing systems to organizations in the United States and internationally and is best known for their innovations and technical leadership in high speed production mailing systems (mail inserting and ink jet). Also well known for its Champion software based around Microsoft technologies.

Mid 1970's - Secap was established and became a leading European Mailing Systems manufacturer and supplier leading supplier of mailstream management solutions, offering its extensive product line through a nationwide network of authorized independent and Secap operated local dealers, including postage meters, table top folder inserters and other mailroom equipment. Secap is a wholly owned subsidiary of Fimalac.

1982 - Bell + Howell produces the first inserters with computerized weighing, enabling greater postage discounts.

1984 - Kern launches the world's first modular inserting system.

1990's - Bell + Howell's Mail and Messaging Technologies, made up approximately 45 percent of the company's revenue, provided software-driven mail processing functions including collating, cutting, bursting, folding, inserting, scanning, encoding, and sorting. Its customers included organizations with high-volume mailing needs such as financial institutions, direct mail marketers, credit card companies, and others. The Information Access segment, comprised of Bell and Howell Information and Learning and Bell and Howell Publishing Services, was the second largest segment, bringing in approximately 36 percent of the company's total revenue (the split becomes more significant in 2001 and 2011).

1990s - Pitney Bowes continued to innovate in the field of digital technologies and software, introducing the AddressRight address & barcode printer (1991), the first in-line weighing and metering system (1992), the first secure digital postage meter (1995)

1990/1992 - Bell + Howell introduces a family of scanners capable of image enhancement technology, Adaptive Contract Enhancement (ACE).

1994 - Kern launches the first inserting system to achieve 26,000 mail-pieces per hour.

1995 - Introduction of the Automated Document Factory (ADF) concept.

1996 - Bell + Howell introduces the AccuFeed family of automatic document feeders for its line of scanners.

1996 - Pitney Bowes introduces the first ink jet postage meter.

1997 - BÖWE SYSTEC launches their high speed, high volume production level inserter.

1997 - Bell + Howell introduces their first ultrasonic multi-feed detection production scanners.

1997 - Bell + Howell acquires COPE Systems Inc., creators of high-speed inserters for handling large page count applications.

1997 - Kern establishes a direct presence in the US market with Kern International Inc. on their road to global inserting innovation and expansion.

1998 - Pitney Bowes introduces the Digital Document Deliver (D3) platform (1998) which provides message management via hard copy, web, email and fax.

1999 - BÖWE SYSTEC introduces their Turboplus inserter system, utilizing pinless technology and founded BÖWE Mailroom Communication GmbH, a subsidiary dedicated exclusively to software development.

2000 - BÖWE SYSTEC develops a new generation of high performance cutting technology to support high speed sorting and inserting.

2000 - Bell + Howell launches a new series of scanners with VirtualReScan (VRS).

2000 - The Kern 3000 Megamailer was officially included in the Guinness Book of Records as the fastest document inserting machine in the world.

2000 - 2007 - During this period, Pitney Bowes (considered the largest US outbound mail aggregator, providing mail pre-sort services and postal discounts to many organizations across the country), invested $2.5 billion in approximately 85 acquisitions (primarily in software and services businesses including MapInfo, Group 1 Software, PSI Group and Imagitas), expanding their offerings in mail services, intelligence software and printing. The Software Portfolio has been largely grouped into an operating division called Pitney Bowes Software.

2001 - Pitney Bowes acquires Bell + Howell’s International Mail and Messaging Technologies, London, England; markets and services high-end mail processing, sorting and service-related products.

2001 - BÖWE SYSTEC introduces their high speed cut sheet feeder.

2001 - Bell + Howell establishes an enhanced line of inserters, advanced vision systems for complete document integrity, and their job tracking software (JETS).

2002 - BÖWE SYSTEC introduces their Turbo inserter, responding to the market's need for speed.

2003 - BÖWE SYSTEC and Bell + Howell combine North American operations, forming BÖWE Bell + Howell.

2003 - BÖWE Bell + Howell launches their color and bitonal/grayscale scanner series.

2004 - BÖWE SYSTEC presents its first high-speed inserting system, with an increased

production volume of up to 14,000 insertions per hour.

2004 - BÖWE SYSTEC acquires remaining 60% share of its subsidiary, Roll Systems Inc., then enters an equal-share joint venture with LaserMax, a division of Stralfors AB , to form LaserMax Roll Systems AB, supplying high-speed paper handling systems for pre-and post-printing.

2004 - BÖWE Bell + Howell acquires Intellitech Innovations Inc., a longtime partner and provider of automated document factory (ADF) solutions, and its JETS and JETVision product lines.

2005 - BÖWE SYSTEC acquires an additional 10% of BÖWE Bell + Howell’s holdings, now totaling 60%. The remaining shares purchased in further annual 10% portions.

2005 - BÖWE Bell + Howell acquires BCC Software, Inc., a premier developer of mailing software.

2006 - Kern's 3500 Dual-Channel Inserting and Mailing wins the iF (International Forum) award for the innovations and excellence in design.

2008 - Kern introduces the K2600 Inserting System, representing a milestone in the evolution of automatic mailing systems.

2010 -Gunther International and BÖWE Bell + Howell (BBH) announced an agreement whereby Gunther International will offer its customers disaster recovery and overflow services available through BBH, by marketing BBH disaster recovery services directly to its customer base.

2011 - Versa Capital Management (a private equity firm based in Philadelphia that invests in distressed companies) bought BÖWE Bell + Howell (The Information Access segment) and returned it to its original name.

2011 - Bell + Howell becomes ProQuest Company, comprised of the two companies formerly known as Bell & Howell Information and Learning and Bell & Howell Publishing Services. The international mail and messaging technologies business was sold to Pitney Bowes earlier in the decade and the North American high-volume mail equipment, software and services business remains as Bell + Howell.

2012 - Pitney Bowes is one of 87 existing firms that have been members of the S&P 500 since its creation in 1957 and they are well known as an industry advocate, they have focused in recent years on advancing postal reform, the USPS Intelligent Mail barcode, 'TransPromo' and environmental sustainability.