I want to take this opportunity to commend you and your staff for an outstanding job on these two covers! The colors and varnish are perfect! Please pass on our gratitude TO EVERYONE THAT WAS INVOLVED for a job extremely well done. MALLOY HAS DONE IT ONCE AGAIN!

- Steve Bernier, Heinemann

Would you like to create your own estimate?

Hello. My Name is Shelly. I'd like to be your service rep. Click here.

MISSION STATEMENT

The Malloy Aim

Malloy exists to serve publishers better than anyone else: to provide service and quality they can always rely on, and to know our customers and their individual needs so well that we can uniquely help them improve the way they produce their products and deliver them to their customers. Providing this level of service to our customers is our best guarantee for long-term success.

The Malloy Philosophy

We believe the best way to reach our aim is by creating an environment that encourages everyone in our extended process (suppliers, employees and customers) to cooperate in providing excellent service. We will subscribe to and implement all of the 14 points of the philosophy of Dr. W. Edwards Deming. The following is our understanding of the 14 points:

We must create constancy of purpose toward improvement of product and service, with the aim to improve competitive position, stay in business and provide jobs.
We must strive to eliminate the causes of delays, mistakes, and defects, and must never be satisfied that our efforts in this area are adequate or complete. In order to do this in a positive manner, we must strive to rely on the economic philosophy of win/win cooperation with our employees, suppliers, customers, competitors and community. We cannot afford the economics of “I win, you lose” competition.
We must build quality into our products and services in the first place; quality can’t be inspected into the product. We must require evidence of this quality with relevant statistics wherever possible. This requirement holds for all functions and materials which are purchased from outside suppliers, as well as for those functions which are performed within our organization.
We must depend on meaningful measures of quality, along with price, in trying to minimize the total cost of using the products or services we buy; a product’s price tag represents only part of its total cost. Whenever possible, we must work toward the establishment of single sources of supply on a long-term relationship of loyalty and trust. To establish single sources of supply successfully we must be fully aware of our obligations in these relationships. Also, we must know our suppliers well enough to be able to assess the potential risks (disruption of supply) of single sourcing with them.
We must constantly strive to improve the system of production and service in order to improve quality and productivity, and thus decrease costs. Though everyone in the company should play a part in this effort, it is the responsibility of management to lead it. The majority of problems are caused by the systems we use, rather than the people who work in them. We must attempt to solve problems and eliminate their causes, rather than fix blame.
We must institute effective methods of training on how to do the job.
We must promote leadership. The role of the supervisor is to be a leader, coach and teacher in the development of the people he or she works with. The aim of supervision is to help people and machines to constantly improve in the performance of the task.
We must try to eliminate anxiety, so that everyone may work effectively for the company. We must encourage effective two-way communication. For example, employees are often afraid to ask questions when they do not understand the task or what is right or wrong. Also, it is not uncommon for supervisors to be shy about speaking to their employees. It is necessary for better quality and productivity that people feel secure. We must always be looking for ways to promote this sense of security.
We must break down barriers between departments, shifts and people. Everyone must work together as a team toward constant improvement, in order to foresee and solve problems.
We must develop the methods and plans that are necessary to achieve higher levels of quality and productivity. We must not use slogans, exhortations or targets for the work force which ask for zero defects or new levels of productivity without providing methods to achieve them. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and productivity belong to the system and, thus, lie beyond the power of the workforce.
We must not substitute numerical targets for leadership. Instead, we must provide leadership toward constant improvement, rather than numerical targets.
We must remove barriers that rob people of the ability to take joy in their work. People want to produce quality work and are frustrated when they can’t. We must strive to provide the tools and systems to enable people to produce quality work.
We must institute a vigorous program of education and ongoing training. We must work to constantly expand the knowledge of every employee in the company. Quality and efficiency begin and end with education.
We must create a structure which will promote all of the above 13 points every day and which will involve everyone in the company.

Malloy Stakeholders

There are five different groups who have a stake in the operations and success of Malloy: customers, employees, suppliers, owners and our surrounding communities. We consider our obligations to each of these sets of stakeholders to be as follows:

Customers: We believe that providing service that our customers will boast about is the key to staying in business. Therefore, we will endeavor to exceed their needs, not just meet them. We strive to develop relationships with each of our customers that will last for years, not just from job to job. Malloy exists to serve our customers. To do this, we must:

Constantly examine the way we serve our customers and attempt to provide both better products and better service.
Anticipate our customers’ future needs and work to meet them, perhaps even before the customers have perceived the need themselves. Often customers are not aware of the possible products or services which may be available to them. If we know our customers well enough we may be able to satisfy their needs in ways they hadn’t considered.

Malloy aims to serve publishers better than anyone else. Our roots are in supplying book printing services to our customers to achieve this aim. With new technology, our customers have learned and will learn different methods to convey knowledge and information from the author to his or her intended audience. We view learning new methods as a continual process under which opportunities will frequently emerge for Malloy to serve publishers in new ways. We welcome these opportunities and will always help publishers improve the way they produce their products and deliver them to their customers. Our role may change but our aim will be steady.

Employees: The people who work at Malloy are the company. Every person can expect to find dignity, respect, recognition, proper training and fair compensation. Each person should have a clear understanding regarding the level of responsibility and authority the person has and what’s expected of them. We expect each person to put forth a strong effort to meet these expectations. People will be held accountable for their actions and behaviors. In addition we will strive to provide:

A healthy and safe work environment.
An environment conducive to continuous job security.
An opportunity for everyone to freely express his or her ideas and opinions and to raise any questions he or she might have.
A chance for each person to enjoy and take pride in the work he or she does.
Constant communication on where the company stands and where it is headed, our goals and policies.
Continual development, training and education of all people who work at Malloy. When a person begins employment with Malloy we assume it is that person’s desire to continue working for the company for the remainder of his or her career. Therefore, continual development is in the best interests of both the individual and the company.
An opportunity for everyone to be involved in the effort to constantly improve our processes. Each person is a source of knowledge, skill and enthusiasm.
An environment which will foster teamwork and cooperation.
Leadership in the effort to prevent mistakes rather than search for them.
A chance to share in the success of the company, both monetarily (e.g. the profit sharing and retirement plans) and through the opportunity to advance and develop as the company grows.

Suppliers: We believe that our suppliers are an extension of Malloy. We must work with them as partners in our efforts to exceed the current and future needs of our customers. As in the case of employees, suppliers can expect to find dignity, respect, recognition, fair compensation, and clearly communicated instructions. We wish to establish long-term, trusting, and, where appropriate, single-source relationships with our suppliers. We will work with them to establish statistical evidence of the quality of the products and services they supply to us.

Community: Malloy views itself as a committed member of the communities in which we operate. We will conduct ourselves in a manner which will make these communities proud to have us as their citizens. We wish to conduct our business at all times in a fair, ethical and professional manner with all parties. We will try to act as a positive influence in our communities by supporting interested employees in their participation in local government and charitable organizations. It is our intent to abide by all laws and regulations affecting our business; for instance, to insure compliance with those laws regarding health and safety, Equal Employment Opportunity, and the environment.

Owners: We believe we can best serve our owners by staying in business and providing long-term growth in the value of their stock. The overriding concern of the company is to exceed the current and future needs of our customers. This concern is of far greater importance than either short-term growth or short-term profits. Moreover, if we are successful in our efforts to constantly delight our customers, the natural by-product will be long-term profitable growth. When we are sufficiently profitable, we believe the owners are entitled to a dividend; however, we view this dividend as secondary in importance to our ability to reinvest funds in the future success of the company. We also believe that the dividend is secondary in importance to the profit-sharing payments provided to employees.

Malloy’s Profits & Growth

We believe that if we constantly delight our customers and manufacture efficiently, we will achieve good profits and growth. In fact, we would expect our profits to compare favorably to profits of other companies in our industry. The economic well-being of the company is dependent on obtaining adequate profits and is benefited by realizing a reasonable rate of growth. Policies or actions that enhance profits or growth in the short-term at the expense of the long-term welfare of Malloy are to be avoided. In this regard, it is important to limit the rate of growth to a rate that does not jeopardize the company’s ability to meet the needs of our customers. Growth that strengthens the company is desirable; growth for growth’s sake is not.

Conclusion

This document is intended to communicate Malloy’s aim and philosophy to our customers, employees, suppliers, communities and owners. It is also intended to serve as a guideline for everyone who works at Malloy in carrying out their duties. We must constantly strive to achieve the ideals expressed in this document. On those occasions when we fail to live up to these ideals, we hope that concerned parties will challenge us to return to the principles expressed herein.