2008 Summer

Gold Medal Success at Olympic Bindery

August 21, 2008

by: Dianna Brodine

The 2008 Beijing Olympics placed the spotlight on dedicated athletes who have taken a basic talent and enhanced it through hard work, determination and a willingness to go beyond the ordinary to find success. The ultimate reward for this sacrifice is a gold medal. For Olympic Bindery in Broadview, Illinois, the ultimate reward is customer satisfaction, encouraging its customers to “Go for the gold”!

On the Starting Blocks

Business partners John Welacha and Dan Mooney have known each other since high school, when they worked together during the summers for a Chicago-area printer. After spending the first years of their careers working as operators, supervisors, and sales staff for printers and binders, Welacha’s father, John Sr., stepped in with a new plan. John Sr. had been a bindery manager for many large printers and binders in the Chicago area and he was getting ready to retire. In 1986, he convinced his son that the time was right to make a move from employee to owner by opening a new bindery to serve the Chicago area. “He was the catalyst,” explained Mooney. “When John Sr. retired, he came into Olympic and worked to bring in sales, while helping with production and quality.” Mooney joined his old friend at Olympic Bindery in 1992.

Olympic started its operations in a 12,000 square foot manufacturing space in Cicero, Illinois. The plant moved to its current location in Broadview in 1994, beginning with 30,000 square feet but expanding as business grew until the company reached its current 73,000 square feet of production and storage space. Seventy-five full time employees work two shifts, with the capability to produce around the clock based upon production needs. Mooney is the president of Olympic Bindery, concentrating on sales and administration while Welacha, vice president, controls the daily operations for the plant.

Serving a range of clients, from small printers up to very large web printers, Olympic Bindery’s biggest market is long-run saddlestitching, with standard and oversized map folding following as a close second. Most of Olympic’s customers are in and around Chicago, and the bindery’s run volume is typically anywhere from 50,000-300,000 pieces, although Mooney said Olympic has done runs of anywhere from 500 pieces up to beyond 50 million pieces.

Racing Beyond – Cut and Fold

Olympic Bindery started out as a straight “cut and fold” operation. The bindery expanded in 1988 with a multi-binder, a machine designed to be both a flat sheet collator and stitcher, and took on a lot of direct mail and newsletter work. “That’s how we got into saddlestitching,” explained Mooney. “In fact, we still have that piece of equipment!”

Newsletters are just one corner of the business now. Olympic Bindery is a full service binding and finishing operation, with capabilities for cutting, folding, saddlestitching, diecutting, and mailing and fulfillment. “It’s not that we’ve expanded beyond typical services,” explained Mooney, “but we’ve taken those services to a new level.” Olympic sells its customers on the idea that the current high cost of transportation and increasingly tight production schedules demand that printed product makes only one stop after leaving the print shop floor. “Sending printed product to just one finisher for several bindery processes is becoming more of a necessity than a convenience,” said Mooney.

The journey to one-stop finisher followed a winding road, one that many traditional binderies have stared down as industry consolidation and the advent of the internet began cutting into profit margins. In 1996, Olympic Bindery entered into the perfect binding market. With several good contracts in hand, the operation went well until 2005, when research catalogs and pricing guides began the switch to the internet. As the volume of perfect binding work began diminishing, Olympic decided to exit the perfect binding market.

The operating space freed up by the sale of the perfect binding equipment opened the door to another opportunity. Olympic became partners with a small mailer who moved into the Olympic Bindery building. To accommodate this change of direction, new equipment was purchased and new capabilities added. “We have two offline imagers with wafer sealers on them, and we do a lot of kit building, inserting, and projects by hand.” Olympic offers spot gluing, seam gluing, shrink wrapping, and ink jet addressing as well, in support of its mailing operations.

Mooney and Welacha believe the addition of mailing and fulfillment services is the key to the growth of Olympic’s bindery operations. “There’s more and more direct mail being done,” said Mooney. “As for fulfillment, there are a lot of projects out there that have to be done by hand. There’s no efficient way to do those by machine yet.”

Traditional bindery services also have grown. Olympic now has seven saddlestitchers, giving it the capability for everything from short runs to multimillion piece runs, with a short turnaround time. The bindery also has purchased several MBO folders, all specifically purchased to support its map folding, direct mail, bill insert operations, and book work signature folding.

Mooney and Welacha make it a point to keep abreast of industry changes, specifically in regards to new developments in technology that can reduce costs and run jobs in more efficient ways. “We try and buy a couple of pieces of equipment each year with the latest technologies, simply because once you start falling behind it takes a long time to catch up. Olympic’s ability to stay competitive will depend on the developments out there in equipment,” said Mooney. Before purchasing new equipment, the partners look at job volume and recent changes in the types of jobs flowing through the bindery. “If you look at that and try to analyze where the trends are moving as far as types of business, you can look and see what’s out there in the industry as far as equipment. If a machine runs 20 to 25 percent faster or requires less labor, you can see where you recoup some costs.” Three years ago, Olympic Bindery purchased a high-speed automatic saddlestitcher from Muller Martini that increased its production 25 to 30 percent and reduced the labor required by one third. The company now has three of those machines. Mooney cautioned that Olympic Bindery still has to evaluate the volume of work needed before making an investment in new equipment. As the mailing and fulfillment side of the business grows, Olympic plans to purchase more automated fulfillment equipment, particularly in terms of automated inserting and affixing.

Building the Gold Medal Team

Top-of-the-line equipment isn’t the only way to attract customers and build sales volume. Strong customer relationships also are critical to continued success for Olympic Bindery, creating a team that is committed to excellent quality. “In this rough economy, the print industry is driven by price,” said Mooney. “We set ourselves apart from the rest by working as a partner with each and every customer to build a healthy business relationship. That means we’re upfront, honest, and fair with the customers. We also have excellent quality control throughout the plant and deliver what we promise, on schedule and with fast turnarounds.”

Welacha and Mooney set the example by being hands-on owners. On most days, both men are in the shop or the office. Welacha works with all of the bindery’s customers on a first hand basis, answering all production questions for each project. The bindery has a customer service manager who is responsible for initial order entry and production reports, but any concerns having to do with production, quality, or service are handled by Welacha and Mooney. “It’s important to both our customers and our employees to see that the owners of the company are getting personally involved,” explained Mooney.

The tighter margins brought on by price competition and higher material costs have led Welacha and Mooney to work differently with their employees as well. “You’ve got to reduce your pricing to get a job in the door,” said Mooney, “but then you really have to stay on top of everything on the shop floor to produce the job as efficiently as possible at all times.” As a result, the staff at Olympic Bindery is receiving training on how to be efficient. Meetings are held with the shop supervisors and managers to evaluate procedures and processes. “We asked ourselves what would happen if only certain employees worked on certain jobs. We typically rotated our people on all of our equipment, but maybe that wasn’t the most efficient way of doing things. Now we’re changing that a little, to determine what each does best.”

Employees are relied upon to oversee all production details, putting each machine operator at the front line to determine the quality of the product that is delivered to the customer. “We stand behind our work 100 percent, which says something about our belief in our quality,” stated Mooney. “We are proud of all our projects. Each one, when planned and produced correctly, shows the pride that every one of our employees displays.”

The Winning Formula

At Olympic Bindery, the commitment to creating partnerships and dedication to ensuring quality take this former “cut and fold” bindery beyond the ordinary. Sharing information and efficiencies not only among Olympic’s employees and customers, the bindery also has become an active supporter of the Binding Industries of America (BIA) and the Graphic Finishing Industry of Illinois (GFI). Mooney, as acting president of GFI, believes networking with industry peers to share ideas and policies is the key to upholding the values and consistency of the entire industry, allowing all of the competitors on the binding and finishing playing field to raise the bar.

From binding through finishing to fulfillment, a motto on the company’s web site provides the winning ingredients in the bindery’s formula.

Experience + Positive Attitude = Success

By building healthy business relationships through up-front honesty and service with a smile, the owners and employees at Olympic are proving that they are willing to go above and beyond to help its customers “bring home the gold.”

Mailing and Fulfillment Services in the Bindery

August 21, 2008

by: Tom Quinn, Mailing & Fulfillment Service Association (MFSA)

Should bindery operations consider mailing and fulfillment services to grow and sustain their companies? I, for one, would shout an overwhelming “YES” to the question and will share some facts with you concerning the mailing and fulfillment industry to support my enthusiastic answer.

Fact #1 – Your clients want you to get into the business.

Surveys conducted over the past four years by NAPL & MFSA, in conjunction with the Annual Fulfillment Conference, have substantiated this fact. Eighty-eight percent of the printers surveyed reported that the primary reason for adopting fulfillment services was client request. The binding industry has a slightly different market and selling proposition than the commercial printer, mailer, and fulfillment operation, but nonetheless eventually supports marketing organizations within large and mid-sized companies. These organizations are striving to reduce cost and reduce time-to-market. The Marketing Value Chain (shown to the right) is the process by which every marketing project is completed. When a marketing organization has a requirement (i.e., 4th quarter promotion, new product introduction, pricing announcement, etc.) which needs to be completed, these progressive steps are followed:

A design team completes the creative.
The printer prints the material.
The mailing house mails the material.
The fulfillment company fulfills request to sales personnel and customers.
Telemarketing companies answer questions and capture data.
The responses are collected in a database.

The bindery function has been inserted in the Value Chain to show which functions come before and after the bindery activity. When evaluating additional services, the operations just before and after the current position make the most sense to adopt and are the ones most commonly requested by the client.

Fact #2 – The cost of entry is low compared to bindery operations.

I am an advocate of mailing as an extension of the bindery operation. It is the next step in the value chain and production process. The process itself can be administered in your existing operations and financial operating system, and the cost of entry is low (under $100,000 for equipment). The equipment is not simple to operate, but is no more complex than existing bindery equipment. The trick to developing a successful mailing operation is to understand how to do business with the U.S. Postal System. It will be necessary to hire and train a postal expert. Consider in your decision making process that mailing services is a similar business model to the bindery production model, with most of your revenue being generated by the operation of machines.

The cost of entry for starting a fulfillment operation is approximately $200,000. This investment will allow you to purchase specialized fulfillment software, warehouse racking and equipment, computers, and other operational equipment. The fulfillment business operation has a different business model than the bindery – a service model. This model produces revenue primarily through people, systems, and facility. There are two separate portions to this business – fulfillment projects and fulfillment programs. Fulfillment projects are basically handwork projects which may include such operations as shrink-wrapping, gluing, stapling, collating, and shipping to a list provided by the client. Fulfillment projects do not require any additional software. Fulfillment programs refer to those activities required to “receive, store, assemble, and ship product and/or data for another company”. Because the primary activity is to store and ship for another company – requiring inventory tracking – specialized fulfillment software is required. Once a company masters the art of providing “world class” inventory accuracy for its clients, the operation will run very smoothly.

Fact # 3 – Both volume and profit margins increase when more activities are completed in the Value Chain.

The NAPL and MFSA surveys previously referenced also provided the following data from printing companies:

Those clients who purchased both print and fulfillment services showed increases in print margin compared to print-only clients.
Those clients who purchased both print and fulfillment services showed increases in print volume compared to print-only clients.
Those clients who purchased both print and fulfillment services had an improved customer retention rate of 300 percent compared to print-only clients.

There is a valid question whether this data is directly transportable to bindery operations. I would argue that the findings and data are transportable. There is data from the fulfillment industry which says that by offering additional services, the focus on price is taken away and the client/vendor relationship transitions into a partnership arrangement. The client/vendor designation places a premium on pricing to determine if the relationship will be ongoing. The partnership arrangement places a premium on timing, trust, and expertise in the areas of logistics, data, and shipping. An additional fact to consider in your decision-making process is that the fulfillment industry continues to command pricing structures which yield double digit bottom-line profit margins – in excess of 20 percent for several decades, with this trend continuing today.

One more factor to be considered when evaluating the addition of fulfillment services – a fulfillment program application lasts for many years. There are some applications that have lasted longer than 20 years. More realistically, a fulfillment application will last for 5-7 years and will continue to generate revenue and profit for the entire time the application is operational. If a fulfillment provider is competent, the client will leave the application in place until the product line or division reaches its end-of-life.

The primary reason for losing a fulfillment program is poor inventory accuracy. The second reason is consolidation. Third party fulfillment operations are caught in the same dilemma as the consolidated company itself when the buying entity has its own fulfillment center. Regardless of these risks, if your goal is to improve your bottom line, a decision to add mailing and fulfillment services will yield improved performance in the future.

Fact #4 – The market is changing.

The chart below was prepared for the 2005 Annual Meeting of the MFSA. The chart had several uses, but was used in this meeting for a presentation on diversifying your business. The horizontal access shows the various industries and, for this discussion, the bindery industry should be considered as a subset of the Print Industry. The categories include Printers, Mailers, 3PF (Third Party Fulfillment), Specialty (disc duplicators, telemarketers, contract packaging houses, etc), Product Fulfillment (primarily catalog fulfillment), and 3PLs (Third Party Logistics). The vertical access contains some of the major operations completed by these market segments. As noted, the list ranges all the way from printing to logistics (providing transportation, storage, procurement, and assembly). The good and bad news from this chart is that each of the segments does fulfillment and warehousing. The good news is that very few companies do fulfillment correctly, and that the market continues to grow. The bad news is there is competition everywhere and that the word fulfillment can mean anything from sending out lead responses for a client to assembling and shipping product for a company.

	Printers	Mailers	3PF	Specialty	Product	3PL
Print	x
Bindery	x	x
Variable Print	x	x	x
Mailing Services	x	x	x
Warehousing	x	x	x	x	x	x
Fulfillment	x	x	x	x	x	x
Database Management		x	x		x
Web Hosting & Design	x		x		x
Credit Card & Cashiering		x	x		x
Telemarketing			x	x	x
Contract Packaging			x	x
Transportation		x	x	x	x	x
Logistics						x

This chart also shows that the conventional boundaries of task completion and competence are changing. Companies need to decide what they will be doing in the future to sustain their growth. I would pose the same question to the owners of bindery operations that was posed to owners of mailing and fulfillment companies at this meeting: “Where are you on this chart today and where will you be in five years?” This chart needs to be revised because there have been two major technology advances since the chart was completed color digital printing; and the ability to provide campaign management and other marketing services such as e-mail blasts, Purl’s, and landing pages. These new tools have assisted print, mail, and fulfillment companies in further penetrating the marketing organization that we primarily support. There are many opportunities and alternatives for bindery operations to diversify.

Fact #5 – The bindery industry marketplace is well suited to adopt mailing and fulfillment services.

While I am still a novice to the pure bindery industry, it does seem evident to me that there are three very nice opportunities for a bindery that provides mailing and fulfillment services. These opportunities are as follows:

Existing Printer Relationships – The adoption of mailing and/or fulfillment services may be viewed as positive or negative by your existing printer relationships. Many printers have been slow to adopt mailing and fulfillment services and your entry into the marketplace may assist them in their marketing and sales efforts. You already have established your expertise as a bindery expert, and the addition of these services may be viewed as an extension of your existing services. For those printers who have adopted mailing and/or fulfillment services, it should remain “business as usual”. However, there will probably be more than one instance where an existing printer client asks you to complete a mailing and/or fulfillment function for them rather than sending the finished goods to a competitive mailer for processing. This is a premise that remains to be tested as I support more bindery operations.

Existing Bindery Clients – There is a certain percentage of your business that you control directly with your client. The clients falling in this category represent the primary prospects for your newly established mailing and fulfillment operations. We would hope that these are the clients asking you to provide more services, similar to our commercial printer population.

New Mailing and Fulfillment Clients – There is a very large mailing and fulfillment market space and, once a bindery has established its operations, the bindery can compete in this space. This is a tertiary market for bindery companies because it must be understood that the primary objective of adding mailing and fulfillment operations is to keep the bindery equipment running. However, if you are able to grow the company by acquisition, you will have purchased a large client base, sales force, and operation that can compete in the mailing and fulfillment space.

There is additional good news concerning the adoption of mailing and fulfillment services in the area of training. The Mailing & Fulfillment Service Association, NAPL, and PIA all have training programs to help new entrants get into the business. In the past several years, classes on mailing and fulfillment topics have been available at Graph Expo and a mailing and fulfillment pavilion has been established for you to meet equipment vendors and other industry personnel. I hope you share my resounding YES concerning the adoption of fulfillment, and I look forward to providing further information to assist in your decision-making process. I wish you good selling.

Tom Quinn is the director of fulfillment service for the Mailing & Fulfillment Service Association. Quinn was a featured presenter at the BIA Mid Management Conference in May of 2008. This article is the first in a series of two which will address the addition of mailing and fulfillment services to bindery operations. For more information, contact Quinn at tquinn@mfsanet.org.

Perspectives: China’s Influence on the Loose Leaf Industry

August 21, 2008

by: Scott Caplain and Jeff Hunter

Goods produced in China have long had a significant effect on U.S. manufacturing, but for traditional binderies, the impact has been less noticeable due to tight turnaround times that cannot be matched by overseas competitors. The same is not always true for those in loose leaf. However, increased costs for freight and raw materials, a sluggish U.S. consumer market, and changes to China’s labor laws are redefining the way the American companies view goods produced in the Asian market. Further complicating the situation for companies who have typically relied on Chinese production for small, easily reproducible parts are the 2008 Olympics and the recent earthquakes. No longer the cheapest, fastest, or best way to fulfill an order in every situation, those marketing loose leaf products in the U.S. are finding ways to combat changes in Chinese production – often through custom work.

Scott J. Caplain is the executive vice president for Charles Leonard National, Inc., a manufacturer and distributor of loose leaf devices. Caplain explains how recent events in China will continue to have a significant impact on ring hardware prices. For his perspective, see “The Changing Cost Dynamics of Ring Hardware.”

Jeff Hunter is the owner of Federal Looseleaf, Inc., a custom loose leaf manufacturer located in Minneapolis, Minnesota. As a creator of custom product, Hunter believes his company is in an excellent position to out-sell competitors promoting product from China. For his perspective, see “Custom Loose Leaf Products Not in Competition.”

The Changing Cost Dynamics of Ring Hardware

It seems that ring mechanisms are finally receiving some respect, however, not for the reasons that I had hoped. With price increases coming unabated this year, the cost of ring elements has already reached unprecedented proportions – and the year is not over. Nevertheless, the landed cost of rings is still a bargain and lags far behind comparable products with moving parts, nickel plating, and precision engineering.

During the past decade, prices have remained fairly stable, incurring increases that have been announced two to three times per year at minimal levels. The selling prices in 2007 were actually comparable to numbers of product produced domestically in the 1970s and 1980s. Now we witness something that is unparalleled in my almost 40-year-history with ring metals.

Since virtually all three ring products are manufactured in China, distributors in the U.S. are now a function of the latest events in that country. When I first visited China in the early 1980s, I remember the dirt roads, the lack of good transportation, and a very modest infrastructure. Crossing the border today from Hong Kong into Shenzhen, one views the dramatic evolution and progress of this country with super highways, skyscrapers, new hotels, and abundant manufacturing. Clearly, China has become the world’s workshop. This trend toward modernization has “led the charge” in today’s scenario of rising prices, with demand for raw materials that outstrips the supply, growing labor shortages, currency fluctuations, and of course, the rising cost of petroleum that has precipitated hikes in ocean freight transport.

If that’s not enough, the earthquake in Sichuan province and the Olympics in Beijing have created a new set of circumstances. Rebuilding the infrastructure after the massive devastation that took the lives of approximately 20,000 Chinese citizens has required substantial steel capacity, and the Chinese government has mandated that steel production be used for rebuilding rather than as an exportable commodity. To control the country’s air pollution and minimize its effect on Olympic athletes and visitors, the government has ordered steel mills within a specified proximity to curtail production or fully suspend operations until after the games are completed. The largest and most effective producer, BaoSteel, falls within this region.

The aggregate impact of these circumstances could have far reaching effects, including issues with supply and the obvious string of price increases that are headed our way. The limited supply of steel has already produced a bidding process with some companies, resulting in the possibility of shortages. However, with an estimated 35 million units warehoused in the U.S. at any given time, shortfalls in product availability are still remote and may be confined to the specialty rings that are not part of a regular stocking regimen.

What happens from here is anyone’s guess. Continued price increases will almost assuredly occur on a monthly basis through mid-fall of this year. Clearly, price increases are a matter of concern and will have to be addressed in the short term by all manufacturers should we continue to see a protracted period of price increases. However, the slowing U.S. economy may result in some stabilization before year end due to reduced consumption. Needless to say, challenging times are ahead. In the meantime, our firm remains committed to working with our Chinese partners in exploring alternative manufacturing venues, particularly in India where we have already located capacity for distribution to the European market.

On the brighter side, product innovation has enjoyed a renaissance of sorts over the past several years. Mechanisms have been redesigned to open and close easier, lock more securely, mesh more evenly, and even appear differently. While these products have yet to reach the custom market, one trip to a super store will convince any doubters that these unconventional rings are selling well. Shelves are well stocked, favoring binder products that feature both the E-Z Touch and E-Z Comfort ring mechanisms over those that have lower cost hardware installed. It is really too early to establish any trend but suffice it to say, “new and better” are receiving a warm welcome in the office products network. The Chinese are highly responsive to innovation from both service and product standpoints, and seem to consistently deliver on these ideals. Despite the many issues currently being seen with overseas production, I am confident that more “new and better” designs will be a big part of our future.

Scott Caplain is executive vice president of Charles Leonard National of Hauppauge, N.Y., a manufacturer and distributor of loose leaf devices. Caplain has almost four decades of experience in both sales and ownership of the ring binder component industry, including 31 years with US Ring Binder Corp. Caplain can be reached by calling (508) 674-5009 or by e-mailing SCap48@aol.com.

Custom Loose Leaf Products Not in Competition

There are two distinctive categories of loose leaf products and China’s influence is very different based on the category we’re discussing. When a customer is looking for a commodity product and has warehouse space available for storage, China is absolutely a consideration, often based on price alone. If a customer wants a custom-made product, I usually don’t need to worry about China.

Price

The primary reason for much of U.S. loose leaf production to go overseas has been price. But China is now dealing with new labor laws, eliminating the practice of employing young children and requiring employers to pay overtime. Western practices are taking hold in China and that, coupled with oil prices that are changing the whole face of freight, is limiting the cost-based appeal of China for many people. The U.S. still produces a large amount of “office supply binders” and I would suspect the production of those commodity products is increasing in the U.S. based on the upswing in freight costs.

As the economy sours and freight bills go up and recession looms, the business outlook is actually better for U.S. custom manufacturers because there will be a demand for smaller quantities of product, produced quickly and efficiently. The counterintuitive approach that I’m taking currently is that as the economy worsens worldwide and oil prices go up, affecting freight and oil-based materials like vinyl, customers will still need to order 3-ring binder products. Yes, everyone will be affected in the U.S., but these conditions also are limiting the opportunities China has to expand its loose leaf presence here. Loose leaf is a mature industry and now some of this business is finally coming back into local hands because it’s so expensive to do business overseas right now.

Quality and Turnaround Time

When I’m out selling binders directly to customers and I come across someone who is trying to sell a competing Chinese product, I sell against it by pointing out that the finish of my product is not in question because I can immediately show samples for approval and make sure I’m meeting customer expectations.

From a custom point of view, our turnaround goal has always been to produce a quality product in two to three weeks. Customers can’t get that from China without factoring in air freight, which is extremely expensive. China is great when ordering full container shipments, but that means large quantities, and most of the custom manufactured binders in this country are in smaller quantities – 1,000 pieces and under.

Difficulties of Custom Work

The other thing that makes competing with China easy is that the manufacturer in China usually has to see a finished prototype in order to accurately produce the product your customer wants. There is little room for the back and forth that often comprises the design process, so the burden of artistic creation and decisions about material are on the customer in China. Here in the U.S., we can sit down with the customer and make suggestions for ink, wrapping materials, and more. Customers sending business to China can specify a certain thickness or a certain type of material, but many times the Chinese manufacture their own materials so you’re not always getting what you expect. My selling proposition is simple:

We can offer infinite variety in custom applications. China can too, but you have to show them exactly what you want, which can be difficult.
Rising prices for materials and freight are increasing the cost of doing business in China (and really anywhere across the globe).

Having said all that, if you have an order with a customer who needs 100,000 binders and the order requires a lot of hand labor – sewing or eyeleting or attaching elastic barbs – you have to consider China if you expect to ship the order in a reasonable amount of time. The cost of fuels, higher emission levels, new labor laws, and the fact that they pretty much shut down in the month of February are making it harder to place an order with China, from the perspective of a custom manufacturer, but that doesn’t mean there isn’t a place for it.

I look at China as a competitor and as a tool. It’s my challenge to be able to join them, rather than fight them. If I can use them, I will – and I’ve certainly used them before. Of course, this is a snapshot of the market today and all of this could change in a month. That’s part of the wonder of working in an international market!

Jeff Hunter is the owner of Federal Looseleaf, Inc., a custom manufacturer of creative turned edge, vinyl, and polyplastic presentation packaging. Hunter can be reached by calling (612) 781-9995 or through e-mail at jeff@federallooseleaf.com.