Revolutionizing Healthcare Communications: Inside Mayo Clinic’s In-Plant Inkjet Transformation

Few innovations in the modern history of print production have matched the disruptive, high-speed versatility of inkjet technology. For print operations struggling with shrinking turnaround windows, surging labor costs, and complex inventory demands, the transition from traditional offset or toner-based printing to industrial inkjet has proven to be a game-changer. Nowhere is this dynamic transformation more evident than within the Print Production Unit at the world-renowned Mayo Clinic.

Operating out of its historic hub in Rochester, Minnesota, this 49-employee in-plant operation has redefined what a corporate print shop can achieve. By embracing production-class continuous-feed and cut-sheet inkjet presses, Mayo Clinic’s in-plant has drastically slashed its production times, elevated operational efficiency, and reallocated critical human resources toward the institution’s core mission: advancing patient care.

Main Facts: The Power of Production Inkjet

At its core, the Mayo Clinic Print Production Unit functions as a vital logistical and communications backbone for one of the world’s leading medical institutions. Ranked as the 14th largest in-plant operation in the United States, the facility manages an annual output of roughly 80,000 distinct jobs, translating to an astonishing 90 million pages produced each year.

The turning point for the facility occurred when leadership abandoned legacy toner environments in favor of advanced inkjet systems:

• Massive Time Savings: Secure statement jobs that once required three production machines running across two shifts—taking up an entire day and night—are now completed in a mere six hours during a single night shift.
• Operational Agility: The dramatic reduction in production hours has freed daytime staff to develop high-value, patient-focused collateral, directly supporting the clinic’s healthcare goals.
• Elimination of Preprinted Inventory: The in-plant successfully phased out 40 different preprinted forms and "shells," eliminating manual handling errors, warehouse storage footprints, and external supply chain bottlenecks.
• Wide-Format Dominance: Beyond transactional documents, the shop utilizes a sophisticated fleet of wide-format flatbed and roll-to-roll printers to produce environmental graphics, ADA-compliant displays, and healing interior designs for clinical spaces.

Chronology: From Legacy Toner to High-Tech Inkjet

The modernization of the Mayo Clinic in-plant did not happen overnight; it is the result of strategic, deliberate investments guided by decades of technical expertise.

The Foundation (2008–2020)

Bret Johnson stepped into the role of manager of the Print Production Unit in 2008, bringing with him two decades of field service experience as a technician for Xerox. Recognizing the limitations of traditional offset and high-maintenance toner machines, Johnson began steering the in-plant toward a leaner, more agile future. He regularly attended industry gatherings, such as the annual Inkjet Summit, to study the viability of production inkjet technology. During this era, the shop relied heavily on a fleet of digital toner devices that demanded constant upkeep. Johnson recalls a time when up to three dedicated service technicians were on-site nearly every day of the month just to keep 10 digital toner devices operational.

The Inkjet Pivot (2021–2022)

The operational landscape of the Mayo Clinic in-plant shifted permanently in 2021 with the installation of a continuous-feed roll-fed inkjet press. This high-speed machine instantly compressed the timeline for secure medical statements, shifting tedious 24-hour production cycles into streamlined overnight workflows. Momentum continued into 2022 with the addition of a cut-sheet inkjet press, further diversifying the shop’s capabilities and driving down page-cost metrics.

Expanding Horizons (Present and Future)

Today, the in-plant’s leadership team continuously evaluates cutting-edge technologies. During recent industry events like the Inkjet Summit and the PRINTING United Expo, Johnson has focused on identifying replacements for legacy black-and-white toner backups—firmly asserting that any future machinery will exclusively utilize inkjet technology. Upcoming operational goals include investing in automated front-end workflows and integrating quick-turnaround Braille capabilities to streamline ADA-compliant signage production.

Supporting Data and Operational Metrics

The operational metrics behind Mayo Clinic’s in-plant evolution illustrate the profound economic and practical advantages of migrating to production inkjet:

• Drastic Uptime Improvements: Where the shop once required constant daily oversight for its digital toner fleet, current service calls for the primary inkjet presses are reduced to just a couple of times a month.
• Shorter Turnarounds: Service-level agreements (SLAs) mandate a 24-hour turnaround for critical healthcare communications. Thanks to continuous-feed inkjet coupled with in-line finishing systems, the shop routinely beats these timelines, finishing complex jobs in roughly 16 hours.
• Label Production Efficiency: Previously, producing 1,000 short-run medical and warning labels required three hours of printing, lamination, and cutting. By shifting this work to a direct-to-label inkjet printer utilizing pre-die-cut rolls, the exact same volume of labels is now produced in just 15 minutes.
• Outsourcing Balance: Despite handling massive volume internally, the shop deliberately outsources approximately 2,400 jobs annually. Johnson maintains this balance to preserve a robust, supportive local commercial print ecosystem that can assist during unexpected demand spikes.

Official Responses and Leadership Insights

The success of the Mayo Clinic Print Production Unit is anchored by a philosophy of continuous improvement, compassionate leadership, and unwavering alignment with institutional goals.

Bret Johnson attributes much of the operation’s frictionless modernization to the steadfast backing of Mayo Clinic’s executive leadership.

"We are very fortunate to be well supported from our parent company in getting equipment and keeping up with technology," Johnson notes. "We’ve been successful in keeping ourselves on the front edge and not falling behind and then trying to catch up."

This forward-thinking mindset directly impacts patient care. By automating and optimizing document creation, the in-plant has eliminated tedious administrative burdens for clinical staff. For example, the print shop replaced loose, multi-document folder packets—which nurses previously had to spend valuable time hand-assembling—with a professionally bound, 54-page saddle-stitched booklet produced entirely in-line.

"This saves many, many hours of nursing time, which then can be put back into patient care," Johnson points out. "And that, ultimately, is the mission of Mayo Clinic."

Internal management also drives a deeply collaborative workplace culture. Johnson heaps high praise on his three direct supervisors, describing them as compassionate, highly skilled leaders who prioritize team morale. The department actively fosters community through innovative team-building traditions, such as annual summer barbecues featuring dunk tanks for charity and the beloved December "Holidazzle" party—complete with creative challenges where teams construct elaborate sculptures out of basic cardboard boxes and duct tape.

"I can confidently say that I feel I have the best supervisor staff at Mayo Clinic," Johnson affirms. "They’re compassionate leaders, they’re intelligent, and they care about the mission, which is the needs of the patient come first."

Implications for Healthcare In-Plants and the Commercial Print Industry

The remarkable trajectory of the Mayo Clinic Print Production Unit offers a compelling blueprint for corporate in-plant operations worldwide. As healthcare institutions navigate tightening budgets, labor shortages, and increasingly complex regulatory environments, internal service units must prove their strategic value or risk being outsourced.

1. Re-engineering Administrative Workflows into Clinical Assets

Mayo Clinic demonstrates that an in-plant is much more than a cost center; it is an engine for organizational efficiency. By eliminating manual tasks like stuffing folders or swapping out preprinted shells, print operations can directly reclaim valuable hours for medical personnel. When administrative friction is reduced, patient outcomes naturally improve.

2. The Total Supremacy of Inkjet Over Toner

For high-volume transactional and educational print environments, the technological shift from toner to inkjet is no longer a luxury—it is an economic imperative. The dramatic reduction in mechanical downtime, lower consumables costs, and lightning-fast output speeds make production inkjet the undisputed standard for modern print facilities.

3. Environmental Graphics as a Healing Modality

Beyond paper and ink, the Mayo Clinic in-plant highlights the powerful therapeutic role of wide-format printing. By transforming sterile hospital corridors and recovery rooms with customized wildlife murals, calming wall graphics, and personalized donor displays, the print shop actively contributes to a healing environment. Furthermore, executing these projects in-house allows the institution to bypass expensive rush fees and securely meet tight deadlines ahead of major facility expansions, such as Mayo’s upcoming $6.4 billion campus development in Rochester.

Ultimately, Mayo Clinic’s printing operation stands as a testament to the power of visionary leadership, technological foresight, and an absolute dedication to service. By staying ahead of the curve, the in-plant ensures that every page printed ultimately serves a singular, noble purpose: putting the needs of the patient first.