Kay Printing — The Miracle Makers
The management team of Kay Printing consists of, from the left, Bob Generale, controller, Myron Kowal, sales manager, Jeff Kirschenbaum, vice president, Rich Kirschenbaum, president, and Mike Costello, vice president.
Operators scan press sheets at the press console using an X-Rite densitometer.
“We’ve moved with the market,” Kirschenbaum notes. “When we see a capability our customers need and are willing to pay for, we implement it.”
In 2005, Kay Printing made a serious investment in its own future by moving from Englewood, NJ, to a 50,000-square-foot plant with small and large press capability in Clifton, conveniently located nine miles from New York City.
The centerpiece of the prepress department is an automated Fuji direct-to-plate system. Prepress is located downstairs, positioned to feed plates to the pressroom, which in turn feeds finished sheets directly into the bindery. Beyond the bindery is packing and shipping, so that work comes in a straight line through the presses, through cutting, through the bindery and out the door.
The offices and conference rooms are located on the second floor. The main conference room has a big picture window overlooking the pressroom, so customers can look out and see their jobs coming together.
“I started this company to serve the printing needs of the business community,” Kirschenbaum adds, “and my goal was to stay in business and become financially sound. Obviously that’s important to me—I’ve been here more than 30 years, and I haven’t shown a loss since 1975—but it’s also important to my customers. They know we’ll do what they need and that we’ll be there when they need us.”
This matters, because as the printing industry continues to consolidate, weaker companies have a tendency to get in trouble, which means problems for their customers. “That’s not an issue with us,” Kirschenbaum contends. “On a daily basis, we track receivables, payables, cash on hand, checks written, value of investments and total liquidity of the company. We’re always liquid and, at any given moment, our receivables are five times the size of our payables. We’ve grown steadily, but we’ve always made sure the growth was based on real, recurring business.”