A large printing press employing about six hundred persons is operating like a service organization for a state government. There is a large backlog of orders in some sections of the press, whereas some other sections are having excess capacity. The management is working under several constraints, particularly under several government budgetary restrictions. A skeleton staff is looking after scheduling, routing, etc. The plans are very often disturbed because of too many top priority orders from senior officials. The case discussion should revolve around the balancing of workload amongst different sections and ways to eliminate disturbance in plans.