Patent Abstract:
The present invention is directed to a method and system of scheduling the delivery of printer cartridges to businesses that minimizes the number of cartridges that a business needs to stock and the likelihood that a printer will not have a compatible cartridge when it runs out of ink or toner. The method comprises conducting a survey of the printers in a business and the consumption of ink cartridges by the printers. The data is used to calculate a schedule for the manufacture or remanufacture, distribution and storage of cartridges for the business. At a scheduled time, a remanufacturer is contacted to remanufacture cartridges that are needed by the business. Optionally, if recyclable cartridges are not available, an original equipment manufacturer (OEM) is contacted to provide a replacement cartridge. The cartridges may be delivered a distribution center, which then delivers the cartridges to the business, or may be delivered directly to the client. At the time of delivery, consumed cartridges are collected from the business and the survey of equipment and cartridge consumption is updated. Where there is a change in the survey, the new data is used to calculate an updated schedule.

Full Description:
RELATED APPLICATION 
       [0001]    The present invention claims priority from and is a continuation-in-part of U.S. Provisional Patent Application 61/027,116 filed Feb. 8, 2008. 
     
    
     BACKGROUND OF THE INVENTION 
       [0002]    The present invention relates generally to the distribution of ink cartridges for use in printers, copiers, facsimile machines and multifunctional variations thereof. 
         [0003]    Printers, copiers, facsimile machines, and/or multifunctional variations thereof have become indispensable components of the modern office (hereinafter they may be collectively referenced as “printer” or “printers”). One common feature of many modern printers is that they consume ink and toner that are supplied by ink cartridges, such as all-in-one ink and toner cartridges that are single, self-contained, replaceable vessels for delivering ink and toner to printers. However, there are a number of different types of cartridges that contain combinations of ink and/or toner. Whether a cartridge delivers ink, toner or a combination thereof and whether the cartridge is to be used in a printer, copier, facsimile machine or a multifunctional variation thereof, for purposes of this disclosure it will be referenced as a cartridge or an ink cartridge. 
         [0004]    The convenience of printers can be off-set when they fail to operate or “go down.” When even one printer goes down, the productivity of the office may slow down and in smaller offices may even grind to a halt. Although there are numerous reasons for printers to fail, a common reason for a printer to fail is simply that the printer has run out of ink or toner. Most offices recognize this eventuality and stock backup cartridges. However, it is not uncommon for a backup cartridge to be stored too long, for an office to not have stocked enough cartridges, or for an office to fail to stock all of the different cartridges needed to service all of the different printers used in the office. 
         [0005]    In addition, although ink cartridges provide a convenient method of delivering the ink and toner to printers, unrecycled cartridges have become a landfill problem. In response, many businesses have begun to recycle cartridges by refilling the cartridges after the ink and toner have been expended (“remanufacturing”). Remanufacturing is most often done by third-party remanufacturers, and not by the businesses themselves. However, many businesses recycle ink cartridges on an as-needed basis. This further complicates the cartridge stockpiling problems described above. Unless the business has stocked spare cartridges for a particular printer, the business may not be able to use that printer until its cartridge is remanufactured. However, the stockpiling of extra cartridges may detract from the business&#39;s effort to recycle the cartridges. 
         [0006]    The present invention provides a systematic method of tracking, aging, remanufacturing and delivering cartridges. Some benefits of the inventive distribution method and system include limiting the occasions when a printer goes down, limiting the occasions when a cartridge is stored too long, and providing for the recycling of cartridges without an adverse effect on the productivity of the printers. 
       BRIEF SUMMARY OF THE INVENTION 
       [0007]    The present invention is directed to a method and system of scheduling the delivery of printer cartridges to businesses that minimizes the number of cartridges that a business needs to stock and the likelihood that a printer will not have a compatible cartridge when it runs out of ink or toner. The method comprises conducting a survey of the printers in a business and the consumption of ink cartridges by the printers. Such a survey may be initiated by keeping track of the use of cartridges by each printer or by reviewing records of historical cartridge purchases. The data is used to calculate a schedule for the manufacture or remanufacture, distribution and storage of cartridges for the business. At a scheduled time, a remanufacturer is contacted to remanufacture cartridges that are needed by the business. Optionally, if recyclable cartridges are not available, an original equipment manufacturer (OEM) is contacted to provide a replacement cartridge. The cartridges may be delivered to a distribution center, which then delivers the cartridges to the business, or may be delivered directly to the client. At the time of delivery, consumed cartridges are collected from the business and the survey of equipment and cartridge consumption is updated. Where there is a change in the survey, the new data is used to calculate an updated schedule. 
     
    
     
       BRIEF DESCRIPTION OF THE DRAWINGS 
         [0008]      FIG. 1  is a block diagram of an embodiment illustrating the invention. 
       
    
    
     DETAILED DESCRIPTION OF THE INVENTION 
       [0009]    In  FIG. 1 , an embodiment of the system according to the invention is shown with a scheduling computer  10  linked by connection  12  to distribution center  14  which services a number of clients  20 ,  22  and  24  through channels  30 ,  32  and  34 , where client  24  is optionally a self-service kiosk, which is optionally a vending machine capable of delivering cartridges  24  hours a day and seven days a week. For purposes of the present disclosure, the term connection is selected from the group consisting of a hardwire electronic connection, a wireless electronic connection, physical presence of computer  10  in or proximate to distribution center  14  such that the output of computer  10  can be transmitted to and used by the distribution center, and combinations thereof. A hardwire electronic connection can include the transmission of data through optical fibers and other means known in the art. 
         [0010]    Herein, the term channel encompasses a communication system and/or a distribution system. Channels  30 ,  32  and  34  connects the clients and the distribution center so that they may communicate and provide for the delivery of charged cartridges from the distribution system to the clients and the collection of consumed cartridges from the clients to the distribution system. In an embodiment, channels  30 ,  32  and  34  are represented by a technician who according to a schedule calculated by the computer delivers the cartridges, surveys the printers and the cartridges used by the client, and collects and returns the consumed cartridges to the distribution center. In another embodiment, cartridges are delivered and collected by a delivery service such as the post office or a private parcel service according to a schedule calculated by the computer. In this embodiment, the client accepts delivery of the charged cartridges and collects and returns the consumed cartridges along with a survey of printers and consumed cartridges. 
         [0011]    Distribution center  14  is further connected to remanufacturer  40  by channel  42  and to OEM  50  by channel  52 . Similar to the previously described channels, channels  42  and  52 , the channels encompass a communication system and a delivery system which provides the means by which the distribution center can order and take delivery of either recharged cartridges or new cartridges from the remanufacturer or the OEM, respectively. For purposes of this disclosure both the remanufacturer and the OEM may be called cartridge makers, and although the remanufacturer actually recycles the cartridges, the cartridges may be referenced as new as if originally made by the OEM. 
         [0012]    Optionally, remanufacturer  40  and OEM  50  are connected directly with computer  10  by connections  44  and  54 , respectively. In this embodiment, remanufacturer  40  can receive orders directly from computer  10  to recharge a number of cartridges in accordance to the requirements calculated by the computer. Once an order is fulfilled, remanufacturer  40  can deliver the order to distribution center  14  via channel  42  for distribution center  14  to deliver the charged cartridges to the clients via channels  30 ,  32  and  34 . Alternatively, once an order is fulfilled, remanufacturer  40  can deliver the order directly to the clients via channels  60 ,  62  and  64 . 
         [0013]    If remanufacturer  40  determines that one or more of the cartridges collected from the clients cannot be remanufactured, it may request replacement cartridges from alternative sources. In one case, it may notify computer  10  via connection  44  which then orders a replacement cartridge from OEM  50  via connection  54 . OEM  50  then delivers the replacement cartridge via channel  58  for remanufacturer  40  to work into the rotation of cartridges that are recycled among the clients. In another case, remanufacturer  40  notifies distribution center  14  via channel  42 , which orders a replacement cartridge from OEM  50  via channel  52 , which fulfills the order by delivering the replacement cartridge to remanufacturer  40  via channel  58 . In yet another embodiment, remanufacturer  40  orders and takes delivery of the replacement cartridge directly from OEM  50  via channel  58 . 
         [0014]    In a yet another embodiment, computer  10  is electronically linked to clients  20 ,  22  and  24  via connections  70 ,  72  and  74 . The number and types of printers and cartridges used are automatically communicated to computer  10  which runs a constant calculation of an optimal schedule of the delivery and collection of cartridges from the clients. The computer can order cartridges in accordance to its calculations from remanufacturer  40  via connection  44 . Remanufacturer  40  can fulfill the orders by directly delivering the orders to the clients or indirectly by delivering the orders to the distribution center. 
         [0015]    In the case, where client  24  is a kiosk, it is apparent that the kiosk must be physically restocked. In this case, the kiosk can be restocked by a technician or an automaton from distribution center  14  or remanufacturer  40 . Nevertheless, distribution of cartridge can be ascertained electronically, so that cartridges that do not move well can be replaced by more popular cartridges. The kiosk can also have an input device which allows consumers to order specific types of cartridges. The frequency of consumer requests can also be used to calculate what types of cartridges are more likely to be sold from the self-service kiosks. 
         [0016]    The method according to the invention relies primarily on the survey of the client&#39;s printers and cartridge consumption, and the input of that data into the computer so that an optimal schedule of cartridge replacement can be calculated to minimize both printer down time and the need to stock too many cartridges. If done for a single client, it would be simple but inefficient. However, as the number of clients increase the complexity of the scheduling lo increases, but the overlap of the types of printers used by the clients can provide for efficiencies in rotating the cartridges for recycling. In addition, the economies of scale provides for greater efficiencies in the pricing, remanufacture and delivery of the cartridges. 
         [0017]    The method is best illustrated by an example. It should be apparent that the example is only illustrative and not limiting. A survey is conducted of clients  20 ,  22  and  24 . In this example, client  24  is a self-service kiosk. Client  20  has two different printers  100  and  102  requiring cartridges  200  and  202 , respectively. It is estimated that both printers consume a cartridge every three weeks. Client  22  uses printer  100 ′ which is identical to printer  100  used by client  20 , and identical printers  103  and  103 ′ which require cartridge  203 . It is estimated that printer  100 ′ uses a cartridge about every five weeks, printer  103  uses a cartridge every  8  weeks, and printer  103 ′ uses a cartridge every 9 weeks. Based upon industry data, kiosk  24  is stocked with 8 units of cartridge  200 , 4 units of cartridge  202 , 4 units of cartridge  203  and 16 units of cartridge  204  (although not shown, in this example cartridge  204  is used in popular home printer  104 ). It is estimated that the Kiosk runs out of cartridge  204  in about 2 weeks, cartridge  200  in about two weeks, cartridge  202  in about 4 weeks, and cartridge  203  in about 8 weeks. 
         [0018]    A software program is used to calculated how often each client is visited, which cartridges are to be delivered at each visit, how many cartridges need to be stocked for each client, and how many of each type of cartridges need to be delivered. The program assigns a frequency of visit to each client, a frequency of replacement for each cartridge, and the number of backup cartridges needed to make sure that a printer does not goes down from running out of ink or toner. In addition, based upon the frequency of visit to a client, the client is also assigned a rotation number to determine when a delivery should be made to the client. 
         [0019]    Numerous scheduling options are available, including daily, weekly, monthly delivery frequencies. The frequencies can also be varied to optimize efficiency of delivery. For example, one can use a 60 day rotation, where deliveries and cartridge replacements can take place daily or every 2, 3, 4, 5, 6, 10, 12, 15, 20, 30 or 60 days. For purposes of this example, a 24 week frequency rotation having a rotation frequency of 1, 2, 3, 4, 6, 8, 12 or 24 weeks is illustrated. In the case of a 1 week frequency for replacement of, for example, cartridge  200  for client  20 , cartridge  200  should be replaced every week. However, because of other factors, delivery to client  20  may not necessarily occur every week. If, for example, delivery to client  20  occurs every two weeks, the scheduling program would assign the delivery of two units of cartridge  200  every two weeks for client  20 , and would assign the stockpiling of one cartridge  200  for client  20 , where the backup cartridge  200  would be part of the turnover of cartridge  200  for the client  20 . 
         [0020]    From the examples above, and illustrated rotational frequency, client  20  is assigned a three week rotation for delivery of cartridges  200  and  202  and the stockpiling of one of each of cartridges  200  and  202  that is rotated into the turnover of the cartridges. Thus, for the initial delivery a cartridge will be installed in each of printers  100  and  102 , and one of each cartridge  200  and  202  will be stocked in case the installed cartridges run out. Thus four cartridges are initially delivered. For a three week rotation there are three possible flights: 3A (weeks 1, 4, 7, 10, 13, 16, 19 and 22); 3B (weeks 2, 5, 8, 11, 14, 17, 20 and 23); and 3C (weeks 3, 6, 9, 12, 15, 18, 21 and 24). For this example, client  20  is assigned flight 3A on Mondays. Assuming that the initial delivery occurred on week 1, client  20  will receive a delivery of one cartridge  200  and one cartridge  202  on the Monday of week 4. The new cartridges replace the backup cartridges, the backup cartridges replace the installed cartridges, and the install cartridges (which we presume will be substantially exhausted) are collected for remanufacturing. The process is repeated on Monday of week 7, week 10 and so on. After week 24, the following weeks are labeled sequentially from 1-24, and the assigned flights are repeated. At any time, the schedule can be adjusted as printers are added, replaced or retired, or as cartridge consumption increase or decrease. 
         [0021]    Client  22  would be assigned a four week frequency. For a four week rotation there are four possible flights: 4A (weeks 1, 5, 9, 13, 17 and 21); 4B (weeks 2, 6, 10, 14, 18 and 22); 4C (weeks 3, 7, 11, 15, 19 and 23); and 4D (weeks 4, 8, 12, 16, 20 and 24). Client  22  is assigned flight 4B on Mondays. The initial delivery on Monday of week 2 would be 2 units of cartridge  200  (one installed in printer  100 ′ and one stocked for printer  100 ′) and three units of cartridge  203  (one installed in each of printers  103  and  103 ′, and one as backup for both) for five initial cartridges. On Monday of week 6, only one unit of cartridge  200  should be delivered. At that time, the installed cartridge  200  should have about a week of use left. One could keep the installed cartridge for the extra week before rotating in the backup cartridge, designating the newly delivered cartridge as the backup. Alternatively, one could replace the installed cartridge with the backup cartridge, designate the newly delivered cartridge as the backup, and send the consumed cartridge to be remanufactured at the time of delivery. For the sake of simplicity, this example will immediately replace the installed cartridge. For week 6, there should be no need to deliver cartridge  203  since the one installed in printer  103  should have four weeks of use left, while the one installed in printer  103 ′ should have five weeks of use left. Thus, back up cartridge  203  should be sufficient to contend with unexpected consumption for at least one more cycle. 
         [0022]    For client  22 , on Monday of week 10, a cartridge  200  and two cartridges  203  are delivered. The new cartridge  200  replaces the backup cartridge  200  which replaces the installed cartridge  200  which is collected for remanufacturing. The backup cartridge  203  replaces the cartridge installed in printer  103  which should be substantially exhausted. Once again there are alternative scenarios for the cartridge in printer  103 ′ which should have about a week of use left. That cartridge can be immediately replaced with one of the new cartridges or can remain in the printer for anther week. For the sake of simplicity, it is immediately replaced and the remaining new cartridge becomes the backup. For client  22 , the delivery times alternate between deliveries of only one cartridge  200  and deliveries of one cartridge  200  and two cartridges  203 . 
         [0023]    In another embodiment, the cartridges are replaced regardless of whether they are exhausted or not. The rate of consumption is measured by weighing the cartridges before and after use, and the business is charged only based upon the pro rata use of the ink or toner. 
         [0024]    For the self-service kiosk, client  24 , one would assign a weekly delivery schedule, which, for purposes of this example, is also assigned to Monday. However, based upon the historical turnover of cartridges, each week should only require the delivery of 4 units of cartridge  200 ; 1 unit of cartridge  202 ; 1 unit of cartridge  203 ; and 8 units of cartridge  204 . It should be noted that the units of cartridge  202  and  203  though made available are not necessarily stocked since consumption of these cartridges are relatively low. In an alternative embodiment, the kiosk would transmit the sale of each cartridge to the scheduling computer, so that the technician would know exactly how many of each type of cartridges are needed. In yet another embodiment, the kiosk would have a receptacle for consumed cartridges. As a further alternative, depositing a cartridge for recycling could provide a discount on the purchase of the next cartridge. 
         [0025]    Because of the overlaps in the needs of each client, scheduling computer  10  can provide for an efficient schedule for the remanufacture and delivery of cartridges to, in this example, all three clients. Ignoring the initial deliveries (weeks 1-2), on weeks 3, 5, 8, 9, 11, 12 15, 17, 20 and 21, only client  24  needs to be restocked with 4 units of cartridge  200 ; 1 unit of cartridge  202 ; 1 unit of cartridge  203 ; and 8 units of cartridge  204 . However, on weeks 4, 7, 13, 16 and 19, client  24  needs to be restocked with 4 units of cartridge  200 ; 1 unit of cartridge  202 ; 1 unit of cartridge  203 ; and 8 units of cartridge  204 , while client  20  needs to be restocked with 1 unit of cartridge  200  and 1 unit of cartridge  202 . Thus, prior to Monday of those weeks, the scheduling computer orders 5 units of cartridge  200 ; 2 unit of cartridge  202 ; 1 unit of cartridge  203 ; and 8 units of cartridge  204  and the technician visits both clients  20  and  24  to deliver the cartridges in one trip. 
         [0026]    Further, on weeks 6, 14 and 18, the needs of client  22  and  24  also overlap. However as indicated above, the rotation for client  22  does not produce the same delivery each time. On weeks 6 and 14, only one unit of cartridge  200  for client  22  is added to the requirements of client  24 . On week 18, one cartridge  200  and two cartridges  203  for client  22  are added to the cartridges needed for client  24 . As shown above, the combined requirements can be ordered and delivered efficiently. 
         [0027]    Moreover, on weeks 10 and 22, the needs of all three clients overlap. However, client  22  only requires one unit of cartridge  200  on week 22 while it needs one cartridge  200  and two cartridges  203  on week 10. Thus, prior to week 10, the scheduling computer orders 6 units of cartridge  200  (1 for each of clients  20  and  22  and 4 for client  24 ); 2 unit of cartridge  202  (1 for client  20  and 1 for client  24 ); 3 unit of cartridge  203  (2 for client  22  and 1 for client  24 ); and 8 units of cartridge  204  (all for client  24 ). Prior to week 22, the scheduling computer orders 6 units of cartridge  200  (1 for each of clients  20  and  22  and 4 for client  24 ); 2 unit of cartridge  202  (1 for client  20  and 1 for client  24 ); 1 unit of cartridge  203  (for client  24 ); and 8 units of cartridge  204  (all for client  24 ). In each case, the technician visits each client to deliver their cartridges on the following Monday. 
         [0028]    Although shown in the context of only three clients, as clients are added, they are slotted to particular frequencies, particular flights and particular days of the week, depending upon their particular cartridge requirements. Through the scheduling program, the ordering and delivery of cartridges benefit from synergistic needs and economies of scale, such that the cost of production and delivery decreases on a per client basis as the client base grows. 
         [0029]    Finally, all references, including any recited priority document, cited herein are hereby incorporated by reference. While the present invention has been described in considerable detail by the illustrated examples, it will be obvious to those having ordinary skilled in the art that alterations may be made without departing from the concept and scope of the present invention as described in the following claims.

Technology Classification (CPC): 6