British Library - Andy Appleyard


Published on

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

British Library - Andy Appleyard

  1. 1. An introduction to the British Library 21st November 2013 Andy Appleyard Head – Document Supply and Customer Services
  2. 2. The British Library Locations St Pancras London 2
  3. 3. The British Library – The World’s Knowledge The largest document supply service in the world. Secure e-delivery and ‘just in time’ digitisation enables desktop delivery within 2 hours. Collection includes over 2m sound recordings, 5m reports, theses and conference papers, the world’s largest patents collection. On-line services allow remote access to the BL catalogue, a range of learning resources, ‘virtual’ editions of well-known treasures, and much more. 3 (2) main sites in London and Yorkshire. Circa 1,800 staff. 2 major exhibitions each year, and a number of permanent and small displays. A range of events support these. Business and IP Centre, providing inspiration, and enabling protection of creative capital and business development. The national library of the UK. Serves researchers, business, libraries, education & the general public. 3
  4. 4. “Lean in Libraries”
  5. 5. “We exist for everyone who wants to do research for academic, personal or commercial purposes” 5
  6. 6. Innovation for Storage “State of the Art” low oxygen storage facility 6
  7. 7. Innovation for Access Digitisation of hard copy content & joint service development 7
  8. 8. Innovation in Partnerships Newspaper commercial partnership 8
  9. 9. We serve customers 9
  10. 10. Our services should reflect what they want 10
  11. 11. Hmm, you want me to change… 11
  12. 12. Barriers to (CI) change How the deployment of Continuous Improvement (CI) has supported the breaking down of barriers & acceptance of change Traditional Approach New Approach Required No “burning platform” Economic Crisis Command and control style Inclusive leadership with engaged staff Silo view of the world (vertical) Process based, cross functional view (horizontal) “The consultant says ….” “We suggest & can do….” 12
  13. 13. The Lean approach made simple • Focus on the voice of the customer and seek to delight. • Eliminate non added value and all forms of waste. • Release the latent talents of all staff and involve/empower them. • Provide products or services to the customer on time, at best quality. • Pull the product / service through the process with synchronous flow. • Go and see - employ the techniques of 5s and Visual control. ….. 4 x P’s 13
  14. 14. Performance – Visual Control •Rationalised metrics (vital few). •Set achievable targets. •Charted key metrics. •Displayed in the workplace. •Review & analyse result. •Action improvement 14 14
  15. 15. Process Stapling How the BL (used to) register a new customer Customer completes Registration Form and sends to Customer Services. Hard copy printed. Check if more than 150 reqs per month then credit worthiness checked. Assign marketing classification and check VAT number on internet to ensure valid. 15 15
  16. 16. Customer Registration (2) Assign customer code (obtained from a hard copy register) & annotate front sheet. Update UIS database with customer details etc. 4 x screens to update Update Relais database with customer details etc. 2 x screens to update. Update CRM database with customer details (8 screens) Phone ITO back up (Eddie Langs) team for a password, add to form. Mail handbook & compliment slip to customer. 16 16
  17. 17. Customer Registration (3) Print a label (2 screens) from printer (often illegible so may need to Google to re-check details. Line Manager picks up & checks work completed. Send a welcome letter Form placed in tray. Copy registration Form, place original in pigeon hole. Form then picked up & filed. 17
  18. 18. Place - Toyota Model Line 18 18
  19. 19. The “Quick Kaizen” If the answer is obvious we “just do it”, but document the Before and After – visualise! Projects requiring significant investment and corporate strategic considerations; Top Down Corporate Project Cross functional impact, idea not fully formed and requiring some investigation, analysis and cross departmental consideration; Bottom Up CI Project Obvious, just do it; Quick Kaizen Date: 03/ 02/ 2011 Subject: Courier costs Area Delivery Responsible Person (s): Paul Ashton Description of problem: Increasing parcel costs Before Improvement: Historically Delivery split the UK courier parcels on a roughly 50/ 50 split between FedEx and UPS After Improvement: As a UPS parcel now costs £5.65, compared to £4.45 sending the same with FedEx, it would reduce our costs to send as a many as is practicable with FedEx. Effect/ Benefit: Saving £100/ week Cost: Zero 19
  20. 20. Team based kaizen approach Complex, process based or cross functional work based problems Teach CUSTOMER LEARN BY DOING Exercise Workplace Activity I Hear and I forget, I See and I remember, 20 I DO and I UNDERSTAND 20
  21. 21. Case Study 1 – Work flow improvement Redesign of work flows & layout in order to release space & improve productivity. Benefits: •Staffing reduced 3 fte •Space saving 500² m •Ergonomics improved •Housekeeping improved 21
  22. 22. Case Study 2 – Packaging Kanban Procuring packaging materials by “pull” systems and storing by kanban (line side fixed locations with top up system) BEFORE Previously bespoke boxes purchased from an overseas supplier. Long lead times, high stock levels & high cost. AFTER Benefits: •Space saving 500² m •Safety & environmental benefit •Reduced cost Standard designs created. Local supplier sourced. Shortened lead time. Stocked line side (kanban) •Housekeeping improved 22
  23. 23. Case Study 3 – Space Saving & Efficiency Closure of outlying building and integration of two departments improving efficiency, communication & reducing energy costs Two separate locations Analyse functions by “affinities” (process) Benefits: • • Design layout based on process Consult • • B25 closure - annual energy savings of £56k. Efficiency & communication Optimal use of space. Great teamwork! 23
  24. 24. Case Study 5 – Inter-Site Trolley Conveyance of items to/from BSP Store to STP Basements BEFORE Previously items removed from shelf and subsequently decanted and re-packed 6 times before arriving at destination. Multiple decanting and handling AFTER Benefits: •Efficiency improvement •Collection management •Transport spend reduced Cages being loaded in store Cage being delivered to Reading Room •Cross site teamwork 24 24
  25. 25. Summary - BL Lean Steps Lean Steps Technique 1 Performance Measurement • Rationalised measures to “vital few” • Charted key metrics and displayed in workplace Visual Control SPC 2 People development and Leadership • Appoint (senior) champion • Training & awareness Problem solving Team facilitation 5s 3 Team improvement activities • Early success & “quick wins” • Self empowered workplace team improvement Pilot project Quick kaizen Team based kaizen 4 Standardisation • Layouts, procedures and work instructions Process mapping SOP’s 5 Resource planning & efficiency improvement • Capacity planning – see 1 & 3 Multi skilling Single grade 6 Recognition • Showcasing best practice and celebrate success • Senior support Annual convention CEO visits Tea & Bun events 7 Strategic integration ? 25 25