What could lean thinking do for me


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What could lean thinking do for me

  1. 1. Morning activity: What could lean thinking do for me? Sheet 1         A challenge to design skills to encompass a diverse range of services Help us to maintain (and improve?) level of service to customers in face of budget pressures More innovative thinking in terms of building/service relocation into shared service provision Ensure that our cultural programme has a ‘ratchet effect’ built in through efficient integration of partners, stakeholders and consortia Put libraries at the centre of the community Protecting the future of the Library Service and maintaining a real community service Be brave – not be put off by challenges that can be overcome ‘Lean thinking’ will mean a greater role for the library service in meeting public health objectives Sheet 2  Breaking down ‘silos’ and ‘silo’ working  What we do, who with & how  Push forward the recommendation of a project between libraries & customer services  ‘Lean thinking’ will help me to challenge the norm, look for new partnerships, and widen the range of uses of the spaces  Make our library service the hub of all council services  Generate content with the co-operation of staff Sheet 3  Ensure that every pound spent counts for the community & provides value for public services  Help me to use innovative ideas to look at my area of the library service  Reducing processes & giving more ‘power’ to frontline  Reassess current practices used by our team with aim of delivering more of what customers want/need, without extra staff/resources
  2. 2.   ‘Doing more with less’ Working with communities more to promote efficient and effective library services Sheet 4  Be able to provide better service to public using resources that are ever more limited  Save money & focus on priorities  Think big….look for funding/partnerships which add value – value being income &/or funding  Looking at different ways of working – do we need to do it all  Decrease ‘historical’ work patterns and unnecessary tasks to free staff to concentrate on customers and new services, events & activities  Bring partners together to join services & venues to protect service delivery Sheet 5  Reviewing every process with the people who carry out the processes & taking out costs whilst improving results for customers  Sustainability – make libraries focus on their long-term future  Will help me understand change has to be made and by understanding help me lead the team through very lean times  Enable me to develop a clear picture of:  What we currently do  What should we start doing?  What should we stop doing (even if we love it)?  What should we keep doing & develop?  Building partnerships with council, our public sector & voluntary sector  Better ways of working to improve the lives of our customers Sheet 6  Utilise library buildings more & convince members that they should be community hubs  Enable a ‘library service’ to continue at reduced costs and to a high standard  Transform & modernise the service  Protect public services  Lean thinking will help me to be positive about the changes we are currently going through  Focus resources on priorities. Stop doing some things that are no longer relevant  Start a much-needed debate about the role of libraries in our communities  Working across the city with public, private & community sectors Sheet 7  Ideas to take community partnership libraries forward including new ways od partnering with community  Enable me to continue to improve my service rather than cut backs at a time when demand is high  Much closer working with other parts of NYCC/other councils  Speed up processes; give the customer a better journey  Running the service as a business and collaborating with second & third sectors  Lean thinking will help me to challenge old ways of working!  Getting libraries to the community & involving them in delivery of service