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Lars Meyer
Chuck Spornick
Emory University Libraries
Nov 5, 2010
Change in UniversityAdministration
$5M in
annual
expenditures
E-resources
are important
to faculty &
students
More than 40
staff involved
in process
End-to-e...
Customers
– External
& Internal
Vendors
StaffSponsors
Report to
AssociateVice
Provost
Report exclusively
to Dean of school
Spend
• Woodruff
• Business Lib.
• Health Sciences Li...
Systems
approach
SIPOC
Process
Mapping
Libraries have been
good at counting
what and how many
 Creating policies and
procedure manuals
Can’t see the whole
end...
Focus on the
Customer
• External
• Internal
Inclusion
• More than 40
staff
Transparency
• Groups
• All process
participant...
Suppliers
• Vendors (internal and external)
• Infrastructure (computer systems)
Inputs
• Requests
• What triggers a proces...
Systems approach to work
SIPOC
 Process: select, acquire and manage
e‐resources, i.e. end‐to‐end process
 Purpose: to provide reliable and timely
acces...
Major steps
• Handoffs
• Feedback
loops
Who
• Who does
what
• 85/15 rule
Areas for
improvement
• Noted with
each draft
Draft end to end map
All process participant meeting
2 half day sessions Each cluster presented their map
Clusters
selecti...
Process begins with Select Decide Approve License Process ends with
Subject Liaisons CMTAG / ElCoDe Licensors / ECR Output...
• Capture all the steps in
sequence
• Structured: use of
symbols
• Significant amount of
effort to complete
Final Report
Final map:
Drafted by planning team Reviewed by clusters
Clusters:
Revised maps for each cluster
 Staff are deeply committed to the work; passionate about it
 Difficult to talk about the work critically because it’s p...
Roles &
Responsibilities:
investigation and
recommendations
Documentation:
investigation and
recommendations
Phase 3
Hamel, Gary. The Future of Management. Boston,
MA: Harvard Business School Library Press, 1997.
Scholtes, Peter. The Leade...
American Society of Quality. ASQ: Voice of Global
Quality. Website. www.asq.com
Jude Heimel & Associates: Organization
Tra...
A systematic approach to process improvement lars meyer and chuck spornick nov 05 2010
A systematic approach to process improvement lars meyer and chuck spornick nov 05 2010
A systematic approach to process improvement lars meyer and chuck spornick nov 05 2010
A systematic approach to process improvement lars meyer and chuck spornick nov 05 2010
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A systematic approach to process improvement lars meyer and chuck spornick nov 05 2010

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Transcript of "A systematic approach to process improvement lars meyer and chuck spornick nov 05 2010"

  1. 1. Lars Meyer Chuck Spornick Emory University Libraries Nov 5, 2010
  2. 2. Change in UniversityAdministration
  3. 3. $5M in annual expenditures E-resources are important to faculty & students More than 40 staff involved in process End-to-end process not formally documented
  4. 4. Customers – External & Internal Vendors StaffSponsors
  5. 5. Report to AssociateVice Provost Report exclusively to Dean of school Spend • Woodruff • Business Lib. • Health Sciences Lib. • Law Library • Theology Library • Oxford College Library • Over 90% is with Woodruff and HSL
  6. 6. Systems approach SIPOC Process Mapping
  7. 7. Libraries have been good at counting what and how many  Creating policies and procedure manuals Can’t see the whole end-to-end process
  8. 8. Focus on the Customer • External • Internal Inclusion • More than 40 staff Transparency • Groups • All process participant mtg. • documentation
  9. 9. Suppliers • Vendors (internal and external) • Infrastructure (computer systems) Inputs • Requests • What triggers a process Processes • Core processes cut across units Outputs • Products • Services Customers • External • Internal
  10. 10. Systems approach to work SIPOC
  11. 11.  Process: select, acquire and manage e‐resources, i.e. end‐to‐end process  Purpose: to provide reliable and timely access to electronic materials to support research, teaching, and patient care at Emory
  12. 12. Major steps • Handoffs • Feedback loops Who • Who does what • 85/15 rule Areas for improvement • Noted with each draft
  13. 13. Draft end to end map All process participant meeting 2 half day sessions Each cluster presented their map Clusters selection; decide / approve; license and create metadata; pay Each group drafted a map
  14. 14. Process begins with Select Decide Approve License Process ends with Subject Liaisons CMTAG / ElCoDe Licensors / ECR Outputs Customers Requests from faculty, students and staff Purchase decision form ECR Team 1 2 3 Parking lot: Handoffs 1. single titles are not prioritized and placed at bottom of pile 1 Request Form (CMTAG or ElCoDe) 2. form is lacking info needed by ECR, cataloging, and accounting 2 Feedback 3. no formal process to review at renewal time 3 Purchase decision form 4. when invoice is received we have less than 1 month to respond/decide 5. no current way to notify campus/libraries of cancellations at renewal time 6. no formalized way to seek/use collaborative funding 8. communication between libraries needs improvement 9. This process does not fully reflect the decision process of other libraries. It could be good to identify the similarities and processes for the professional school libraries. Can Woodruff learn from the simpler processes? Are the professional schools the same or different? For instance, are GBL and Law similar because they each buy non-academic databases. How different is GBL because they purchase rights for alumni? 7. libselectors-l is not inclusive for other libraries need to explore expanding to allow for more communication during moving beyond projects Review request Identify funding Request approvedand formsubmitted toLicensing Prepare RequestForm Assignstaff memberto license
  15. 15. • Capture all the steps in sequence • Structured: use of symbols • Significant amount of effort to complete
  16. 16. Final Report Final map: Drafted by planning team Reviewed by clusters Clusters: Revised maps for each cluster
  17. 17.  Staff are deeply committed to the work; passionate about it  Difficult to talk about the work critically because it’s personal  We learned the value of focusing on handoffs and not individuals  Failures in the process are systemic; they are not the failure of an individual  Insight to systemic failures is found in the handoffs  Some staff feel that they can now make changes to how the work is done  Some of the work has been changed
  18. 18. Roles & Responsibilities: investigation and recommendations Documentation: investigation and recommendations Phase 3
  19. 19. Hamel, Gary. The Future of Management. Boston, MA: Harvard Business School Library Press, 1997. Scholtes, Peter. The Leader's Handbook: Making Things Happen, GettingThings Done. NewYork: McGraw-Hill, 1997. Senge, Peter. The Fifth Discipline:The Art & Practice ofThe Learning Organization . NewYork: Doubleday, 2006.
  20. 20. American Society of Quality. ASQ: Voice of Global Quality. Website. www.asq.com Jude Heimel & Associates: Organization Transformation. http://www.judeheimel.com/
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