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Lyrasis - It Takes (at least) Two To Make A Thing Go Right: Maximizing Workflow Redesign ROI Through Collaboration
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Lyrasis - It Takes (at least) Two To Make A Thing Go Right: Maximizing Workflow Redesign ROI Through Collaboration

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Join us for a discussion of how we used a collaborative approach to technical services workflow analysis and successful redesign that involved staff at all levels. Karen Brown Letarte (Lyrasis), …

Join us for a discussion of how we used a collaborative approach to technical services workflow analysis and successful redesign that involved staff at all levels. Karen Brown Letarte (Lyrasis), Nancy Sun Hershoff (Florida International University Libraries), and Rita Cauce (FIU Libraries) will share their perspectives on managing a collaborative reorganization process to streamline complex technical services operations for one library across two campuses, what they learned from the experience, and what the benefits have been to the library. This successful process integrated functions and brought closure to a number of previous efforts to address workflow inefficiencies. We hope to spark a lively discussion and plan to include ample time for audience questions, comments, and experiences.

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  • 1. It Takes (at least) Two To Make A Thing Go Right: Maximizing Workflow Redesign ROI Through Collaboration Karen Brown Letarte, LYRASIS Nancy Hershoff, FIU Libraries Rita Cauce, FIU Libraries Charleston Conference, Nov. 6, 2009
  • 2. Session Topics
    • Collaborative workflow analysis and redesign process
    • Staff Involvement at all levels
    • Before and After scenarios
    • WF Changes and Recommendations
    • Improvements/efficiencies gained
    • What did We Learn?
  • 3. Florida International University
  • 4. Introduction to the Project
    • FIU Dean of Libraries contacted LYRASIS about a TS workflow analysis in May 2008
    • Background info
    • New dean
    • Workflow improvement & alignment needed as result of new ILS
    • 2 campuses maintaining 2 TS operations
    • Project to analyze entire TS workstream
  • 5.
    • First public, urban, research institution in Miami-Dade
    • Opened for classes in 1972 with 5,667 students – the largest opening day enrollment in U.S. collegiate history
    • Has more than 39,000 students, 1000+ full-time faculty, and more than 134,000 alumni
    • One of the 25 largest universities in the nation
    • Ranked first in the nation among four-year colleges for awarding bachelor’s and master’s degrees to Hispanic students
    • Law School and Medical School
    • Green Library, Biscayne Bay Library, Engineering Library, Law Library, Medical Library, Pine Center Library,Wolfsonian Museum Library, and Digital Libraries
  • 6. Project Infrastructure
    • Project team appointed to plan project with consultant
      • Head of Cat, UP Campus
      • Head of Resource Development, UP Campus
      • Head of BC at BB Campus
    • Weekly conference calls set up
    • Project to include 2 site visits
    • Site visit 1: On-boarding for all involved staff
    • Site visit 2: Data gathering and analysis
  • 7. Project Goals
    • Provide neutral, authoritative expertise
    • Staff understands library’s new strategic goals and objectives
    • Staff understands user needs
    • Align TS workflows to meet priorities and needs
    • Team-building
    • Analyze current workflows, processes, outcomes
    • Redesign to streamline operations, create new efficiencies, leverage existing resources
  • 8. In Other Words…. Acquisitions Cataloging Acq Cat Administration SPEED IT UP!
  • 9. Designing a Collaborative Approach
    • G0AL: Involve staff at all levels in redesign process
    • Hayes, Jan and Maureen Sullivan. Mapping the Process: Engaging Staff in Redesigning Work. [Wheeling, IL: North Suburban Library System], 2002.
  • 10. Designing a Collaborative Approach, 2.
    • Vision for process, but most details had to be worked out as we went along
    • Process took longer than expected (Sept. 08-Jan. 09)
    • Worked with project team to create list of workflows to be mapped
    • Divided staff into project teams with specific wfs/deliverables
    • Coordinator: Nancy Hershoff
  • 11. Process Management
    • Multiple Intercampus functional group meetings
    • Slightly different approaches to process mapping
    • Software & hardware preparation
    • Scheduling for online distance learning sessions
    • All staff participation in various sessions
    • New ways to facilitate collaboration
  • 12. GREEN LIBRARY Technical Services Cataloging Dept. Resource Development Dept. BISCAYNE BAY LIBRARY Bibliographic Control Dept.
  • 13.  
  • 14.  
  • 15. Site Visit 1: 1.5 days
    • Purpose: Team and Vision Building
    • Tools:
      • 5 Dysfunctions of Teams model
      • Scenario planning
      • Appreciative inquiry
      • Gregorc Mind Styles Inventory
    • Process mapping training
  • 16. Project Teams 1
    • Acquisitions
    • Rita Cauce (UP)
    • Mabel Berrios (UP)
    • Dalvys Perez (UP)
    • Ivy Torres (BBC)
    • Aminta Mayorga (UP)
    • Alicia Padilla (UP)
    • Zukina Contreras (BBC)
  • 17. Project Teams, 2
    • Nancy Hershoff (BBC)
    • Aurora Barrios (UP)
    • Peter Matcau (BBC)
    • Graciela Morejon (UP)
    • Angela Obando (UP)
    • Peter Picerno (UP)
    • Mee Suwanmaneedang (BBC)
    • Johnnie Wright (UP)
    • Maria Zamora (UP)
    Serials
  • 18. Group Photo of the Serials Team I took the picture.
  • 19. Project Teams 3
    • Sue Wartzok (UP)
    • Ana Arteaga (UP)
    • Maria Bello (UP)
    • Gustavo Echeverri (UP)
    • Nora Ferrer (UP)
    • Eduardo Fojo (BBC)
    • Marilyn Gabriel (UP)
    • Mirtha Hernandez (UP)
    • David Lawson (UP)
    • Bob Mead-Donaldson (UP)
    • Margarita Perez (UP)
    • Elaine Winske (UP)
    Cataloging
  • 20. Between Site Visits
    • Weekly conference calls with project team
    • Teams worked on maps
    • 6 Centra Distance Learning sessions scheduled to follow-up on creating & critiquing maps
  • 21. Process Maps
    • Staff from both libraries were involved in process
    • E.g.: Acq staff from UP & BB worked on same team to map processes
    • Mapping was an important community-building exercise
    • Mapping kept all staff members involved in process
    • Staff also supplied written procedures for each map
    • More than 60 workflows mapped!!!!
  • 22.  
  • 23. Site Visit 2: 4 days
    • Purpose: to gather as much data and input as possible from staff about workflows
    • Met with project teams
    • Met individually with (almost) every staff member in TS
    • Also met with Public Services staff, E-Resources team, and administrators
  • 24. Goal: Streamlining acquisitions across campuses
    • Two very different environments:
    • Biscayne Bay University Park
    • - Student body 7,500 - Student body 32,000
    • - 4 Master’s and 1 PhD programs - 30 PhD programs
    • - 2 full-time acq. staff - 4 full-time acq. staff
    • - $123K firm orders - $350K firm orders
    • + $600M approvals
    • Two very different workflows:
    • - BB acq. was bringing in OCLC records at time of ordering
    • - UP depended on cat’g for all bib record loads; also used
    • YBP EOCR brief records
  • 25. Working Together: The Plan
    • Identify goals and process
    • - Map all current procedures
    • - Analyze procedures: streamline and increase efficiencies
    • - Implement changes based on recommendations, to best serve our users and the library as a whole
    • Getting to know each other
    • - Writing procedures and create work flow maps together
    • - Visit with each other
    • - Have face to face meetings, one at each campus
    • - Regular email updates and shared drive for documents
    • - Everyone would have input and be open about what’s on their mind
  • 26. Acquisitions Procedures to Map
    • Placing Firm Orders
    • Ordering Liaison Selections through GOBI
    • Receiving Firm Orders
    • Receiving Approvals: YBP; Latin American materials; etc.
    • Processing Invoices in Aleph and University’s PeopleSoft
    • Processing Credit Card Transactions in Aleph & PeopleSoft
    • Claiming
    • Processing Returns
    • Status Reports from Vendors
  • 27. The Process: expect the unexpected
    • Dedicate time to listen to and to relieve staff stress:
    • - BB staff concerned Tech Services would be moved to UP
    • - UP staff concerned with downsizing due to budget cuts and funds being transferred to e-resources
    • Can’t have too much communication
    • - emails to update on weekly conference call, where we were, timelines, visit schedules, mapping process …
    • - important to let them know why changing
    • Importance of flexibility
    • - many of the procedures so different, each campus did their own and then discussed
    • All staff members need to be engaged
  • 28. Major Recommendations
    • TS Functions should be administratively centralized
    • TS functions should continue to be performed physically at both campuses
    • Create a separate E-Resources Unit with head reporting to Dean
    • Establish AD for TS
    • Establish position with resp. for ILS
    • Move to a catalog-on-receipt workflow
  • 29. Review and Analysis of Recommendations
    • Technical Services Reorganization Steering Committee reviewed and discussed the consultant’s report point by point
    • TSRSC members then discussed relevant points with their staff
    • A matrix (as shown in next slide) was set up to systematically analyze and reflect collective perspectives
    • Recommendations are still being assessed and implemented in stages with slight variation
  • 30. Recommendation Analysis Matrix Status Clarity Complexity Issues 1. Done Needs Assessment High 2. Done Needs Assessment High 3. Underway Clear Low 4. For Discussion Needs Assessment High 5. For Discussion Needs Assessment High 6. For Discussion Needs Assessment High 7. Underway Clear Medium
  • 31. What We Learned
    • Importance of communication throughout the process
    • Listen and encourage input from all
    • Engage everyone in the process
    • Change is very threatening – express how important they are for the process and why need to go in new directions
    • Remind them that need to do what’s best for the users and the library as a whole
    • Be flexible!
    • Listen! (Two heads are better than one!)
    • Change takes time, but presents great opportunities for growth
  • 32. CONTACT INFORMATION
    • KAREN BROWN LETARTE
    • Consultant for Library Effectiveness & Planning
    • LYRASIS
    • [email_address]
    • NANCY HERSHOFF
    • ILS Coordinator/Planning Officer
    • Florida International University Libraries
    • [email_address]
    • RITA M. CAUCE
    • Head, Resource Development Department
    • Florida International University Libraries
    • [email_address]