Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
LEANING YOUR
LIBRARY’S MATERIAL
HANDLING
WORKFLOWS
Lori Bowen Ayre
June 30, 2014
Sponsored by Public Library Association
A...
Leaning the Library is to…
“…utilize the minimum
resources necessary to deliver
the greatest customer value,
while bringin...
Lean focuses on effectively
delivering “value to the customer”
“External customers” aka patrons
“Internal customers” aka co-workers
Lean Looks at the Value Stream
All the activities, materials, people, and information that
must flow and come together to ...
Ask Yourself: What is happening that
doesn’t contribute to the value stream?
It’s not about
working faster.
But it is abou...
Lean focuses on the elimination of “waste”
(C) 2013 Jens R. Woinowski, leanself.org; Created with Wordle and GIMP
How Waste Happens
• Defects
• Inventory
• Transportation
• Extra Processing
• Waiting
• Motion
• Bureaucracy
How Waste Happens in Libraries
Defects:
Misshelved
items
Inventory:
Unshelved
material
T
Unc
hav
to t
How Waste Happens in Libraries
Defects:
Misshelved
items
Inventory:
Unshelved
material
Transportation:
Unclaimed holds tha...
How Waste Happens in Libraries
Inventory:
Unshelved
material
Transportation:
Unclaimed holds that
have to be returned
to t...
How Waste Happens in Libraries
Transportation:
Unclaimed holds that
have to be returned
to the loaning library
Extra Proce...
How Waste Happens in Libraries
Extra Processing:
More than
necessary
cataloging or
labeling of items
Waiting: Items sittin...
How Waste Happens in Libraries
Waiting: Items sitting
around waiting for
volunteers or pages
to re-shelve
Motion: Handling...
How Waste Happens in Libraries
Motion: Handling
material to check-in
and resensitize
Bureaucracy: strict
rules about who c...
PDCA Improvement Cycle
Process of “leaning your workflow”
• Plan: determine goals and needed
changes to achieve them
• Do:...
Lean is an Organizational Effort
• The people who do the work are the experts –
they must be involved
• Management
support...
Analyze the Value Streams
Workflow: processing
bookdrop
Value Stream: shorten
return to shelf time
(RTS) for bookdrop
retu...
Help Analyzing the Value Stream
Huber’s book provides
step-by-step instructions
that can be used as a
template for your pr...
Use Value Stream and Process Maps
Value Stream Map – high level view
• designed for leadership
• people who can authorize ...
LEAN TOOL: VISUAL
MANAGEMENT
Goal: status of system can be understood at a glance
for everyone
Display Boards Showing Goals and Key
Metrics
Teachers are Naturals at Visual
Management!
Labeling Work-in-Progress
“Sorting” Shelves are NOT Visual
Management
• Don’t know how
bad backlog is
• Don’t know which
items have sat
there longer...
LEAN TOOL: FIVE SS OF
EFFICIENCY
#1 Sort: Clearly distinguish needed items
from unneeded items and eliminate the latter
#2 Set in Order: Keep needed items in the
correct place
#3 Shine: Clean work areas make
everyone feel better, are safer, and reveal
problems
# 4 Standardize: Make this the new way of
doing things - “standardized work”
#5 Sustain: Make a habit of maintaining
established procedures
WHERE LIBRARIES
OFTEN GO WRONG
Problem: Bookcart Defines Batch Size
"Large batches are the result of placing too much
emphasis on labor efficiency and no...
Solution: Think Differently About
Bookcarts
• Use the top shelf only
• Use small, lightweight
bookcarts that are easy to
m...
Problem: Reliance on Staging Areas
Libraries use lots of different things for staging:
• Sorting carts
• Ready to shelve c...
Solution: Eliminate Staging Areas
Wherever Possible
"Staging areas hide inefficiencies and
imbalances between workstations...
Problem: Acquisitions Surges
Solution: Implement
Master Purchasing
Schedule
• Acquisitions not always seen as part of the materials
handling workflow b...
Problem: Exceptions!
Very difficult to design a workflow with lots of exceptions,
such as…
• How new media is processed
• ...
Solution: Make a Single
Workflow That Works for
Everything
• Sometimes exceptions are just one aspect of the
flow to addre...
Problem: Rigid Staff Roles
Seeing the bottlenecks and clogs in the flow isn’t
useful if you can’t put resources to the tas...
Solution: Implement flexible job
descriptions
• Cross train staff
• Expect everyone to be
flexible about handling
routine ...
“If the current organizational structure
cannot change, then the processes
behind this organizational structure cannot
cha...
Bonus Tip of the Day!
Procedure
1. Check in all bookdrop
returns
2. Check in all interlibrary
deliveries
3. THEN, run your...
Getting Started with Lean
• Excellent (and free!) webinars from Lean consultant,
Karen Martin at http://www.ksmartin.com/w...
QUESTIONS?
COMMENTS?
Contact info:
lori.ayre@galecia.com
(707) 763-6869
www.galecia.com
Leaning Your Library's Material Handling Workflows
Upcoming SlideShare
Loading in …5
×

Leaning Your Library's Material Handling Workflows

1,971 views

Published on

Presentation at ALA Conference in Las Vegas (2014). Sponsored by the Public Library Association. I really enjoyed doing this presentation because the crowd was very engaged. Got lots of good ideas from them. Thanks to all who attended!

The presentation introduces Lean and provides some ideas about how to look at library materials handling workflows with a Lean, customer-centric focus where the customer may be internal (co-worker) or external (patron). Introduced concepts of Visual Management and 5S from Lean and identified where "waste" happens in libraries.

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

  • Be the first to like this

Leaning Your Library's Material Handling Workflows

  1. 1. LEANING YOUR LIBRARY’S MATERIAL HANDLING WORKFLOWS Lori Bowen Ayre June 30, 2014 Sponsored by Public Library Association ALA Conference – Las Vegas All content © 2014, Lori Bowen Ayre. Unless otherwise stated, this document and its content is the original work of Lori Bowen Ayre and is licensed under a Creative Commons "BY-NC-SA 3.0" License.
  2. 2. Leaning the Library is to… “…utilize the minimum resources necessary to deliver the greatest customer value, while bringing out the full potential of every employee.” Karen Martin (www.ksmartin.com)
  3. 3. Lean focuses on effectively delivering “value to the customer”
  4. 4. “External customers” aka patrons
  5. 5. “Internal customers” aka co-workers
  6. 6. Lean Looks at the Value Stream All the activities, materials, people, and information that must flow and come together to provide your customer the value they want, when they want it and how they want it
  7. 7. Ask Yourself: What is happening that doesn’t contribute to the value stream? It’s not about working faster. But it is about eliminating work that doesn’t improve the outcome.
  8. 8. Lean focuses on the elimination of “waste” (C) 2013 Jens R. Woinowski, leanself.org; Created with Wordle and GIMP
  9. 9. How Waste Happens • Defects • Inventory • Transportation • Extra Processing • Waiting • Motion • Bureaucracy
  10. 10. How Waste Happens in Libraries Defects: Misshelved items Inventory: Unshelved material T Unc hav to t
  11. 11. How Waste Happens in Libraries Defects: Misshelved items Inventory: Unshelved material Transportation: Unclaimed holds tha have to be returned to the loaning library
  12. 12. How Waste Happens in Libraries Inventory: Unshelved material Transportation: Unclaimed holds that have to be returned to the loaning library Extra Processing: More than necessary cataloging or labeling of items
  13. 13. How Waste Happens in Libraries Transportation: Unclaimed holds that have to be returned to the loaning library Extra Processing: More than necessary cataloging or labeling of items Waiting: Items sitt around waiting f volunteers or pag to re-shelve
  14. 14. How Waste Happens in Libraries Extra Processing: More than necessary cataloging or labeling of items Waiting: Items sitting around waiting for volunteers or pages to re-shelve Motion: Handling material to check-in and resensitize
  15. 15. How Waste Happens in Libraries Waiting: Items sitting around waiting for volunteers or pages to re-shelve Motion: Handling material to check-in and resensitize Bureaucracy: strict rules about who can do what part of the materials handling workflow
  16. 16. How Waste Happens in Libraries Motion: Handling material to check-in and resensitize Bureaucracy: strict rules about who can do what part of the materials handling workflow
  17. 17. PDCA Improvement Cycle Process of “leaning your workflow” • Plan: determine goals and needed changes to achieve them • Do: implement the changes • Check: evaluate the results • Act: standardize and stabilize the change or begin the cycle again
  18. 18. Lean is an Organizational Effort • The people who do the work are the experts – they must be involved • Management support critical • Top Down and Bottom Up
  19. 19. Analyze the Value Streams Workflow: processing bookdrop Value Stream: shorten return to shelf time (RTS) for bookdrop returns
  20. 20. Help Analyzing the Value Stream Huber’s book provides step-by-step instructions that can be used as a template for your process
  21. 21. Use Value Stream and Process Maps Value Stream Map – high level view • designed for leadership • people who can authorize changes Process Maps – micro view of each step • Created by people doing the work • Includes much more detail including wait times
  22. 22. LEAN TOOL: VISUAL MANAGEMENT Goal: status of system can be understood at a glance for everyone
  23. 23. Display Boards Showing Goals and Key Metrics
  24. 24. Teachers are Naturals at Visual Management!
  25. 25. Labeling Work-in-Progress
  26. 26. “Sorting” Shelves are NOT Visual Management • Don’t know how bad backlog is • Don’t know which items have sat there longer and for how long • Plus….wasted steps of shelving and unshelving
  27. 27. LEAN TOOL: FIVE SS OF EFFICIENCY
  28. 28. #1 Sort: Clearly distinguish needed items from unneeded items and eliminate the latter
  29. 29. #2 Set in Order: Keep needed items in the correct place
  30. 30. #3 Shine: Clean work areas make everyone feel better, are safer, and reveal problems
  31. 31. # 4 Standardize: Make this the new way of doing things - “standardized work”
  32. 32. #5 Sustain: Make a habit of maintaining established procedures
  33. 33. WHERE LIBRARIES OFTEN GO WRONG
  34. 34. Problem: Bookcart Defines Batch Size "Large batches are the result of placing too much emphasis on labor efficiency and not enough on delivery lead times or the performance of the service chain as a whole." (Huber)
  35. 35. Solution: Think Differently About Bookcarts • Use the top shelf only • Use small, lightweight bookcarts that are easy to move around • Smaller batches mean they get on the shelves faster • Consider “ergo”carts or trolleys
  36. 36. Problem: Reliance on Staging Areas Libraries use lots of different things for staging: • Sorting carts • Ready to shelve carts • Sorting shelves • Stacks • Corrals • All of the above!
  37. 37. Solution: Eliminate Staging Areas Wherever Possible "Staging areas hide inefficiencies and imbalances between workstations and staff, and they are an open admission by management that they have designed into the service flow imbalances and delays.“ - John Huber
  38. 38. Problem: Acquisitions Surges
  39. 39. Solution: Implement Master Purchasing Schedule • Acquisitions not always seen as part of the materials handling workflow but this is where it all begins! • Develop a purchasing schedule that takes into account ramifications throughout system • Flatten the flow of materials to reduce peaks and valleys
  40. 40. Problem: Exceptions! Very difficult to design a workflow with lots of exceptions, such as… • How new media is processed • Giving priority to triggered holds • Giving priority to returned media • That one patron who needs something special….
  41. 41. Solution: Make a Single Workflow That Works for Everything • Sometimes exceptions are just one aspect of the flow to address – so address them as part of your primary workflow – it maybe improve the workflow for everything! • Would it be so bad if ALL material was handled as expeditiously as Holds?
  42. 42. Problem: Rigid Staff Roles Seeing the bottlenecks and clogs in the flow isn’t useful if you can’t put resources to the task of unclogging
  43. 43. Solution: Implement flexible job descriptions • Cross train staff • Expect everyone to be flexible about handling routine surges (e.g. after closures) • Isn’t it everyone’s job to get library resources on the shelves?
  44. 44. “If the current organizational structure cannot change, then the processes behind this organizational structure cannot change either.” -John Huber
  45. 45. Bonus Tip of the Day! Procedure 1. Check in all bookdrop returns 2. Check in all interlibrary deliveries 3. THEN, run your Pull List Why This is Important 1. Reduces size of Pull List 2. Reduces handling 3. Reduces motion/transport 4. Gets items onto shelf for patron faster
  46. 46. Getting Started with Lean • Excellent (and free!) webinars from Lean consultant, Karen Martin at http://www.ksmartin.com/webinars/ • Value-Stream Mapping by Karen Martin and Mike Osterling • Metrics-Based Process Mapping by Karen Martin and Mike Osterling • Lean Library Management: Eleven Strategies for Reducing Costs and Improving Customer Services by John J. Huber • Your Two Eyeballs. Look around! What little changes can you make right away?
  47. 47. QUESTIONS? COMMENTS? Contact info: lori.ayre@galecia.com (707) 763-6869 www.galecia.com

×