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Uploaded byShaunna Mireau
E2853990.PPTX
This document discusses how law libraries can use Lean Six Sigma concepts to improve operations in a way that achieves better, faster, cheaper (BFC) results while maintaining high quality client services. Lean Six Sigma aims to eliminate waste and defects through a data-driven, five-phase process of define, measure, analyze, improve, and control. The document provides examples of how each phase can be applied, such as using cause-and-effect diagrams or 5 whys to analyze root causes of issues in processes. Law librarians who learn Lean Six Sigma will be able to optimize library processes and demonstrate the library's value to its organization.
E2853990.PPTX
- 1. Shaunna Mireau The LeanLaw Library
- 2. Law libraries areunder pressure to be better, faster, and cheaper. How can we achieve BFC while maintaining high quality services to our appreciative clients? This session will reveal how using the lens of Lean Six Sigma to review law library operations can build BFC opportunities that will also delight law library customers and stakeholders.
- 3. Lean Six Sigmais trending to become the ‘new’ solution to pressures on the legal market place. Law librarians who can use Lean Six Sigma concepts will be able to cross pollinate library with management, increasing the relevance of the library as integral to the organization as a whole, not simply as a room or a team who are important to legal researchers.
- 4. Why Better Fasterand Cheaper? 2016-07-144 Value • Something tangible is created • Correct the first time • Client will pay for it
- 5. Lean Six Sigma 5 Lean • Eliminating waste Six Sigma • Disciplined, data driven approach for eliminating defects Process Improvement (PI)
- 6. Everything is aprocess Process is “a series of actions or steps taken in order to achieve a particular end”* 2016-07-146 *As a noun defined with a Google OneBox
- 7. Asking the Question PI is about understanding what we do and why we do it “Can we do this better” 2016-07-147
- 8. Lean - IdentifyWastes 2016-07-148 Waiting Over- processing Motion Defects Over- production Transportation Talent Inventory
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- 10. Six Sigma -DMAIC Define Measure AnalyzeImprove Control 2016-07-1410
- 11. Define Project Charter Identify and validate customer’s needs and requirements Create a high-level picture of the process targeted to improve 2016-07-1411
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- 13. Project Charters Whatare we trying to achieve How do you build it? • Cross functional team discussion • Assignment by a Practice Group • Dialog • Ask lots of questions Think about who the customer of the process is 2016-07-1413
- 14. Define Plan • Knowwhat you are trying to accomplish, why, and who will be affected 2016-07-1414
- 15. Measure Create adata collection plan Implement the plan, understand the process in Sigma language 2016-07-1415
- 16. Measure Measurement methods •Surveys (be careful how you ask) • Data collection in accounting software • Counting things • Check sheets 2016-07-1416
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- 18. Analyze Examine thedata Watch the process Determine the root causes 2016-07-1418
- 19. Why is thishappening? Litigation Legal Assistants are too busy. • With what? Raw data can give the incorrect root cause 2016-07-1419
- 20. Make the datamake sense The 80/20 rule 2016-07-1420
- 21. Root Causes Open– Narrow – Close • Brainstorm about ideas • Create a safe environment for the discussion • Use both data analysis and process analysis • Cause and Effect Diagrams 2016-07-1421
- 22. 6 Ms thatproblems relate to Machine Material Measurement Mother Nature Man Method 2016-07-1422
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- 24. Improve Generate solutions Select solutions Implement solutions 2016-07-1424
- 25. What If?? Improveasks what if we did things differently • Tests and pilot groups with small teams • Practice Groups trying different methods • Same output different process and Measure 2016-07-1425
- 26. Example - OrderingProcess Separate table in Access Database for orders Titles on order not in the catalogue for users What if we don’t keep an order table? 2016-07-1426
- 27. Paperless time offrequests – Group 1 2016-07-1427
- 28. Paperless time offrequests – Group 2 2016-07-1428
- 29. Improve Let thepeople doing the work tell you where the problems are Let the people doing the work tell you what the solutions are 2016-07-1429
- 30. Control Pick theright control method (how are you going to test success) Document the response plan 2016-07-1430
- 31. Sustained Improvements with Documentation Collect the story Share the story Understand the inputs were there that impacted the decision (output) Embed the improvement (training) COMMUNICATION PLAN 2016-07-1431
- 32. Tools – Overshare Action lists Progress reports Regular communication PLAN 2016-07-1432
- 33. Law librarians improvingin the library Why are we doing things this way? Sacred cows Reporting requirements 2016-07-1433
- 34. Thanks! smireau@fieldlaw.com P 780-423-7682M 780-991-7682 2016-07-1434
Editor's Notes
- #6 Eliminating waste and defects makes our Services Better – correct the first time Costs less time to produce them Faster and Cheaper