Evaluating Methods of Change
Evaluating Methods of Change. Nancy Kress Head, Bookstacks Department University of Chicago Library. The Challenge Users expect books to be on the shelf at all times. Bookstacks Mission: The Stacks Department serves library patrons through quick, accurate re-shelving of library materials.
Evaluating Methods of Change
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Evaluating Methods of Change Nancy Kress Head, Bookstacks Department University of Chicago Library
The ChallengeUsers expect books to be on the shelf at all times Bookstacks Mission: The Stacks Department serves library patrons through quick, accurate re-shelving of library materials.
Methodologies for Change 2003 - present • Process mapping • 2003-2005 • Continuous process improvement • 2004-present • Lean Manufacturing • present
What wasn’t solved? • Peak book returns • 4 quarterly due dates • Normal weekly book returns avg. 8,000 • Peak weekly returns avg. 35,000
Best Practice Models • Other Libraries • Similar process organizations • U.S. Post Office • Library Bindery
Heckman Plant Tour • View lean manufacturing process • Improve Bookstacks efficiencies at Regenstein
What is “Lean Manufacturing?” • Lean manufacturing is aimed at elimination of waste • Organize processes to add value to the customer • Deliver goods “just-in-time” • Service organizations also using lean
History of Lean • “The Machine That Changed the World” • Toyota auto manufacturing • “Value chain”
Basic Lean Principles • Add nothing but value • Eliminate “muda” – waste • Do it right the first time • People doing the work add value • Team oriented • Deliver on demand • “Pull” instead of push
Lean learned from Heckman • Key Principle #1: Pull… • …means work isn’t done until a downstream process requires it • Make only what the next process needs – when it needs it
“Pull” becomes “Immediate Shelving” • The Process: • Only full shelves pulled to cart • One shelf = 30 minutes
Lean learned from Heckman • Key Principle #2: Batching • Key to rapid delivery is small batch sizes
“The Goal” by Eliyahu M. Goldratt & Jeff Cox • “This book is about progress. It’s about the creation and acceptance of improvements – change for the better.”
More from “The Goal”… • What is the Bookstacks Department’s ONE goal? • Quick, accurate reshelving • All books on the shelf in correct order, ALL THE TIME
Our Challenge for Lean • Peak Book Returns • 4 Quarterly Due Dates • Normal weekly returns: 6,000 • Peak returns: 35,000
Brainstorming Session • Book knowledge can only go so far… • Best way to learn is by DOING • Begin where the greatest need exists
Creating “level pull” • “Level pull” is basically a replenishment model • Replenish Bookstacks shelves • Create a “level” daily schedule of work • Use inventory to buffer against large swings in work
Keys to level pull • Create inventory • “supermarket” • Organize how inventory is stored • Consolidate similar types
Optimize the Bottlenecks • Reduce batch sizes • Eliminate uneven amounts of work • Put the best people on the bottlenecks • They set the pace
Future Outcomes? • GOAL: measurable results • VALUE: high use books are on shelf
Future Goals • Bionic Bookstacks • Better • Stronger • Faster
Exercise: Identifying Waste • What activities add no value to library users?
Waste Categories • Overproducing • Inventory • Waiting • Extra Processing • Correction • Excess Motion • Transportation • Underutilized People
References Goldratt, E. M. & Cox, J. (1992). The goal: A process of ongoing improvement 2nd rev. ed.). Great Barrington, MA: North River Press. Keyte, B., & Locher, D. (2004) The complete lean enterprise: Value stream mapping for administrative and office processes. New York: Productivity Press. Madison, D. (2005). Process mapping, process improvement, and process management: A practical guide for enhancing work and information flow. Chico, Calif: Paton Press. Nalicheri, N., Baily, C., & Cade, S. The lean, green service machine. http://www.strategy-business.com/ Poppendick, M. (2002). Principles of lean thinking. http://www.poppendieck.com/papers/LeanThinking.pdf Rother, M., Shook, J., & Lean Enterprise Institute. (2003). Learning to see: Value stream mapping to create value and eliminate muda (Version 1.3 ed.). Brookline, MA: Lean Enterprise Institute.
