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Cardiff’s LEAN Journey. Tracey Stanley Cardiff University Library. Some background. 14 Library Sites (reduced from 18!) Considerable duplication of effort and function Lacking economies of scale Library Review 2005 indicated that:

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cardiff s lean journey

Cardiff’s LEAN Journey

Tracey Stanley

Cardiff University Library

some background
Some background
  • 14 Library Sites (reduced from 18!)
  • Considerable duplication of effort and function
  • Lacking economies of scale
  • Library Review 2005 indicated that:
    • Professional staff are pulled into routine tasks (issue desk rota etc)
    • Need to free up subject librarians to concentrate on subject support!
our self service journey
Our Self-service Journey
  • Self-service project commenced in 2007.
  • Stated aim of project was to:
    • Increase the time staff have for liaison with Schools and development of support for information literacy, and support for researchers.
    • Target set of 80% of circulation transactions to be achieved through self-service
  • 8 of the Libraries now have RFID self-service 
  • But not our biggest Library: ASSL 
leaning our services
LEANing our Services
  • Cardiff LEAN Principles:
    • Identify how you can add value for the customer
    • Understand how your service is delivered end-to-end
    • Eliminate waste in the delivery of services
    • Respond to customer pull (what the customer wants, when they want it)
    • Pursue perfection

Cycle of Service: borrowing a book

Enlarge classmarks

Get it sorted

Nicer furniture/decoration

Water cooler

Temperature not good. Not conducive to study


New classmarks too small

Spell friendly (predictive text?)

Go to library


Voyager search too specific

Go to library

Train staff

Staff to complete form rather than student, or online form

Is catalogue easy to use? Yes/No

Telephone library

System created to ensure staff are efficient in this process

Not located

Knowledgeable staffHelpful staff?

At home

Long wait

Speak to staff as book not in home library

Complete form

Staff Information

Good response

Search catalogue

Book arrives

Faster email / staff intervention

In library

User receives email

Delay in email being received

Is information good enough

Allow book to be renewed unless reserved

Book returned to holding library

User returns to home library to collect book

Item posted to student

Another visit to library

Is library opening hours sufficient?

User returns to book library

Telephones library

Pay Fines online

Limit of renewals reached

User renews item 3 times from home

No reservation

Must return book

value vs failure demand
Value vs. Failure Demand
  • Value Demand is demand for the service (meeting legitimate first time requests in full)
    • Search catalogue
    • Find item on catalogue
    • Find item at the location indicated by the catalogue
    • Issue book using self-service
    • Leave Library (satisfied)
  • Failure Demand is ‘created’ by the failure of the system to provide the service it exists to deliver in full
    • Search catalogue – can’t find book?
    • Do we hold it?
    • How to search the catalogue correctly? Help needed!
    • Can’t find item at location specified?
    • Mis-shelved? Lost?
    • Needs reshelving?
    • Queue at desk?
    • Can’t borrow - no valid ID card
    • Can’t borrow – fines
    • Leave Library (unsatisfied)
addressing the boulders facilitating easy self service
Addressing the boulders; facilitating easy self-service
  • Remove circulation desks
    • Make the self-service units more visible and prominent
  • Remove loans block for readers with one overdue item.
  • Raise the fines threshold
  • Small, unobtrusive information desks.
  • Numbers of staff on service desks reduced dramatically (by 50%+)
  • More space for casual seating, self-service, welcoming reception areas and group study.
  • Staff time freed up for roaming, projects, development of IL and research support programmes, support for distance learners
  • 90%+ transactions via self-service!
what s next
What’s next?
  • LEAN Review of workloads across our remaining 14 sites:
    • Identify areas where we could improve our processes.
    • Match staff profile to current demands.
    • How do we free up time to enable us to continue to innovate?
    • What could we stop doing? (Low value services?)