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Learn to Lean in Your Library. Chaitali Desai, Lean Deployment Specialist Mary McDiarmid, Manager Library Services. Ontario Library Association Super Conference, January 31, 2013. Centre for Education on Aging. Outline. The Problem The Solution/Results How We Used Lean Methodology

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    1. Learn to Lean in Your Library Chaitali Desai, Lean Deployment Specialist Mary McDiarmid, Manager Library Services Ontario Library Association Super Conference, January 31, 2013 Centre for Education on Aging

    2. Outline • The Problem • The Solution/Results • How We Used Lean Methodology • Lessons Learned

    3. Budget: $150 million • 2,000 staff, 2,000 volunteers, 1,000 students • 472 bed nursing home

    4. 192-suite assisted living facility • 120-suite independent living facility • 300 bed complex continuing care hospital

    5. Three Libraries • Staff Health Sciences Library 1 FT Librarian • Resident Client Library 12 Volunteers • Anne and Louis Pritzker Wellness Library 13-ish Volunteers

    6. The Wellness Library • A consumer health collection for seniors • Open to anyone • Books, dvds, audio and pamphlets

    7. Volunteers Group 1

    8. Volunteers Group 2

    9. The Problem

    10. Borrower Registration in Sirsi Keyboarding skills varied among volunteers Tools/instructions were not easy to use Variability in practice among the volunteers Duplicate records were being created

    11. Our Process • Library Manager met with Lean Deployment Specialist

    12. Our Purpose • Streamline activities performed within the processes of • New borrower registrations • Checking items in / out • Managing overdue materials

    13. Our Project Deliverables • Streamline the registration process • Improve the understanding of required tasks by volunteers • Standardize the tools being used in the process

    14. Our Assumptions • No change in volume of new borrower registrations • All volunteers would participate in the project

    15. 3.5 Hours of Preparation Meetings for Lean

    16. 6 Hours of Lean Meetings with Volunteers

    17. Results

    18. Results – Records Audit • Before Lean June 15, 2012 • 117 records found, 5 duplicates = 112 borrowers. • 5 records missing data from needed fields • 7 records had incorrect department name

    19. Results – Records Audit • After Lean November 12 2012 • 29 new registrations since June 16, 2012 • 2 typos • 4 email address information either missing or incorrect • 0 duplicate records found • 0 missing or incorrect department name

    20. 7 of 10 volunteers responded 2 of 7 volunteers rated all questions high for both time points

    21. Examined the pre-training and difference scores as a pair. Greatest improvement in confidence was found regarding : • Logging into the computer • Finding the department name • Checking out items • Checking in items

    22. Three areas where the pre-training assessment of knowledge did not show as great an improvement were: • Finding out if borrower already exists • Registering a new borrower • Renewing items

    23. Turning on the computer was rated relatively high (pre mean=2.2) and achieved a remarkably large increase over training (change mean =2.4)

    24. Two areas were initially rated low and did not improve well • Looking up titles • Handling overdue items

    25. LEAN Overview

    26. LEAN is… Shapes beliefs about what is possible A set of principles that define the way we do things Defines the way we think about improvement Is an approach that enables the true performance potential of a process to be realized Utilizes various tools to identify and eliminate waste to improve process

    27. Essence of LEAN Identifies the VALUEin any process Identifies all other process activities that do not contribute to creating value while consuming time and/or resources – WASTE Focuses on the identification and elimination of WASTE Lean in its most basic form is: identifying and eliminating waste.

    28. LEAN Transformation Process Problems Waste, Variability and Inflexibility Ideal State Target State Transformation Current State The process, from the perspective of the client, as it would occur in the perfect world. All steps are value added How you want the process to look in the future How the work is being done now

    29. Value Stream Maps • Value stream map is used to described how all the activities line up and work together to produce a product or service • The activities are combined to form a process of value creation • The process flow consists of activities that are both value added and non value added • Must be tracked all the way upstream

    30. LEAN Waste

    31. Defects Overproduction Waiting Non Utilized Staff Creativity Transportation Inventories Movement Excessive Processing The 8 Types Wastes

    32. Root Cause Analysis Definition

    33. Root Cause Analysis • Tools • Incident Decision Tree • Flow Mapping • Cause and Effect (Ishikawa) diagrams • 5 Whys • System Reviews • SMART Objectives • Project Management skills

    34. Determine Root Cause- 5 Whys • Benefits Of The 5 Whys • Helps identify the root cause of a problem • Determines the relationship between different root causes of a problem • One of the simplest tools; easy to complete without statistical analysis

    35. LEAN Process Attributes

    36. #1 Flow • Flow is completing the Value Added (VA) tasks in continuous flow at the rate of customer demand in a standardized way • Requires the elimination of Non Value Added (NVA) activities between the steps • A process flows when the value added activities are lined up one after another, with no waiting and inventory between steps

    37. #2 Pull • The principle of pull implies that we would perform work only when we have a true need from the customer • Pull system has one way to trigger and one way to respond • A good pull system is seamless, has a synchronized process and has no overproductions, asking, searching and clarifying

    38. #3 Defect Free • Defect free operation means doing work in a way that meets customer specified quality requirements the first time • As the work moves from step to step, quality is designed into the process so the outcomes are consistent, meets customer requirements and can be completed without re-work or inspection

    39. #4 Visual Management • Visual management allows everyone to distinguish normal from abnormal conditions in 5 seconds or less • Process is transparent (everyone sees, knows and understands) • If abnormal conditions exist, then it triggers action • Sound visual management is the key to sustainability

    40. Hierarchy of Solutions Forcing functions and constraints Automation and computerization Simplification and standardization Reminders, checklists and double checks Rules and policies Education and information

    41. Measures for Improvement

    42. Metrics • Metrics are things we measure. • To know we are improving, we must measure performance. • Performance is doing the right things right! What gets measured gets done!

    43. Measures for Improvement • Examples of Metrics We Used • Product/Service Quality • Compliance to process or standard work • Timely Delivery

    44. Solutions

    45. Tools/Solutions • Forcing functions and constraints • Set forced functions e.g. • Drop down menu default set for Baycrest • Menu options changed

    46. Forced functions Before