evaluating methods of change

8/14/2019 Evaluating Methods of Change

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Evaluating Methods ofChange

Nancy Kress

Head, Bookstacks Department

University of Chicago Library


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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.


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Methodologies for Change2003 - present

Process mapping

2003-2005

Continuous process improvement

2004-present

Lean Manufacturingpresent


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What wasnt solved?

Peak book

returns 4 quarterly duedates

Normal weekly

book returns avg.8,000

Peak weeklyreturns avg.35,000


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Best Practice Models

Other Libraries

Similar process organizations

U.S. Post Office

Library Bindery


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Heckman Plant Tour

View lean manufacturing process

Improve Bookstacks efficiencies at

Regenstein


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What is Lean

Manufacturing? Lean manufacturing is aimed at

elimination of waste

Organize processes to add value tothe customer

Deliver goods just-in-time

Service organizations also usinglean


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History of Lean

The MachineThat Changed the

WorldToyota auto

manufacturing

Value chain


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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


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Lean learned from

Heckman Key Principle #1:

Pull

means workisnt done until adownstreamprocess requires it

Make only whatthe next processneeds when itneeds it


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Pull becomes Immediate

Shelving

The Process:

Only full shelvespulledto cart

One shelf = 30minutes


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Lean learned from

Heckman

Key Principle #2:

Batching Key to rapid

delivery is smallbatch sizes


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The Goalby Eliyahu M. Goldratt & Jeff Cox

This book is about progress. Its

about the creation and acceptanceof improvements change for thebetter.


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More from The Goal

What is theBookstacks

Departments ONEgoal?

Quick, accuratereshelving

All books on the shelfin correct order, ALL

THE TIME


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Are we meeting the Goal?

Throughput Books coming IN

Inventory Books WAITING to beshelved

Operational Expense Payroll COST


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Our Challenge for Lean

Peak BookReturns

4 Quarterly DueDates

Normal weeklyreturns: 6,000

Peak returns:35,000

W eekly Retur

SpQu05

W ee

Total books 1 797 4 4 21 02 4 14 30 1 75 41 15 64 2 1 20 33 1 27 82 1 363 8 1 35 89 1 40 68 1 738 2 24 45 3 2 34 00

Inte rim 1 2 3Sp 05

45 6 7 8 9

Sp 05

10F i na l s I n t er im


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Brainstorming Session

Book knowledge can only go sofar

Best way to learn is by DOING

Begin where the greatest needexists


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Creating level pull

Level pull is basically areplenishment model

Replenish Bookstacks shelves

Create a level daily schedule ofwork

Use inventory to buffer against largeswings in work


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Keys to level pull

Create inventory

supermarket

Organize how inventory is stored

Consolidate similar types


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Optimize the Bottlenecks

Reduce batchsizes

Eliminate unevenamounts of work

Put the bestpeople on thebottlenecks

They set the pace


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The Lean Solution

OLD NEW

Bottlenecks go tooverflow shelving

Only non-bottlenecksgo to overflow

No immediateshelving

Bottlenecks areimmediate shelving

Everything goesthrough same

process

2 processes bottleneck and non


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Actual Outcomes

Winter 2005 Winter 2006

Reserve booksturnaround 4 days

Reserve booksturnaround 2 days

Search requestsfound in pre-shelving: 14%

Search requestsfound in pre-shelving: 7%

High use booksstored in overflow

unavailable to users

High use bookscarted, sent to stacks

available to users


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Future Goals

BionicBookstacks

Better

Stronger

Faster


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Exercise: IdentifyingWaste

What activities add no value

to library users?


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Waste Categories

Overproducing

Inventory

Waiting

Extra Processing

Correction

Excess MotionTransportation

UnderutilizedPeople


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References

Goldratt, E. M. & Cox, J. (1992). The goal: A process of ongoingimprovement 2nd rev. ed.). Great Barrington, MA: North RiverPress.

Keyte, B., & Locher, D. (2004) The complete lean enterprise: Valuestream mapping for administrative and office processes. New

York: Productivity Press.

Madison, D. (2005). Process mapping, process improvement, andprocess 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 tosee: Value stream mapping to create value and eliminate muda(Version 1.3 ed.). Brookline, MA: Lean Enterprise Institute.
http://www.strategy-business.com/http://www.poppendieck.com/papers/LeanThinking.pdfhttp://www.poppendieck.com/papers/LeanThinking.pdfhttp://www.strategy-business.com/

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