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Increased Efficiency through the Study of Moving Materials

How do you pronounce that or a little about me

Kathryn Mlsna

Coordinator of CirculationMilwaukee Public Library

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What Does Industrial Engineering Mean and Why Am I Talking About It?

• Application of Toyota based lean manufacturing concept

• Study processeso Eliminate wasteo Look for efficiencieso Results = Cost savingso Maximize value

"The Balanced Scorecard"

Cost Can I afford it?

Quality Do you have the right products?

Safety What are the safety or ergonomic implications?

Access Is it there when customers want it?

Morale Change management

Knowing Your Business

1. Understand what is valued by your customers

2. Understand where that value flows

3. Eliminate waste in all forms

4. Pull value to the customer

5. Continuously perfect

Value

Flow

Waste

Pull

Perfect

Value Defined

• To be value added it must meet all three criteria– The customer is willing to pay for it– It changes state– It is done right the first time

What is waste?

• “Muda” (Waste)– Anything other than the minimum

amount of people, time, equipment, material and space required to provide value to the customer

• “Muri” (Overburdening)– Overburdening of people or

equipment beyond natural limits• “Mura” (Unevenness)

– A system wrought with periods of hyper activity and lulls

• U n us e d h u m a n t a l e n t

• W a i t i n g

• I n v e n t o r y

• T r a n s p o r t a t i o n

• D e f e c t s

• M o t i o n

• O v e r p r o d u c t i o n

• P r o c e s s

Muda in Action

The two requirements for working in a truly Lean enterprise1) follow standard work, and 2) find a better way!• Takt time

– the time available divided by customer demand

• Work sequence – the optimum sequence of producing the product or

service - first do A then B then C

• Standard work in process– amount of in-process "stuff" that is required, no

more, no less

The Pareto Principle

Milwaukee Public LibraryMilwaukee, Wisconsin

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Milwaukee Public Library

• 13 libraries

• 595,000 residents in service area

• 2.6 million circulation in 2011

• 2.1 million visits in 2011

• 70,000 library cards issued in 2011

• Children’s and teen’s programs attended by 70,000

• 650 public computers used 420,100 hours

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2012 Milwaukee

Circulation AssessmentDetermine size and location for autosort

Main Considerations

• Efficiency– Staff time, building space,

item availability

• Design– Streamline processes,

aesthetics, noise

• Financial– Capital budget, long-term

solution, staff time

Understand Existing Conditions

• Processes• Workroom configurations• Building limitations• Distance traveled and elevators locations• Portal locations and material volume

Approach

Workshop 1:– Provide data– Walk through to understand current state– Map current value stream– Define areas available for autosort– Develop evaluation criteria

Homework– Observe & record time for each task

Entry portals & volume

Functions & time

Value Stream Mapping

Approach Workshop 2:

– Pareto chart– Adjacency

worksheet– Data added to

current value streams• Processing• Travel• Idle time

– Planning options

Adjacency Worksheet

Current State Workflow

Current State

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Assessment Outcomes

Option 3: Existing Sort Room

Benefits:

• highly flexible -easily

accommodates expansion of

system

• least costly renovation option

• does not displace program

elements

• efficient use of space

Trade-offs:

•large displacement of staff

efficiency in material transport,

material scanning/check-in

•consumes most area for

autosort & interfile function

• movement of materials through

library less efficient: materials

will ‘double back’ in some cases

to be shelved after being

scanned

Use of area requires further discussion

Option 2A: Turn North

Benefits:

• reduced disruption to existing program

• minimal amount of area

• east costly to renovate

Trade-offs:

•visually, acoustically on display to public areas at the Circ. Desk

•limits interfiling capability at the autosort due to limited area for truck

storage and work space. May require materials be taken from bins to

book trucks without sorting & transported to existing Sort Room for

interfiling and staging

• no future flexibility

Option 2B: Turn North, Relocate Offices

Benefits:

same benefits as Option 2A with:

• improved interfiling capability

Trade-offs:

same trade-offs as Option 2A with:

• more displaced program

• back of house work tasks (interfiling) will now be performed where visible to

public

Option 1A: Leave Administrative Offices

Benefits:

• autosort functions are hidden from public view

• very efficient for interfiling

Trade-offs:

• two offices remain co-located with potential equipment noise with more

activity than ideal for offices

• six workstations & security conference room are displaced

Option 1B: Relocate Administrative Offices

Benefits:

• allows existing infrastructure to remain - minimal adjustments, i.e., fire

alarm, electrical closet, security equipment

• optimum option for growth and flexibility

• very efficient for interfiling

Trade-offs:

• most expensive and moderately complex to renovate

• largest amount of square footage utilized

• largest amount of displaced program

The New and Improved Winner

New State Workflow

Target State

New State

New State

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Follow Up Study

Staff Efficiency

Check-in Sorting Remote Interfiling Travel

Total % Efficiency Gain

Ave Secs / Item

Total Hrs

Ave Secs /item

Total Hrs

Ave Secs/ item

Total Hrs

Ave Secs/ item

Total Hrs

Previous 5 901 17 3064 5 715 26 4680

New 2 357 8 1443 2 73 10 1873 60.0%

The Balanced Scorecard

Cost Within budget, saved staff time

Quality 15 bin sorter, location good for patrons & staff

Safety Book trucks lighter, less touches & travel

Access/Delivery 24 hour or less turnaround time

Morale More collaborative & empowered

• Involve as many staff members as possible throughout process

• Opportunity to develop leadership skills

• Follow and act on the numbers

• Solicit feedback and tweak accordingly

• Not everyone will love it, but everyone will get used to it.