1. Central Massachusetts Regional Library System Libraries and Lean Thinking An Overview / Workshop May 11, 2009

2. Today’s Purpose and Agenda The purpose today … In developing “best practices,” groups should look at Lean principles. Groups should address: guidelines for optimizing pull lists; proper labeling; optimization of workflow; reducing repetitive motions and double handling; optimization of delivery workspaces; equipment that is designed to reduce heavy lifting and bending by library staff. The Agenda today … First … an overview of Lean Principles and Tools. Then … an on-site examination of the workflow of the Northborough Library Circulation Area. Lastly … a wrap-up session to discuss our observations and recommendations ( and Q&A )

3. Lean Systems and Lean Thinking A practice that considers the expenditure of resources for any purpose other than the creation of value for the customer to be wasteful, and thus a target to be eliminated. Thus … Lean is centered around creating more value with less work, while providing exceptional quality. Resources you have to work with include: People, Equipment, Books / media and money ( in the form of a budget ). – Other resources might include … Value can only be defined by the customer and can only be meaningful when expressed in terms of a specific service or product which meets their needs at a specific price ( cost ) at a specific time. – How do your customers define Value ? Quality ( the ability to meet or exceed the expectations of the customer ) is the underlying expectation on the part of your customer. – How do they define quality ?

4. The Process of Lean Specify the Value desired by the Customer Value… can only be defined by the customer. Identify the Value Stream ( sequence of processes ) for each service ( product ) Flowcharting or value-stream mapping techniques Simple pictures are best Eliminate every step that does not create Value The 5 Why’s … a TQM approach to challenge every step. Look for WASTE ( Muda ) Make the service ( product ) flow continuously through the remaining value- added steps Manage towards perfection: The quest is for Continuous Improvement ( also called Kaisan )

5. Tools of Lean Flowcharting or Value-Stream Mapping to record the process and highlight places in the process where waste may be occurring. Benchmarking, Cost-Benefit analysis, Brainstorming and Business Process Improvement methods to identify solutions that eliminate or reduce waste. Performance Measurement, to ensure improvements are real. Quality Management ( and TQM philosophies ) tools to assist in identifying Root Cause of wasteful practices and to monitor performance of the process. – Cause and Effect ( Ishakawa or “fishbone” ) charts – Control charts – The 5 S’s for workplace cleanliness – Six Sigma philosophies

6. Process Flowcharting ProcessDecision Termination Point Document Multi-copy DocumentFile Process flowcharting is the use of a diagram to present the major elements of a process. The basic elements can include tasks ( also called activities or operations ), flows of materials or customers, decision points, and storage areas or file systems. Flow process chart symbols are used. While there are no hard and fast rules, some consistency exists.

7. Reducing Waste in all of its forms Types of Waste include … ( The original 7 “Muda” ) – Overproduction ( excess or too early ) – Waiting – Transportation ( unneeded movement ) – Processing ( poor processing design ) – Motion ( activities that do not add value ) – Inventory ( stock that is accumulating cost without providing value ) – Defective units - Errors ( scrap or rework ) – The 8 th ( added later ): Producing things or services that people don’t want or need Which of these apply to the world of Libraries ? How do we watch for them as we observe the process in the Circulation area ?

8. Creating a workplace suitable for Lean The 5 S’s of Lean Thinking Sort… separate needed items from unneeded items and remove the latter Simplify…neatly arrange items for use Scrub…clean up the work area Standardize…sort, simplify and scrub daily Sustain…always follow the above 4 S’s

9. Process Improvement Considerations Evaluating Your Solutions Ask these questions… often in this order… to maintain a strong focus of the Process Improvement efforts… – Is this possible ? – Is this affordable ? – Is this practical ? – Will this solve the “root cause” problem ? – Will this improve service ?

10. How do we know if we’re improving ? Developing some Performance Measurements Remember: What gets Measured … gets Done ! How do we measure success here at the Library … ? To get started … consider: What processes have the greatest potential for improvement ? What processes generate the greatest amount of errors ? What processes take the most time ?

11. What to watch for when observing processes Individual movements Delays Information system response times Information flows Redundancy Workstation layout Interruptions Non-standard events Tools available or missing Flow Quantity and timing of needs Quality of incoming materials or work

12. So… Let’s get started … How we’ll proceed today… Take notes Draw pictures or diagrams Ask questions: Why – Why – Why – Why – Why Avoid assumptions… especially if you know or perform the process being observed. Challenge every action, report, information requirement and any activity that requires resources

13. Now… what did we see ? What will our performance measurements be ? How will will get the measurement data and how frequently ? What parts of the process took the most time ? On the surface: are there any tasks that can be eliminated ? Can you identify any “waste” in the process ? Did anything seem worthy of improvement ? Do you have any suggestions for improvement ? Do they fit the model for proposing solutions for consideration ? How could you progress from this point forward ?