Centre for Education on Aging Learn to Lean in Your Library Chaitali Desai, Lean Deployment Specialist Mary McDiarmid, Manager Library Services Centre

Centre for Education on AgingLearn to Lean in Your LibraryChaitali Desai, Lean Deployment Specialist

Mary McDiarmid, Manager Library Services

Centre for Education on Aging

Ontario Library Association Super Conference, January 31, 2013


Outline

1. The Problem

2. The Solution/Results

3. How We Used Lean Methodology

4. Lessons Learned

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

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

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Staff Health Sciences Library

1 FT Librarian Resident Client Library

12 Volunteers Anne and Louis Pritzker Wellness Library

13-ish Volunteers

Three Libraries

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A consumer health collection for seniors Open to anyone Books, dvds, audio and pamphlets

The Wellness Library

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Volunteers Group 1

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Volunteers Group 2

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The Problem

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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

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Our Process

Library Manager met with Lean Deployment Specialist

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Our Purpose

Streamline activities performed within the processes of New borrower registrationsChecking items in / outManaging overdue materials

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Our Project Deliverables

Streamline the registration process Improve the understanding of required tasks

by volunteers Standardize the tools being used in the

process

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Our Assumptions

No change in volume of new borrower registrations

All volunteers would participate in the project

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3.5 Hours of Preparation Meetings for Lean

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6 Hours of Lean Meetings with Volunteers

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Results

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Results – Records AuditBefore Lean June 15, 2012

117 records found, 5 duplicates = 112 borrowers.

5 records missing data from needed fields

7 records had incorrect department name

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Results – Records AuditAfter 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

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Lean Library Project Interim Evaluation October 2012

Please review the following list of knowledge and skills statements. Give some thought to what you

knew before the Lean project and what you feel today. Circle the number that best represents your

knowledge and skills before then after this training.

RATING SCALE: 1 = LOW 3 = MEDIUM 5 = HIGH

BEFORE

TRAINING SELF-ASSESSMENT OF KNOWLEDGE AND SKILLS RELATED TO: AFTER TRAINING

1 2 3 4 5 Turning on the Computer.

1 2 3 4 5

1 2 3 4 5 Logging into the Sirsi Catalogue.

1 2 3 4 5

1 2 3 4 5 Finding out if a borrower is already registered.

1 2 3 4 5

1 2 3 4 5 Registering a new borrower.

1 2 3 4 5

1 2 3 4 5 Finding the dept name list to use when registering a new borrower.

1 2 3 4 5

1 2 3 4 5 Checking items out of the library using the catalogue.

1 2 3 4 5

1 2 3 4 5 Checking items in after circulation using the catalogue.

1 2 3 4 5

1 2 3 4 5 Renewing items for borrowers.

1 2 3 4 5

1 2 3 4 5 Handling overdue items.

1 2 3 4 5

1 2 3 4 5 Looking up titles in the catalogue to see if we own a copy.

1 2 3 4 5

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7 of 10 volunteers responded

2 of 7 volunteers rated all questions high for both time points

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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

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Finding out if borrower already exists Registering a new borrower Renewing items

Three areas where the pre-training assessment of knowledge did not show as great an improvement were:

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

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Two areas were initially rated low and did not improve wellLooking up titles Handling overdue items

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LEAN Overview

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Centre for Education on AgingLEAN 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

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Centre for Education on AgingEssence of LEAN

Identifies the VALUE in 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.Lean in its most basic form is:

identifying and eliminating waste.31

Centre for Education on AgingLEAN Transformation Process

CurrentState

CurrentState

ProblemsWaste, Variability and

Inflexibility

ProblemsWaste, Variability and

Inflexibility

IdealState

IdealStateTarget

State

TargetState

Transformation

How the work is being done now

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

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Value Stream MapsValue 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

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LEAN Waste

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Defects

Overproduction

Waiting

Non Utilized Staff Creativity

Transportation

Inventories

Movement

Excessive Processing

The 8 Types Wastes

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Root Cause Analysis Definition

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Centre for Education on AgingRoot Cause Analysis

ToolsIncident Decision TreeFlow MappingCause and Effect (Ishikawa) diagrams5 WhysSystem ReviewsSMART ObjectivesProject Management skills

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Centre for Education on AgingDetermine 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

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LEAN Process Attributes


#1 FlowFlow 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

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#2 PullThe 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

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#3 Defect FreeDefect 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

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#4 Visual ManagementVisual 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

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1.Forcing functions and constraints2.Automation and computerization3.Simplification and standardization4.Reminders, checklists and double

checks5.Rules and policies6.Education and information

Hierarchy of Solutions

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Measures for Improvement


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!

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Examples of Metrics We Used

Product/Service Quality

Compliance to process or standard work

Timely Delivery

Measures for Improvement

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Solutions


Forcing functions and constraintsSet forced functions e.g. Drop down menu default set for BaycrestMenu options changed

Tools/Solutions

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Forced functions Before

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Forced functions After

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Simplification and standardizationNew communications bookNew desk calendar

Tools/Solutions

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Tools/Solutions

At a glance tip sheet

Daily checklist

Due date slips

Reminders, Checklists, etc.

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Education and information

Hands-on training led by volunteers

Action list items

Tools/Solutions

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Lessons Learned


Unexpected Impact of Lean on email/phone calls

May – July, 2012

Total: 299

Aug – Oct, 2012

Total: 161

A decrease of 85.7% since Lean Training

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Lessons Learned

Training in identifying waste led to volunteer initiated improvements in other areas beyond circulation e.g., communication book

Data entry errors decreased

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Continuous improvement of newly created tools was required

Should have included education about managing change

Lessons Learned

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Took longer to do everything than we had planned

All Volunteers did not attend everything Lost three along the way (resignations)

Lessons Learned

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New volunteers receive individualized training from Library Manager

Quarterly hands-on training available, for example, modifying due dates, looking items up in catalogue

Quarterly audits of registrations Tracking issues in communications book

Sustainability

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Dr. Malcolm Binns, Ph.D. for crunching our numbers.

Acknowlegements

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Lean Resources

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Title Author

Making Hospitals Work Daniel T J ones

Lean Thinking J ames Womack

The Toyota Way J effrey Liker

Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results

Mike Rother

Creating a Lean Culture: Tools to Sustain Lean Conversions David Mann

The Lean Manager Michael Ballé

The Goal Eliyahu M. Goldratt

Toyota Way to Healthcare Excellence J ohn Black

The Machine that Changed the World J ames Womack


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Documents

Centre for Education on Aging Learn to Lean in Your Library Chaitali Desai, Lean Deployment Specialist Mary McDiarmid, Manager Library Services Centre