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www.abdn.ac.uk/dit
Lean KaizenEmpowering the Team in Interesting
Times
14 September 2010
Robin Armstrong VinerCataloguing Manager
Library & Historic Collections
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Introduction
Background Lean Kaizen The Process Planning The Team The Blitz Outcomes and Benefits Implementation
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Background
Declining operational budget Need to meet savings targets Rising staff costs
Increasing customer expectations Gap between expectations and reality
growing despite significant improvements
University Secretary committed to maintaining front line services
Funded three pathfinder projects using Lean Kaizen methodology
Selected proposals from Estates, Library & Historic Collections and Registry
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Lean Kaizen
First developed by Toyota in the 1950s Widely used in manufacturing Increasingly adopted in service industries Involves
Focusing on the customer Minimising waste Using the expertise in the team Building a culture of continuous
improvement
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What the Customer Values
Identifying value The customer must be willing pay for
the activity It must transform the item in some way It must be performed correctly the first
time
It’s not worth doing if the customer doesn’t value it
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Tim Wood
Seven key types of waste Transportation Inventory Motion Waiting Overproduction Over processing Defects
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Capturing the Creativity
Building on experience Talking to the experts Identifying practical solutions Sharing with colleagues Creating consensus Delivering improvement
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Bottom Up
Demanding rather than imposing change Empowering individuals Supporting one another Sharing responsibility Creating a responsive service
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The Process
Acquisition, cataloguing and processing of print materials from identification and selection to shelf involving 24 members of the Library & Historic
Collections team Six individual teams Four sites
Based on customer feedback
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Planning
Facilitated by Kaizen Lean specialist
Indentifying the Project Sponsor
Appointing the Project Lead
Selecting the Project Team
Raising Awareness of the Project
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Planning
Agreeing the Project Scope University Librarian and six managers Assessing the suitability of the process Setting the aims of the Kaizen Blitz
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The Team
Ten members Seven roles Four teams Two sites
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The Blitz
Five days Introduction Understanding the current process Identifying improvements Refining the new process Highlighting outcomes and planning
implementation
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Management Goals
Reduce time between a recommendation being made and the order being placed by 50%
Ensure the item is available to the customer within one working day of receipt
Reduce the time taken by Library & Historic Collections staff to support the above process by 30%
Ensure that relevant tracking information is provided to the customer throughout the process
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Team Goals
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Understanding the Current Process
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Identifying Improvements
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Refining the New Process
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Outcomes
18 action points identified Moving to online requests Getting more from our relationship with
preferred suppliers Minimising urgent requests Eliminating double checking New label printing processes Minimising the number of times records
are edited Creating a better working environment
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Benefits
Staff time taken to support the process Acquisitions 39% (51 staff hours a week) Cataloguing 20% (25.5 staff hours a
week) Floors and sites 50% (65.5 staff hours a
week)
Acquisitions budget £7500 200 extra titles
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Implementation
Some easy successes First changes implemented on Monday
morning Changes to workflow implemented in first
month
Some requiring further work Spine labels provided by preferred
suppliers within six months
Some significant challenges Online requesting will be the subject of a
further Kaizen event
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Under a Cloud?
Some frustrations Haven’t achieved all that had been
identified Fewer benefits for the customer than
planned Monograph Acquisitions have seen little
benefit
Lessons learned Keeping up the momentum Embedding Lean Kaizen in the
organisational culture
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Silver Linings
Empowering the team
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Silver Linings
Trusting the team
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Silver Linings
Growing the team
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Thank you