Purpose:
The University of Sydney Library commenced implementing a significant organisational change plan in late 2014, and through that, a journey in process improvement. The motivation behind the process improvement program was a mechanism to bring about change in the culture of the organisation to one which embraced accountability and continuous improvement - one which put the client at the centre of the service proposition – learning to ask the question “what does the client want?”
The thinking was rooted in customer-centric Design Thinking principles, and used Lean to provide a common language and methodology for process improvements to meet those client needs.
Common with all service providers, the Library needs to justify its ongoing value and relevance, and to compete for limited funds. In the University environment where there is high demand for infrastructure, research and teaching resources, operating budget increases are rare. Therefore, where the Library requires additional resources, this is achieved through generating efficiencies and redeploying savings, rather than additional allocation of funds from central finance.
A formal Library Process Improvement Strategy and Blueprint was developed. Implementation of Lean Six Sigma was a central pillar of this strategy. From the outset the Library worked with KPMG Consulting, who provided Lean training for 93 staff and support for 3 pilot and 12 Green Belt projects.
Design, methodology or approach:
Six Sigma Yellow Belt training was initially provided to 66 staff. Yellow Belt provides the fundamentals and is designed to provide a basic working knowledge of both Six Sigma and Lean methodologies. Through training and support, attendees developed the skills and confidence to be a valuable key contributor to a business improvement project team. Yellow Belt training was delivered through a 2 day course and exam. All 66 staff successfully attained their Certificate of Lean Competency.
Following the training in fundamentals, 3 pilot projects were then undertaken to test the approach. The three pilot projects undertaken were:
- Returns to Shelves: Leading to significant reduction in the time taken from return of print items to shelving – the service proposition for customers was improved.
- Inter Library Loans: Leading to implementation of processes to ensure consistency in search methods, improved knowledge of databases and improved understanding of hints and tips, thereby decreasing rework and improving productivity and service to customers.
- Reading Lists: Leading to changed processes to reduce the variation of Reading List requests and ensuring they were received with enough time before semester start dates to balance the workload for teams processing them, thereby improving quality and reducing staff stress.
Once the success of the Lean approach was proven, the next phase was the roll out Green Belt training to 27 staff, which included delivery of Lean process improvement projects. The cohort of 27 was selected from across all units and levels of staff. They were trained concurrently which had the benefit of providing peer support, but the disadvantage of 27 staff taking on additional load along with day-to-day work. The program was intensive, incorporating an initial training course of 2 days, then 5 months later a 3 day course, two exams and a formal presentation of work. The program was tough, and of the 27 staff, 19 received accreditation, 6 received certification and 2 received participation awards.
Findings:
The 12 projects undertaken were:
- Client Engagement & Referrals: Leading to a standardised process to hand over patrons requests from Site to Academic Liaison Librarians, with a monitoring system to track and measure from end to end, thereby providing both enhanced client service and accountability.
- Customer Complaints & Feedback: Leading to the development of a standardised easy to use process to track Library feedback, which delivers a consistent client experience Library wide, and provides timely resolution of issues - an improved customer experience.
- Document Delivery: Leading to establishment of standardised processes for both incoming and outgoing bonus plus deliveries, thereby reducing delivery time from 6 days to the customer expectation of 4 days – an improved customer experience.
- Facilities Management: Leading to improved processes for reporting and monitoring issues, and thereby reduced time to fix faults and better presentation and functioning of the Library spaces - an improved customer experience.
- Library Teaching Evaluation: Leading to a standardised process for the management of research skills assistance requests and improved allocation of Academic Liaison Librarian support - customers received more timely and appropriate support.
- Fines Enquiries: Leading to shortened average time to resolve fine appeals, an outcome that empowered staff and was more in line with customer expectations.
- Missing Books: Leading to a standard and consistent procedure across all locations in managing missing item requests, thereby better meeting client expectations.
- New Repository Services Model: Leading to streamlined repository processes and better integration through an overarching enterprise level system, allowing requests to be attended to more efficiently.
- Orchestral Scores Reading Lists: Leading to process changes so that musical scores could be sourced in a more timely fashion then tracked for early return after performances.
- Rare Book Requests: Leading to implementation of a consistent and prompt service, with low client waiting times.
- Serials Shelf Ready Workflow: Leading to an 80% reduction in accessioning time, making resources available for customers sooner.
- SUP Production Workflow: Leading to reduced delay in the release of eBooks after print books, thereby better meeting client expectations.
The Library continues to use Lean for process improvement initiatives and encourages the Lean Community of Practice Group which is championed by the Innovation & Planning Team from within Central Services.
The source of future projects is from within the teams themselves. Green Belt Staff members are invited to lead initiatives, and Yellow Belt staff members invited to participate. Staff who have not been formally trained are welcomed and mentored in the methodology.
Conclusions:
Lean provided a common language and organisational framework which facilitated objective review and improvement of a number of legacy processes through engagement by the staff owners as opposed to direction by Library Management. Lean proved a successful change agent.
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