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Collection Development/
Technical Services Workflow
Re-engineering
The Context:
OWe do/did it all ! And lots of it!
O Items processed…20% growth
OStaffing to do the work…not so much
The Problem:O Not keeping up
O Backlogs---Up to 27 days
O Fast or very slow
O Lots of “RUSH”
O Layers of process…but why?
Goals:
OTo get all BCPL’s print and non-print materials out to our customers as quickly and efficiently as possible
OTo re-engineer a functional, but not great working process to make it optimal!
THE Question:
OWhat would it take to get 95% of new materials out to customers in 10 days or less, without adding additional staff?
How we did it:O BrainstormO DeconstructO Ask lots of questions: 5 Whys /Sacred
CowsO Map Workflows O Measure and AnalyzeO Redesign and RebuildO Test and RefineO Quality ControlO Continuous Process Improvement
BrainstormingO 4 sessions w/internal stakeholders
O Less taping, labeling, stamping, etc.O Conveyer beltO Carts only, no shelvesO Rush everything; Rush nothingO Motorized cartsO Volunteers
DeconstructionO Dissect every process
O Why, Why, Why, Why, Why?
Workflow Mapping
O Seeing is Believing !
O Mapped process and physical pathways for each material type
O Crazy spaghetti !
Measurement and Analysis
O Established key metrics
O Repetitive tasks and nonproductive elements
O Production per hour/per staff
O Looked for efficiencies: Music CD Security Cases
O Task timings
Time in Time in Average time in
Date Material Job # of items minutes seconds seconds per item
Step 1 6/11/2007 Rush-book Pre-Assigning 82 17.38 1,058 13
Step 2 6/11/2007 Rush-book Assigning 26 7.14 434 17
Rush-book Assigning 82 23.45 1,425 17
Step 3 6/11/2007 Rush-book Covering 26 9.16 556 21
Rush-book Covering 82 37.04 2,224 27
Step 4 6/12/2007 Rush-book Glueing 51 6.17 377 7
Rush-book Glueing 22 2.17 137 6
Step 5 6/12/2007 Rush-book Sort into bins 115 7.26 446 4
Total time Minimum 1.01 61
Total time Maximum 1.05 65
Assigning steps for processing hard back books with covers
Step 1- Verify # of items, place spine label and BCPL stickers on book, then place back on cart
Step 2- Stamp branch lable with date on item, place barcode label on book note item # on conversion
sheet, then place back on cart
Step 3- Measure book size, get plastic covers, place on books and place new sticker in item, then
place item back on cart
Step 4- Glue cover on item and place back on cart
Step 5- Sort items on to shelves to be delivered to branches
Redesign O “Time-Certain” workflow model.
-predetermined # of days (10-12)-single fast workflow -fewer workflow “exceptions”
O Integrated print and non-print workflows.
O Streamlining…lots of streamlining!
O “Cart” model for material storage and movement.
O Cataloging in advance
O Centralized filling of holds
O Processing, packaging and labeling modifications
O Rethought RUSH ( 3-5% , not 30-40% )
O Evened out collection spending (% per month)
O Cross-trained everyone!
O Flexible, proactive use of staff time to meet workload needs
O Established, then leaned on, accountability and production standards.
Collection Development orders materials
The materials are delivered to the dock
Shipping /Receiving Staff: Remove invoices from
shipment Mark shipment with date
& PO number
Rush No Book With Book AV Mass Repl
Shipments are unpacked, in priority order: type of material, Rush status, date of arrival
Material is counted and shelved in the Receiving Room.
Acquisitions Staff updates, approves and
pays the invoices
Note: at this point, a status of “Received” and the date of the approval show in the catalog.
New to the System: The first copy of the title is matched with its Distribution Summary and is sent to Cataloging.
Distribution Summaries are printed for the received purchase orders and filed for later work.
Distribution Summaries are used by Shipping / Receiving Staff to send the new materials to either the Catalogers or the Processors
Replacements or “Beef-ups”: All of the copies are placed on cart.
The Acquisitions Staff pulls up and prints the catalog record for each title on the Replacement or “Beef-ups cart and sends the cart on to Processing.
Catalogers: Classify all materials with the item in hand and using online tools as well as an annotated set of BCPL specific rules.
Collection Development: Quickly reviews ultimate disposition of items for unusual / unexpected results.
Processing Department: Verifies edition for Repls, Spine labels are printed for all copies, and eye-readable labels are produced for the multi-part music and spoken-word CDs.
If the cart contains only the first copy of the titles, it is returned to Shipping / Receiving to have the remaining copies pulled.
The cart, with all copies of each title and all necessary labels, are lined up in priority order by rush status and date received.
Spine labels, eye-readable barcodes, informational labels, covers and branch property labels are all applied to the materials.
Completed print titles are taken to the dock and sorted by branch for the Delivery Trucks Completed AV titles are sorted into tubs by branch for the Delivery Trucks. Hardcover titles are separated out to have
their covers glued on, and are then taken out to the dock for sorting.
Key Collection Development
Shipping / Receiving Acquisitions Cataloging Processing
The MARC record appears in the catalog as “On Order”
Selector determines age level of material
Holds can be attached to the record
Now, the call number no longer reads “On Order”, although no real items are attached.
Item Records are attached to the record.
Rebuild
OMake the physical work spaces reflect and support the new workflow
OStaff move to where the work is.
1
2
3 4 5
6
7
ResultsO Production rose from 12 carts per
day to 20 or more
O Fewer, and more predictable, workload peaks and valleys
O Productivity UP; Errors DOWN
O Loading dock to branch—10 days, often less!
More Results
O Cart production up 50+%
O Reduced per-cart staff time by 35%
O Increased per-hour production by 50%
…And Today
O Daily RoundsO Keep refining , rethinking, looking for
efficienciesO No more security cases !!O Minimal labeling and handlingO 20 carts per day is minimum daily
output nowO 2-5 days loading dock to branch
shelves
