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Technical Services Workflow AnalysisOLC Technical Services RetreatMohican Resort & Conference CenterApril 1, 2008
Morag Boyd and Connie Strait
Workflow Analysis:Why and How
Morag Boyd
The Ohio State University Libraries
Definitions
Workflow is the process, progress, or "flow" of work within a system and the rate at which that happens
Workflow analysis refers to observing how this process takes place. The analysis also involves evaluating the process and improving it for efficiency and effectiveness.
http://www.websitesthatfly.com/services/workflow-analysis/workflow-analysis.htm
What is is not
It is all about the PROCESS, it is NOT: Individual performance evaluation Satisfaction measurement
What are we trying to study
Goal achievement Resource usage
All necessary tasks are being performed No unnecessary tasks are being performed Tasks are being performed effectively and
efficiently Causes of known problems Opportunities to respond to changes
Efficiency
“measured by a comparison of production with cost” Merriam-Webster
Rate of work Time to shelf Minimizing repeated handling of materials
Resources needed to do the work Correctly matching skills and tasks Utilization of software to maximum benefit
Effectiveness
“producing a decided, decisive, or desired effect” Merriam-Webster
Quality of work Error rates Following appropriate rules and policy
Choice of work Aligning work with library priorities Meeting short and long term needs
Planning a Study
Invest in planning Clarify goals and expectations
Be sure to include all staff Try to reassure that purpose is not to target staff
Define your scope and stick to it Informal or formal study? Internal or external?
Steps in a Study
Clarify the environment you work in Define the goals of the department Examine existing data Gather new data Document existing workflow Identify potential changes Implement Repeat
Environmental Factors
Staff changes More electronic, still have print Different library user needs and expectation Different internal library needs and
expectations New technology or software
Data and Sources Need a variety of data from multiple sources.
Draw your conclusions from the totality of the data
Quantitative: Things that you count Qualitative: Things that you observe Internal External
Data You Probably Have
Statistics on orders, cataloging, processing, catalog maintenance, etc. Manually collected Generated from ILS, OCLC, vendors, as
appropriate Again, multiple sources can be helpful
Materials budget and its breakdown Number of FTE staff Job descriptions
Gather New Data
Interviews Time and task logging
Cost study, particularly if considering outsourcing Investigate other options External data
External Data Literature Review Select and investigate comparator libraries
Comparable Aspiration Different
Site visits to other libraries Conversations with other libraries about their
workflows
Map Existing Workflows
Different people need information in different ways
Diagramming can make it very clear how straightforward your processes are (or not) Detailed, but not exhaustive
Narrative can help explain the workflow An actual map of the flow of material
Will help analyze speed, space or repeated physical handling type problems
Graves & Arthur, 2006
Dragon & Barricella, 2006: 11
Backlogs Identify any backlogs
Remember the invisible backlogs too Characteristics of backlog Size is secondary to nature
Evaluation
Step back and look at your workflow Where is your diagram confusing? Where are the bottlenecks?
What ideas did staff have? What did you learn about other services? What was surprising? What did you already know?
Characteristics of Optimal Workflow Workflow is built for the mainstream, not the
exceptions Each function handles material once Rush materials can be processed in specified time
period Overall time to shelf meets library needs Quality of work meets needs Job descriptions and time allocation represent all
responsibilities of the unit No duplication of data or effort
Outcomes
Identify strengths and troublespots Tasks not done efficiently and effectively Tasks that could be dropped Tasks that are not getting done Solutions to these problems
Recommendation: Written report
Implementation Pick your battles Make those quick and easy fixes
Small things can have big impacts Reallocate existing resources (staff, space,
software, services, etc.) Allocate new resources Work with others towards external change
It’s Not Over Yet!
Iterative Process: Implement new workflow Assess new workflow
Important to collect comparable data in initial and post-adjustment study
Identify any continuing or new workflow problems
Repeat as needed
Technical Services Workflow Analysis : a local sagaConnie Strait
Greene County Public Library
Internal vs. ExternalA real life story at GCPL
Internal Workflow Analysis Short history Staff changes New location Backlog
Internal What problems? What routines? What to do? Talk to your people. Visit your friends. Count and observe. Eliminate the unnecessary - tasks, labels,
paper copies, etc.
Prior to making changes Get buy-in Plan the implementation Do it Go back and assess.
External Workflow Analysis Why do it?
If your boss suggests it… This is a good place to start. 1. Make the phone call. 2. Tell your staff and all other departments.
No vacation please. 3. Allow plenty of TIME. 4. Buy food. 5. After the interview sessions, relax.
Suggestions from consultants Remember that they are suggestions and not
decision. Your team makes the decisions. Those that can be implemented right away,
should be. If money is a problem, talk to the purse string
holders. Use your ILS to the max, given your local
constraints!
Each day is a new day! You can and should assess the new routines
every few months in your Technical Services department.
Those items on the “wish list” should also be addressed at the same time.
THANK YOU!Morag Boyd
Special Collections Metadata LibrarianThe Ohio State University Libraries
Connie StraitHead of Technical Services
Greene County Public [email protected] Ext 6301
