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Lean Kaizen Empowering the Team in Interesting Times 14 September 2010

Lean Kaizen Empowering the Team in Interesting Times 14 September 2010. Robin Armstrong Viner Cataloguing Manager Library & Historic Collections. Introduction. Background Lean Kaizen The Process Planning The Team The Blitz Outcomes and Benefits Implementation. Background.

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Lean Kaizen Empowering the Team in Interesting Times 14 September 2010

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  1. Lean KaizenEmpowering the Team in Interesting Times14 September 2010 Robin Armstrong Viner Cataloguing Manager Library & Historic Collections

  2. Introduction • Background • Lean Kaizen • The Process • Planning • The Team • The Blitz • Outcomes and Benefits • Implementation

  3. 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

  4. 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

  5. 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

  6. Tim Wood • Seven key types of waste • Transportation • Inventory • Motion • Waiting • Overproduction • Over processing • Defects

  7. Capturing the Creativity • Building on experience • Talking to the experts • Identifying practical solutions • Sharing with colleagues • Creating consensus • Delivering improvement

  8. Bottom Up • Demanding rather than imposing change • Empowering individuals • Supporting one another • Sharing responsibility • Creating a responsive service

  9. 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

  10. Planning • Facilitated by Kaizen Lean specialist • Indentifying the Project Sponsor • Appointing the Project Lead • Selecting the Project Team • Raising Awareness of the Project

  11. Planning • Agreeing the Project Scope • University Librarian and six managers • Assessing the suitability of the process • Setting the aims of the Kaizen Blitz

  12. The Team • Ten members • Seven roles • Four teams • Two sites

  13. The Blitz • Five days • Introduction • Understanding the current process • Identifying improvements • Refining the new process • Highlighting outcomes and planning implementation

  14. 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

  15. Team Goals • Reduce the time between aauthorized and accurate recommendations being made and the order being placed by 50% to one working day for urgent requests and two working days for all other requests • Ensure the item is100% of urgent items are available to the customer within one working day of receipt and all other items within three working days • Reduce the time taken by Library & Historic Collections staff to support the above process by 30% 25% • Ensure that relevant tracking information is provided to the customer throughout the process

  16. Understanding the Current Process

  17. Identifying Improvements

  18. Refining the New Process

  19. 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

  20. 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

  21. 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

  22. 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

  23. Silver Linings • Empowering the team

  24. Silver Linings • Trusting the team

  25. Silver Linings • Growing the team

  26. Questions • r.armstrongviner@abdn.ac.uk

  27. Thank you

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