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Centre for Education on AgingLearn to Lean in Your LibraryChaitali Desai, Lean Deployment Specialist
Mary McDiarmid, Manager Library Services
Centre for Education on Aging
Ontario Library Association Super Conference, January 31, 2013
Centre for Education on Aging
Outline
1. The Problem
2. The Solution/Results
3. How We Used Lean Methodology
4. Lessons Learned
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Centre for Education on Aging
Budget: $150 million 2,000 staff, 2,000 volunteers, 1,000 students 472 bed nursing home
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192-suite assisted living facility 120-suite independent living facility 300 bed complex continuing care hospital
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Staff Health Sciences Library
1 FT Librarian Resident Client Library
12 Volunteers Anne and Louis Pritzker Wellness Library
13-ish Volunteers
Three Libraries
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A consumer health collection for seniors Open to anyone Books, dvds, audio and pamphlets
The Wellness Library
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Centre for Education on Aging
Borrower Registration in Sirsi
Keyboarding skills varied among volunteers
Tools/instructions were not easy to use
Variability in practice among the volunteers
Duplicate records were being created
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Centre for Education on Aging
Our Purpose
Streamline activities performed within the processes of New borrower registrationsChecking items in / outManaging overdue materials
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Our Project Deliverables
Streamline the registration process Improve the understanding of required tasks
by volunteers Standardize the tools being used in the
process
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Our Assumptions
No change in volume of new borrower registrations
All volunteers would participate in the project
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Centre for Education on Aging
Results – Records AuditBefore Lean June 15, 2012
117 records found, 5 duplicates = 112 borrowers.
5 records missing data from needed fields
7 records had incorrect department name
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Centre for Education on Aging
Results – Records AuditAfter Lean November 12 2012
29 new registrations since June 16, 2012
2 typos
4 email address information either missing or incorrect
0 duplicate records found
0 missing or incorrect department name
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Centre for Education on Aging
Lean Library Project Interim Evaluation October 2012
Please review the following list of knowledge and skills statements. Give some thought to what you
knew before the Lean project and what you feel today. Circle the number that best represents your
knowledge and skills before then after this training.
RATING SCALE: 1 = LOW 3 = MEDIUM 5 = HIGH
BEFORE
TRAINING SELF-ASSESSMENT OF KNOWLEDGE AND SKILLS RELATED TO: AFTER TRAINING
1 2 3 4 5 Turning on the Computer.
1 2 3 4 5
1 2 3 4 5 Logging into the Sirsi Catalogue.
1 2 3 4 5
1 2 3 4 5 Finding out if a borrower is already registered.
1 2 3 4 5
1 2 3 4 5 Registering a new borrower.
1 2 3 4 5
1 2 3 4 5 Finding the dept name list to use when registering a new borrower.
1 2 3 4 5
1 2 3 4 5 Checking items out of the library using the catalogue.
1 2 3 4 5
1 2 3 4 5 Checking items in after circulation using the catalogue.
1 2 3 4 5
1 2 3 4 5 Renewing items for borrowers.
1 2 3 4 5
1 2 3 4 5 Handling overdue items.
1 2 3 4 5
1 2 3 4 5 Looking up titles in the catalogue to see if we own a copy.
1 2 3 4 5
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7 of 10 volunteers responded
2 of 7 volunteers rated all questions high for both time points
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Centre for Education on Aging
Examined the pre-training and difference scores as a pair. Greatest improvement in confidence was found regarding :
Logging into the computer Finding the department name Checking out items Checking in items
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Finding out if borrower already exists Registering a new borrower Renewing items
Three areas where the pre-training assessment of knowledge did not show as great an improvement were:
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Turning on the computer was rated relatively high (pre mean=2.2) and achieved a remarkably large increase over training (change mean =2.4)
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Two areas were initially rated low and did not improve wellLooking up titles Handling overdue items
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Centre for Education on AgingLEAN is…
Shapes beliefs about what is possible A set of principles that define the way we do
things Defines the way we think about improvement Is an approach that enables the true
performance potential of a process to be realized
Utilizes various tools to identify and eliminate waste to improve process
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Centre for Education on AgingEssence of LEAN
Identifies the VALUE in any process
Identifies all other process activities that do not contribute to creating value while consuming time and/or resources – WASTE
Focuses on the identification and elimination of WASTE
Lean in its most basic form is:identifying and eliminating waste.Lean in its most basic form is:
identifying and eliminating waste.31
Centre for Education on AgingLEAN Transformation Process
CurrentState
CurrentState
ProblemsWaste, Variability and
Inflexibility
ProblemsWaste, Variability and
Inflexibility
IdealState
IdealStateTarget
State
TargetState
Transformation
How the work is being done now
The process, from the
perspective of the client, as it would occur in
the perfect world. All steps are value added
How you want the process to look in
the future
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Centre for Education on Aging
Value Stream MapsValue stream map is used to described how all the
activities line up and work together to produce a product or service
The activities are combined to form a process of value creation
The process flow consists of activities that are both value added and non value added
Must be tracked all the way upstream
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Centre for Education on Aging
Defects
Overproduction
Waiting
Non Utilized Staff Creativity
Transportation
Inventories
Movement
Excessive Processing
The 8 Types Wastes
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Centre for Education on AgingRoot Cause Analysis
ToolsIncident Decision TreeFlow MappingCause and Effect (Ishikawa) diagrams5 WhysSystem ReviewsSMART ObjectivesProject Management skills
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Centre for Education on AgingDetermine Root Cause- 5 Whys
Benefits Of The 5 Whys Helps identify the root cause of a problem Determines the relationship between different
root causes of a problem One of the simplest tools; easy to complete
without statistical analysis
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Centre for Education on Aging
#1 FlowFlow is completing the Value Added (VA) tasks in continuous
flow at the rate of customer demand in a standardized way
Requires the elimination of Non Value Added (NVA) activities between the steps
A process flows when the value added activities are lined up one after another, with no waiting and inventory between steps
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#2 PullThe principle of pull implies that we would perform work only
when we have a true need from the customer
Pull system has one way to trigger and one way to respond
A good pull system is seamless, has a synchronized process and has no overproductions, asking, searching and clarifying
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#3 Defect FreeDefect free operation means doing work in a way that meets
customer specified quality requirements the first time
As the work moves from step to step, quality is designed into the process so the outcomes are consistent, meets customer requirements and can be completed without re-work or inspection
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#4 Visual ManagementVisual management allows everyone to distinguish normal
from abnormal conditions in 5 seconds or less
Process is transparent (everyone sees, knows and understands)
If abnormal conditions exist, then it triggers action
Sound visual management is the key to sustainability
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1.Forcing functions and constraints2.Automation and computerization3.Simplification and standardization4.Reminders, checklists and double
checks5.Rules and policies6.Education and information
Hierarchy of Solutions
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Metrics
Metrics are things we measure.
To know we are improving, we must measure performance.
Performance is doing the right things right!
What gets measured gets done!
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Examples of Metrics We Used
Product/Service Quality
Compliance to process or standard work
Timely Delivery
Measures for Improvement
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Forcing functions and constraintsSet forced functions e.g. Drop down menu default set for BaycrestMenu options changed
Tools/Solutions
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Simplification and standardizationNew communications bookNew desk calendar
Tools/Solutions
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Tools/Solutions
At a glance tip sheet
Daily checklist
Due date slips
Reminders, Checklists, etc.
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Education and information
Hands-on training led by volunteers
Action list items
Tools/Solutions
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Unexpected Impact of Lean on email/phone calls
May – July, 2012
Total: 299
Aug – Oct, 2012
Total: 161
A decrease of 85.7% since Lean Training
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Lessons Learned
Training in identifying waste led to volunteer initiated improvements in other areas beyond circulation e.g., communication book
Data entry errors decreased
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Continuous improvement of newly created tools was required
Should have included education about managing change
Lessons Learned
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Took longer to do everything than we had planned
All Volunteers did not attend everything Lost three along the way (resignations)
Lessons Learned
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New volunteers receive individualized training from Library Manager
Quarterly hands-on training available, for example, modifying due dates, looking items up in catalogue
Quarterly audits of registrations Tracking issues in communications book
Sustainability
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Dr. Malcolm Binns, Ph.D. for crunching our numbers.
Acknowlegements
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Lean Resources
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Title Author
Making Hospitals Work Daniel T J ones
Lean Thinking J ames Womack
The Toyota Way J effrey Liker
Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results
Mike Rother
Creating a Lean Culture: Tools to Sustain Lean Conversions David Mann
The Lean Manager Michael Ballé
The Goal Eliyahu M. Goldratt
Toyota Way to Healthcare Excellence J ohn Black
The Machine that Changed the World J ames Womack