3. The British Library – The World’s Knowledge
The largest document supply
service in the world. Secure
e-delivery and ‘just in time’
digitisation enables desktop
delivery within 2 hours.
Collection includes over 2m
sound recordings, 5m reports,
theses and conference
papers, the world’s largest
patents collection.
www.bl.uk
On-line services allow remote access to the BL catalogue, a range of
learning resources, ‘virtual’ editions of well-known treasures, and
much more.
3 (2) main sites in
London and Yorkshire.
Circa 1,800 staff.
2 major exhibitions each year, and a
number of permanent and small displays.
A range of events support these.
Business and IP Centre, providing
inspiration, and enabling
protection of creative capital and
business development.
The national library of the UK.
Serves researchers, business,
libraries, education & the
general public.
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12. Barriers to (CI) change
How the deployment of Continuous Improvement (CI) has supported the
breaking down of barriers & acceptance of change
Traditional Approach
New Approach Required
No “burning platform”
Economic Crisis
Command and control style
Inclusive leadership with
engaged staff
Silo view of the world (vertical)
Process based, cross
functional view (horizontal)
“The consultant says ….”
“We suggest & can do….”
www.bl.uk
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13. The Lean approach made simple
• Focus on the voice of the customer and seek to delight.
• Eliminate non added value and all forms of waste.
• Release the latent talents of all staff and involve/empower them.
•
Provide products or services to the customer on time, at best quality.
•
Pull the product / service through the process with synchronous flow.
•
Go and see - employ the techniques of 5s and Visual control.
….. 4 x P’s
www.bl.uk
13
14. Performance – Visual Control
•Rationalised metrics (vital few).
•Set achievable targets.
•Charted key metrics.
•Displayed in the workplace.
•Review & analyse result.
•Action improvement
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www.bl.uk
14
15. Process Stapling
How the BL (used to) register a new customer
Customer completes
Registration Form and sends
to Customer Services.
Hard copy printed.
www.bl.uk
Check if more than 150 reqs
per month then credit
worthiness checked.
Assign marketing
classification and check
VAT number on internet to
ensure valid.
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15
16. Customer Registration (2)
Assign customer code (obtained
from a hard copy register) &
annotate front sheet.
Update UIS database with
customer details etc.
4 x screens to update
Update Relais database with
customer details etc.
2 x screens to update.
Update CRM database with
customer details (8 screens)
Phone ITO back up (Eddie Langs)
team for a password, add to form.
Mail handbook & compliment
slip to customer.
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www.bl.uk
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17. Customer Registration (3)
Print a label (2 screens) from
printer (often illegible so may
need to Google to re-check details.
Line Manager picks up & checks
work completed.
www.bl.uk
Send a welcome letter
Form placed in tray.
Copy registration Form,
place original in pigeon hole.
Form then picked up & filed.
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19. The “Quick Kaizen”
If the answer is obvious we “just do it”, but document the Before and
After – visualise!
Projects requiring significant investment
and corporate strategic considerations;
Top Down Corporate Project
Cross functional impact, idea not fully
formed and requiring some investigation,
analysis and cross departmental
consideration;
Bottom Up CI Project
Obvious, just do it;
Quick Kaizen
Date: 03/ 02/ 2011
Subject:
Courier costs
Area
Delivery
Responsible Person (s):
Paul Ashton
Description of problem:
Increasing parcel costs
Before Improvement:
Historically Delivery split the UK courier
parcels on a roughly 50/ 50 split between
FedEx and UPS
After Improvement:
As a UPS parcel now
costs £5.65, compared to
£4.45 sending the same
with FedEx, it would
reduce our costs to send
as a many as is
practicable with FedEx.
Effect/ Benefit: Saving £100/ week
www.bl.uk
Cost: Zero
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20. Team based kaizen approach
Complex, process based or cross functional work based problems
Teach
CUSTOMER
LEARN
BY DOING
Exercise
Workplace
Activity
I Hear and I forget,
I See and I remember,
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I DO and I UNDERSTAND
www.bl.uk
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21. Case Study 1 – Work flow improvement
Redesign of work flows & layout in order to release space & improve productivity.
Benefits:
•Staffing reduced 3 fte
•Space saving 500² m
•Ergonomics improved
•Housekeeping improved
www.bl.uk
21
22. Case Study 2 – Packaging Kanban
Procuring packaging materials by “pull” systems and storing by kanban (line
side fixed locations with top up system)
BEFORE
Previously bespoke boxes purchased
from an overseas supplier.
Long lead times, high stock levels & high
cost.
AFTER
Benefits:
•Space saving 500² m
•Safety & environmental
benefit
•Reduced cost
Standard designs created.
Local supplier sourced.
www.bl.uk
Shortened lead time.
Stocked line side (kanban)
•Housekeeping improved
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23. Case Study 3 – Space Saving & Efficiency
Closure of outlying building and integration of two departments improving
efficiency, communication & reducing energy costs
Two separate
locations
Analyse functions by “affinities” (process)
Benefits:
•
•
Design layout based on process
www.bl.uk
Consult
•
•
B25 closure - annual
energy savings of £56k.
Efficiency &
communication
Optimal use of space.
Great teamwork!
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24. Case Study 5 – Inter-Site Trolley
Conveyance of items to/from BSP Store to STP Basements
BEFORE
Previously items removed
from shelf and
subsequently decanted
and re-packed 6 times
before arriving at
destination.
Multiple decanting and handling
AFTER
Benefits:
•Efficiency improvement
•Collection management
•Transport spend reduced
Cages being loaded in store
www.bl.uk
Cage being delivered to Reading Room
•Cross site teamwork
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25. Summary - BL Lean Steps
Lean Steps
Technique
1
Performance Measurement
• Rationalised measures to “vital few”
• Charted key metrics and displayed in workplace
Visual Control
SPC
2
People development and Leadership
• Appoint (senior) champion
• Training & awareness
Problem solving
Team facilitation
5s
3
Team improvement activities
• Early success & “quick wins”
• Self empowered workplace team improvement
Pilot project
Quick kaizen
Team based kaizen
4
Standardisation
• Layouts, procedures and work instructions
Process mapping
SOP’s
5
Resource planning & efficiency improvement
• Capacity planning – see 1 & 3
Multi skilling
Single grade
6
Recognition
• Showcasing best practice and celebrate success
• Senior support
Annual convention
CEO visits
Tea & Bun events
7
Strategic integration
?
www.bl.uk
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