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NCLA Presentation
- 1. Oct. 5, 2011 NCLA 59th Biennial Conf. WorkSmart: Saving Time, 850,000 residents Reducing Cost, and Improving Customer Service in Challenging Times
- 2. WorkSmart Presentation Your storytellers : Michael Lambert Linda Raymond Everett Blackmon Chris Bates
- 4. In a Land not so very far away …
- 5. The People of the Land Charlotte, NC Population over 900,000 based on new census Located in Mecklenburg County in North Carolina Founded in 1755 History of Charlotte Mecklenburg Library Founded in 1903 with 2,526 books 90% Budget comes from Mecklenburg Co. Director (interim) David Singleton Formerly Public Library of Charlotte & Mecklenburg County
- 7. 2009 2011 Budget $ $41,307,853 $25,476,909 Staffing 551 314 Hours Open 1521 722 # of Branches 24 20
- 9. E mp lo yees 700 600 500 400 300 E mployees 200 100 0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
- 10. Avg. No. of Hours Open Year 2009 2011 Hours open 0 500 1000 1500 2000
- 11. Us ag e 9,000,000 8,500,000 8,000,000 7,500,000 Us age 7,000,000 6,500,000 6,000,000 2005 2006 2007 2008 2009 2010
- 12. Us ag e- P er E mp lo yee 25,000 20,000 15,000 Us age/P er E mployee 10,000 2005 2006 2007 2008 2009 2010
- 13. The people of the Land were dismayed.
- 15. Future of the Library Task Force Recommendations •“…the library has to consider the efficiency of… •“Innovative practices… Recommendations in this area might include trying different things in different locations.” •“Consolidation of functions represents one step in redesigning the delivery of services.” •“… cuts could be avoided by reengineering our processes.”
- 16. What could be done?
- 17. Working Smarter?
- 18. Continuous Improvement Idea Work R.I.S.E. Torrent Smart
- 19. Value of Process Improvement Old New
- 20. Roll Out
- 21. Life Cycle of a Book • Tech • CKO • SFP Selection Processing Svcs. Circulation • Vendors • Logistics • CKI • Weeding De- Selection • Lease Plan
- 22. • How can we improve? • How can we more effectively use? – Equipment – Technology – Staffing • What can we STOP doing?
- 23. Circulation Activities • Registration • Pre-Shelving • CKO • Cleaning books • Mending • Book Drop – how often? • Displays • Delivery • Internal Routing • Holds • Weeding • Online Account Services
- 24. Circulation Activities •Self CKO CKO •Staff Mediated •Book Drop CKI •Shipment / Holds
- 28. Why Not Us?! Self CKO % 100 95 95 90 80 70 62 60 50 40 Self CKO % 30 20 10 0 San Jose Public Library Orange County Public Charlotte Mecklenburg (CA) Library (FL) Library
- 29. Staff Survey
- 30. Observations
- 31. Champions Emerge
- 32. WorkSmart @ University City Regional Statistics for WorkSmart 2010/11 System System UC (2009) UC (2010) (2009) (2010) CKOs 7,093,974 5,557,824 853,320 654,086 CKOs Avg. 591,165 463,152 71,110 54,507 /month Self CKO % 44.66% 49.60% 49.75% 53.29% Door Count 5,836,636 3,399,520 457,844 259,948 Door Count 486,386 283,293 38,154 21,662 Avg./month WorkSmart Feb 2011 March 2011 June 2011 August 2011 @ UC Self CKOs 66.17% 72.64% 81.84% 83.24%
- 33. T RUST WorkSmart in action . . . Our concerns were: How can we reengineer our workflow and environment?
- 34. Planning, thoughts/ideas, necessary actions…make it happen! What do the patrons and staff get out of all this?
- 35. E MPATHY Empathizing with patrons, staff, and other stakeholders to have a functional library.
- 36. Maintaining a sense of human camaraderie and pride of empowerment for our patrons * Greeters. Using new language while demonstrating the ease of self service, (i.e. self checkout).
- 37. A CTION Completely eliminate preshelving. Create space in the workroom for efficiency and fluidity.
- 38. Negotiate with staff to create and use best practices. Set standards and expectations. Recruit new and retrain existing volunteers.
- 39. Added vital space to the workroom in order to accommodate volume. Before After
- 40. Sorted directly from delivery/bookdrops to shelf-ready carts. As a long time staff member at UC, “I was ready for any change that would increase or improve the workflow in the workroom. The removal of a few shelves and rearranging the work tables gave us much more workable space and helped to eliminate the “traffic jam” of carts and staff.”
- 41. M AKE SMART DECISIONS Gain buy-in from administration to the front line, etc. Keep lines of communication open throughout the branch and system-wide.
- 42. Improve self sufficiency for patrons (keeping in mind their comfort level with libraries and technology). More intuitive processes for patrons and staff (e.g. removed DVD jewel cases; interfiled nonfiction DVD/BODs).
- 43. All Requests easily available for patron pickup/checkout (AV previously held behind service desk). Added an additional self-check station. Moved staff beyond service desks-- Greeters.
- 44. What could patrons do for themselves? Check-out for themselves. Check library account status. and check all their children’s accounts too! Use catalog to find materials and place reserves. Renew items and pay fines. . . . and access these services from home; saving a trip to the library!
- 45. Sell! Sell! Sell! “I really like the personal attention “Staff is wonderful and provides from the Greeter. It’s really great good service. It is really great that learning new skills and helping out they take the extra time to show the library staff. I didn’t realize that you how to find library materials.” I could do so much myself without waiting for staff assistance.”
- 47. Happily Ever After ?
- 48. http://www.flickr.com/photos/mtshaw/5647666247 Science! Well, it’s not Rocket
- 49. The Basics of WorkSmart Philosophy • Recommitting ourselves to using resources already available more effectively. • Thinking differently about what libraries do. • Working in teams.
- 52. Rewards • More conversations among staff about process efficiencies, continuous improvement. • Identify opportunities for cost savings. • Begin pilot testing re-engineered processes, streamlined work-flow.
- 53. Buy-in from front line staff • System goal of 80% patron initiated checkout by June 2012. • Individual location goals set by on site managers. • Individual staff set their own goals in collaboration with manager. • Staff have better, more informed conversations about how libraries operate efficiently and effectively.
- 54. Opened renovated Beatties Ford Road Regional in June 2011 as a WorkSmart Branch • Better workflow • Stole best practices • Free Library Cards Beta test • 88% Self cko - Aug 2011!
- 55. Some Funding and Hours add backs!
- 56. Remember July 2010? South County Regional Library circulates 1 million items a year
- 57. July 2011
- 58. One little low-cost idea that grew and grew
- 59. and Grew!
- 60. Why Not Us?! Self CKO % 100 95 95 90 80 70 62 60 50 40 Self CKO % 30 20 10 0 San Jose Public Library Orange County Public Charlotte Mecklenburg (CA) Library (FL) Library
- 61. Charlotte Mecklenburg Library Self CKO % 2011 74% 62%
- 64. We try, but librarians can’t do everything for everyone. We never could. Film and Sound, PLCMC, c. 1946
- 65. WorkSmart has renewed Charlotte Mecklenburg Library’s focus on doing our best with current resources to serve our community today and tomorrow.
- 66. The End… or is it just the beginning ?
- 67. Questions? Thanks for coming! This presentation can be found on bit.ly/worksmartncla11
Hinweis der Redaktion
- Welcome slide
- The Library Task Force asked us some tough questions. They asked us questions that the stakeholders wanted to know. We came out of it vindicated but more importantly much wiser. We learned that we need to tell our stakeholders what a good job we do. It isn’t enough for us to know what good stewards of the tax payers monies we are but to share that with our stakeholders. We needed to be more transparent and more pro-active in telling our stories of impact.
- So we had our charge – the first step in this process was effectively laid out for us by the citizen task force demanding we do something differentThey Scoped the change: and answered Why are we doing this? Those comments were Directly from the horse’s mouth…This work was needed now more than ever.Fortunately not an entirely new phenomenon @ CMLibrary – quite the contrary – spirit of innovation established – time is ripe for seizing current opportunity in a resource conservative environment to streamline process(es). Work Smart is an extension of past practices in the area of innovation. It is not an indictment of our staff working dumb or working stupid, merely a concerted effort to streamline operations for maximum benefit and utility of our most valued asset / resource – library staff – staff time = staffing capacity
- We had to Create a vision: What will the change look like? – hopefully we will collectively determine the vision, find efficiencies, eliminate steps in our workflow that are no longer necessary
- Process Design – December 2010Survey for front-line staff - 1/21/2011Team formation & 1st mtg. by end of JanuaryLocation Mgrs. Mtg. 1/27/2011 @ MSCirculation Mgrs. Mtg. 2/3/2011 @ WBLSite visits during February / early MarchRecommendations for beta-testing late March / early AprilBeatties Ford Road Library reopens 6/13/2011Roll-out this week with a survey to be followed by…We’d like to repeat… We acknowledge that we have less time than ever before to form a team to look at process flow and redesigning our service delivery model, however the importance of this work is crucial to demonstrating our understanding of the current reality and the significance cannot be understated. This work is needed now more than ever.Thank you for your assistance in communicating our charge to your direct reports and for requesting their participation and cooperation with our team…
- What needs to happen to make the change work? – Examination of the life cycle of a book and more specifically the prime of that book’s life between adolescence and middle age, when it is fresh, new, hot on the shelf and glowing! Or in other words the circulation phase.Within circulation we examined Check-out and some of the specific processes within Check-in
- Accelerate the transition: How are we going to manage the effort on an ongoing basis? The questions we need to examine are:What can we do better to improve customer service?How can we more effectively use equipment? technology? And staffing?What can we STOP doing to achieve optimal use of staffing capacity?What tasks are most important? What tasks are lower priority?
- Sustain momentum: What will we have learned about these processes and how can we leverage it? We need to delve into at least 2 of these processes, one of which will be how to increase self-cko % and the other will be to be determined by our subject matter experts, the team / the staff.
- Within circulation we’re going to examine Check-out and some of the specific processes within Check-in
- For example, let’s take a common process, like checking in book drop. How much differentiation might exist in the system? Well it depends on the facility, the staffing, the level of business perhaps… At UC there are 2 distinct processes for checking in book drop – one process for checking in the exterior book drops
- And one process for checking in the interior book drops
- While at MS they have combined the two processes into one. They also have two entrances…
- As far as CKO we are going to delve into our Self CKO process - SJPL and OCPL are the gold standard for self CKO % Large, urban library systems similar to Charlotte – multi-branch, innovative systems that have hit 95% CKO at Check Out machinesBegs the question?! Why not us?! Well after several weeks studying this, more in-depth than you probably ever desire to know, we have a better idea of what are problems are.Currently MTI is the internal gold standard, having reached the coveted 90+% plateau, in large measure because they opened with it being the preferred method for CKO; their customers received a consistent, positive experience from staff in promoting self check from day 1
- We started with asking staff who provide circulation services some questions through a survey and over 70% of public service staff responded. We already have a good idea of what some of our barriers are concerning our current level of self CKO usage thanks to your input in the recent survey. After observing CKO at our largest regional locations we found that 26.9% of our non-self CKO transactions occurred because of patron preference for staff, which mirrored the data we collected in the survey. We also found that 9.9% of our CKO transactions failed at the check out machine because of user error. 13.6% of the break-downs at the CKO machine occurred because of less subtle problems, like maybe their library card was old, bent and the scanner wasn’t hitting it just right so we would have to demo the keypad. All together 50.4% of our transactions involved staff either checking out the customer because the customer wanted them to do it, or they did not know what they were doing for one reason or another
- These are our desired outcomes. This is Michael language!
- Library responding to concerns from external stakeholders (Library of the Future Taskforce, County Manager, customers
- Better workflowFound best practices to stealConsistent workflow practices as staff work across many locations.Free Library Cards Beta test88% Self cko - Aug 2011
- Need photos of staff and customers to make this more engaging.
- As far as CKO we are going to delve into our Self CKO process - SJPL and OCPL are the gold standard for self CKO % Large, urban library systems similar to Charlotte – multi-branch, innovative systems that have hit 95% CKO at Check Out machinesBegs the question?! Why not us?! Well after several weeks studying this, more in-depth than you probably ever desire to know, we have a better idea of what are problems are.Currently MTI is the internal gold standard, having reached the coveted 90+% plateau, in large measure because they opened with it being the preferred method for CKO; their customers received a consistent, positive experience from staff in promoting self check from day 1
- We are already at 74% system wide. Put info about highest locations here. Discuss MTI, BFR, UC, and SOR quickly. Talk about challenge. Discuss R
- WorkSmart is now a new lens to re-examine current practices 1. Reference Samples 2. Scheduling and better use of staff time
- All I can say is thank G-d for streaming video! I wonder what the expression on her face is? Seriously though. This was cutting edge for the time and helped draw a lot of good attention. It took about 8 more years of post war boom but funding was found for the new 1956 main library. Revise text.