improvement tools for public libraries
DESCRIPTION
An overview of some service improvement tools and methodologies for public library services, including Lean, customer insight, improvement frameworks and moreTRANSCRIPT
SCL WM 30.03.12
Service improvement methodologies
Sarah Wilkie30th March 2012
©RedQuadrant 2012 Sarah Wilkie 07884 198812 [email protected]
SCL WM 30.03.12
Agenda
• Use of improvement tools in West Midlands Library Service (the audit)• Seven ways to save and improve• Overview of some tools:
Improving efficiency (Lean and all that) Measuring impact (frameworks, customers and peer review)
• Bringing it all together
SCL WM 30.03.12
Audit
Tool # authorities using
ACE self-evaluation framework 1
Business Improvement Package (CLG) 1
Culture & Sport Improvement
Toolkit (CSIT)
4
Customer Insight 5
Customer Service Excellence (Charter Mark) 3
Inspiring Learning for All Framework (GSOs and GLOs) 6
Lean 5
Local Outcomes Framework for Culture and Sport 3
Logic Frameworks
Peer Review 4
Social Return on Investment 1
Any other (please list) 1 (Balanced Scorecard)
4
A useful framework for thinking about Service Improvement
SCL WM 30.03.12
Demand1 Contact
2
Process /project
3
Resources
4
5 Organisational structures
Source 6
Policy7
Seven ways to save and improve
RedQuadrant Savings Framework™© RedQuadrant, 2010-2012
SCL WM 30.03.12
Shape demand: effect behavioural change in residents, reduce failure demand
Create economies of flow: match capacity and contact points better to demand
Reduce waste in the system: re-engineer processes or develop a more continuous lean whole system to reduce waste of all types
Optimise resources: buildings, people (better scheduling, less downtime, the right contracts and management), IT and other assets
Gain economies of scale: group or share activities and services
Optimise procurement: procure volume, shape the market, reduce or standardise specification, share services, outsource, use the third sector, or multiplying effects
Change policy: stop, ration, reduce eligibility, delay, or charge for a service
Seven ways to save and improve
RedQuadrant Savings Framework™© RedQuadrant, 2010-2012
1
2
3
4
5
6
7
SCL WM 30.03.12
Efficiency improvement tools
SCL WM 30.03.12
Efficiency improvement tools
• Systems thinking• LEAN• Six Sigma• Activity based costing• Business Improvement Package (CLG)
SCL WM 30.03.12
…8 years ago…this dilbert appeared
SCL WM 30.03.12
What’s in a name?
• Lean / systems thinking are just trade names• The good news is, there is something underlying it• Guides to where to look can help:
We should think about the right change approach for the circumstance, not for our ideology
Use seven ways to save and improve in organisations – but we don’t always get to follow the hierarchy
SCL WM 30.03.12
Systems thinking
• What do we mean by “systems thinking”? Focusing on the “end to end”
process from the customer perspective and understanding all interactions along the way
Eliminating / reducing 'failure demand‘
Minimizing “hand-offs” in the process
Focus on only doing added value work
Basing decisions on economies of flow, rather than economies of scale
Non-valueAdds cost but no value
Value Meets customer
needs
SupportEnables
value activity
SCL WM 30.03.12
2
34
5
1
Lean Thinking fundamentals (Womack)
A principle-driven philosophy and set of practices and approaches focused on creating flow so that all effort adds value from the customer’s perspective
1. Specify value – define value from the customer’s perspective and express value in terms of a specific service2. Map the value stream – see the whole process that brings a service to the customer3. Establish flow – highlight how the process flows from start to finish for the customer 4. Implement pull – can we get thecustomer what they want when they want it in the quantities they desire5. Strive for perfection – there is always room for improvement
SCL WM 30.03.12
Seven rules of thumb and two principles
1. Work from the facts – not ideas or theories 2. Engage and empower – the ‘boundary’ staff to deliver
effective processes and continually improve, customers to feed back and improve the organisation
3. Change management approaches and develop a responsive organisation – ‘three levels of fix’, ‘prevention not cure’, ‘no blame’
4. Start from purpose – understand the purpose and vision of the organisation, and the role of each process in delivering this
5. Understand demand – customer purpose when they access core processes
6. Create flow from the start – decrease unnecessary contact, increase necessary contact
7. Build process and structures to meet demand – use the needs of the process to determine organisational, systems, and other infrastructure changes
Pragmatic and effective – method and mindset not rules and tools. Get savings fast, prototype and demonstrate to change belief and behaviour.Target perfection – construct systems that build capacity and capability, and pull the amount of resource required – and no more. Remember, good service delivery costs less!
SCL WM 30.03.12
Lean Flow
Queueing
Disempoweredstaff
Long processing routes
Quality problems,rework
Backlogs Hand-offs and split teams
IT problems
Flow is typically disrupted in many services:
A developed flow is less disrupted:
Checking & reporting
More about flow
• Smooth • Customer focused• Meets organisational
requirements• Efficient• Uninterrupted• Shortest lead time• Waste intolerant• Right first time
SCL WM 30.03.12
Three key benefits of Lean
• It makes information about how the organisation is actually working more visible for boundary (frontline) staff, managers and Members alike
• It shifts thinking from top-down command and control to ‘outside in’ from the customer purpose
• It helps all parties to truly understand the issues which are preventing high quality performance
SCL WM 30.03.12
Lean in Merton LibrariesAs Is Stock Team diagram
Key: MN = MordenW = WimbledonMM = MitchamDH = Donald HopeO = Other
MN
W MM
ODH
To Be Stock Team Diagram
W OMN
MM
DH
SCL WM 30.03.12
Lean in Merton Libraries
Library Stock Team
To Be Requests from Unity to MertonIn stock Send email
to Merton Libraries who hold stock of book to check their shelves
Update shared Unity request spreadsheet for libraries to update. NEW STEP REPLACING EMAILS
A Merton Library emails back to say they will send book
All libraries update Unity request spreadsheet. Check spreadsheet daily for updates. NEW STEP REPLACING EMAILS
Book arrives at Stock team from a Merton library
Go into Unity to inform them that we have book when it arrives
Issue book in Galaxy system
Package book and place in box for DX Courier
Document in Post book and count up books for courier and document in DX pick up book
Update items supplied book
Check every day receipt of request from another library not in LLC via Unity database
Download and print request and check its for Merton
Check in Galaxy for availability of Merton Stock
Merton Library emails back to inform that the book is not is stock
Await further emails from other Merton libraries
Other Merton Library emails to say not in stock
Out of stock Go into Unity to inform them the book is not in stock
Why keep post book record? Is it not reportable on Galaxy
SCL WM 30.03.12
Merton procedures manual: missing stock – not recorded
Customer searches for a
book on viewpoint and
finds it
Customer makes a
reservation for the book on viewpoint
Title is added to shelf-check list at holding library
Shelf-checks need to be done throughout the day or at least 3 times a day. They can be made
faster by ensuring that books are shelved quickly and correctly.
Volunteers can make a big difference to this. Also check the date that the book was last seen. If recent the book may be on the
returns shelf. If over two years the book may not be on the shelves
anymore.
Book is not found on shelf and is therefore marked as missing on the catalogue
This does not add value to this customer but does add value to the next! If the catalogue is updated it will mean that we can give customers the correct information first time and they are not disappointed when they reserve a non-existent item.
Book is not found on shelf but is not marked
as missing on the catalogue.
This adds no value to this customer and wastes the time of
both future customers and staff.
Book does not arrive for the
customer, as it is no longer in existence on the shelves.
The customer will now feel
that their time has been
wasted and will be
disappointed. This can be
avoided!
SCL WM 30.03.12
ABC gives you more granularity in your expense structure and helps to tie costs to activities. Comparison at this level allows you to identify what processes can be
improved (with what enablers i.e. I.T.) and therefore what savings be made
ABC gives you more granularity in your expense structure and helps to tie costs to activities. Comparison at this level allows you to identify what processes can be
improved (with what enablers i.e. I.T.) and therefore what savings be made
Traditional Measurement
ABC – Council A Parking Permit Unit
ABC – Council B “Improved” Parking
Permit Unit
Salaries: £200
Equipment: £40
Supplies: £60
Overhead: £100
TOTAL: £400
Check applicant details: £60
Input application details: £40
Confirm payment: £50
Process payment: £50
Print permit £100
Send permit: £100
TOTAL: £400
Check applicant details: £60
Input application details: £10
Confirm payment: £10
Process payment: £10
Print permit £100
Send permit: £100
TOTAL: £290
ABC gives you more granularity to make cost improvement
decisions. Traditional mechanisms = “cuts” e.g. salaries
Focusing on improving “payment” function can lead to some real savings. How have
Council B reduced costs in application checking?
Analyse e.g. compare against best practice &
benchmarks
Time-driven ABC approach
SCL WM 30.03.12
Time-driven ABC approach
Activity based process cost: costs per unit x unit time
Requires only two parameters to be known:
Costs per unit of capacity
Employee costs / employee minutes worked
Estimation of unit time of activities
How much time it takes to complete each type of activity
SCL WM 30.03.12
Impact measurement tools
SCL WM 30.03.12
A range of impact tools
Frameworks & toolkits:• ACE self-evaluation
framework• Culture & Sport
Improvement Toolkit (CSIT)• Inspiring Learning for All
Framework (GSOs and GLOs)
• Local Outcomes Framework for Culture and Sport
• Logic Frameworks
It all depends what you want to measure – and why
Customers:• Customer Insight• Customer Service Excellence
(Charter Mark)
Plus:• Peer Review• Social Return on Investment
SCL WM 30.03.12
Frameworks & toolkits
• ACE self-evaluation framework ACE currently reviewing
• Culture & Sport Improvement Toolkit (CSIT) Designed to bring various parts of sector together Useful in allowing councils to measure and compare across different areas of
culture and sport Provides a consistent approach – but not tailored to specific services
• NEW! LGA self-assessment tool for libraries• Local Outcomes Framework for Culture and Sport:
demonstrates the links between culture and sport activities and the achievement of better outcomes, e.g.
o children & young peopleo the economyo health and wellbeingo older peopleo safer communitieso strong communities
• Logic Frameworks
SCL WM 30.03.12
Poverty challenged in all its forms
The most vulnerable receive the support they
need
ECONOMY A thriving economy where poverty is
challenged in all its forms
Chances in Life improved for the most disadvantaged in
Cumbria
ENVIRONMENT A high quality and sustainable
environment in which people can move around easily and safely
CHILDREN AND YOUNG PEOPLE A great place to be a child and grow up in; a place where young people are able to live happy and productive lives; a place where young people will want to live and work in
the future
INDEPENDENT, SAFE AND HEALTHY LIVES Individuals enjoy an independent and happy life, safe from harm, with more control over their life
and a say in decisions which affect them
Library Services become a key customer interface
for County Council/Council services
Increased health and well being benefits
through the provision of Library services
Library Services contribute to sustainability and cohesion of communities across Cumbria
CUMBRIA COUNCIL PLAN KEY PRIORITIES
ASPIRATIONS FOR CUMBRIA
LIBRARY OUTCOMES SUPPORTING THE COUNCIL PLAN KEY PRIORITIES
More people gaining new knowledge and skills through
access to Library services
Increased participation by children, teenagers and families in Library
services
Increased participation by adults in Library
services
SCL WM 30.03.12
Customers
• Customer Insight: “only by understanding what is really important to people can a
service be efficient and effective” Expectation within CAA that local authorities and their partners can
demonstrate that they: o understand community needs, especially those of vulnerable groupso are seeking to improve customers’ experience of services and tailor services to local
needs Not in itself a tool – provides guidance on tools and how/when to use
them• Customer Service Excellence (Charter Mark):
Driving continuous improvement Developing skills Formal accreditation
SCL WM 30.03.12
ROI measures the effectiveness of each investment
• Return on Investment (ROI) is a straightforward financial tool that measures the economic return of a project or investment. ROI measures the effectiveness of the investment by calculating the number of times the net benefits (benefits minus costs) recover the original investment. ROI has become one of the most popular metrics used to understand, evaluate, and compare the value of different investment options.
ROI = Net Value (Benefits – Costs)Costs
X 100 %
SCL WM 30.03.12
SROI – Social Return on Investment
An approach to understanding and managing the value of the social, economic and environmental outcomes created by an activity or an organisation.
• Measures and accounts for the value created by activity• Includes the values of people that are often excluded from markets in the
same terms as used in markets, that is money• Places a monetary value on outcomes
A fictional example:• A Books on Prescription service costs £1,000 to provide (remember,
activity-based costing will give you a robust figure here)• It has been demonstrated to reduce GP visits in the area by 10%, which
equates to 100 visits, each of which would have cost the NHS £20• The SROI is therefore 100x£20 = £2,000, twice the cost of providing the
service
SCL WM 30.03.12
Why do an SROI?
SROI can help you improve services in a range of ways. It can help you:
• Understand the social, environmental and economic value created by your work
• Maximise the positive change you create and identify and manage any negative outcomes arising from your work
• Reconsider which organisations or people you should be working with, or improve the way you engage with your stakeholders
• Find ways to collect more useful, better quality information
SCL WM 30.03.12
Peer review
• Developed by IDeA (now Local Government Improvement and Development)
• Adapted by MLA for use in the cultural sector – first for libraries (three day reviews), later across the sector (light-touch one day reviews)
• Not currently on offer as an externally-supported activity specifically for this sector, but LGA developing new approach to Peer Challenges
SCL WM 30.03.12
Bringing it all together
Key messages:• Choose the right tool for the job• Consider the culture of your organisation• Efficiency and effectiveness go hand in hand• Consider your messages• Measure what matters
SCL WM 30.03.12
Thanks for listening ...
... and a plug!
Sarah Wilkie
07944 198812