Technical Services Workflow Analysis

1
Technical Services Workflow Analysis

• OLC Technical Services Retreat
• Mohican Resort Conference Center
• April 1, 2008
• Morag Boyd and Connie Strait

2
Workflow AnalysisWhy and How

• Morag Boyd
• The Ohio State University Libraries

3
Definitions

• Workflow is the process, progress, or "flow" of
  work within a system and the rate at which that
  happens
• Workflow analysis refers to observing how this
  process takes place. The analysis also involves
  evaluating the process and improving it for
  efficiency and effectiveness.
• http//www.websitesthatfly.com/services/workflow-a
  nalysis/workflow-analysis.htm

4
What is is not

• It is all about the PROCESS, it is NOT
• Individual performance evaluation
• Satisfaction measurement

5
What are we trying to study

• Goal achievement
• Resource usage
• All necessary tasks are being performed
• No unnecessary tasks are being performed
• Tasks are being performed effectively and
  efficiently
• Causes of known problems
• Opportunities to respond to changes

6
Efficiency

• measured by a comparison of production with
  cost Merriam-Webster
• Rate of work
• Time to shelf
• Minimizing repeated handling of materials
• Resources needed to do the work
• Correctly matching skills and tasks
• Utilization of software to maximum benefit

7
Effectiveness

• producing a decided, decisive, or desired
  effect Merriam-Webster
• Quality of work
• Error rates
• Following appropriate rules and policy
• Choice of work
• Aligning work with library priorities
• Meeting short and long term needs

8
Planning a Study

• Invest in planning
• Clarify goals and expectations
• Be sure to include all staff
• Try to reassure that purpose is not to target
  staff
• Define your scope and stick to it
• Informal or formal study?
• Internal or external?

9
Steps in a Study

• Clarify the environment you work in
• Define the goals of the department
• Examine existing data
• Gather new data
• Document existing workflow
• Identify potential changes
• Implement
• Repeat

10
Environmental Factors

• Staff changes
• More electronic, still have print
• Different library user needs and expectation
• Different internal library needs and expectations
• New technology or software

11
Data and Sources

• Need a variety of data from multiple sources.
  Draw your conclusions from the totality of the
  data
• Quantitative Things that you count
• Qualitative Things that you observe
• Internal
• External

12
Data You Probably Have

• Statistics on orders, cataloging, processing,
  catalog maintenance, etc.
• Manually collected
• Generated from ILS, OCLC, vendors, as
  appropriate
• Again, multiple sources can be helpful
• Materials budget and its breakdown
• Number of FTE staff
• Job descriptions

13
Gather New Data

• Interviews
• Time and task logging
• Cost study, particularly if considering
  outsourcing
• Investigate other options
• External data

14
External Data

• Literature Review
• Select and investigate comparator libraries
• Comparable
• Aspiration
• Different
• Site visits to other libraries
• Conversations with other libraries about their
  workflows

15
Map Existing Workflows

• Different people need information in different
  ways
• Diagramming can make it very clear how
  straightforward your processes are (or not)
• Detailed, but not exhaustive
• Narrative can help explain the workflow
• An actual map of the flow of material
• Will help analyze speed, space or repeated
  physical handling type problems

16
Graves Arthur, 2006
17

• Dragon Barricella, 2006 11

18
Backlogs

• Identify any backlogs
• Remember the invisible backlogs too
• Characteristics of backlog
• Size is secondary to nature

19
Evaluation

• Step back and look at your workflow
• Where is your diagram confusing?
• Where are the bottlenecks?
• What ideas did staff have?
• What did you learn about other services?
• What was surprising?
• What did you already know?

20
Characteristics of Optimal Workflow

• Workflow is built for the mainstream, not the
  exceptions
• Each function handles material once
• Rush materials can be processed in specified time
  period
• Overall time to shelf meets library needs
• Quality of work meets needs
• Job descriptions and time allocation represent
  all responsibilities of the unit
• No duplication of data or effort

21
Outcomes

• Identify strengths and troublespots
• Tasks not done efficiently and effectively
• Tasks that could be dropped
• Tasks that are not getting done
• Solutions to these problems
• Recommendation Written report

22
Implementation

• Pick your battles
• Make those quick and easy fixes
• Small things can have big impacts
• Reallocate existing resources (staff, space,
  software, services, etc.)
• Allocate new resources
• Work with others towards external change

23
Its Not Over Yet!

• Iterative Process
• Implement new workflow
• Assess new workflow
• Important to collect comparable data in initial
  and post-adjustment study
• Identify any continuing or new workflow problems
• Repeat as needed

24
Technical Services Workflow Analysis a local
saga

• Connie Strait
• Greene County Public Library

25
Internal vs. External

• A real life story at GCPL

26
Internal Workflow Analysis

• Short history
• Staff changes
• New location
• Backlog

27
Internal

• What problems? What routines? What to do?
• Talk to your people.
• Visit your friends.
• Count and observe.
• Eliminate the unnecessary - tasks, labels, paper
  copies, etc.

28
Prior to making changes

• Get buy-in
• Plan the implementation
• Do it
• Go back and assess.

29
External Workflow Analysis

• Why do it?

30
If your boss suggests it

• This is a good place to start.
• 1. Make the phone call.
• 2. Tell your staff and all other departments. No
  vacation please.
• 3. Allow plenty of TIME.
• 4. Buy food.
• 5. After the interview sessions, relax.

31
Suggestions from consultants

• Remember that they are suggestions and not
  decision. Your team makes the decisions.
• Those that can be implemented right away, should
  be.
• If money is a problem, talk to the purse string
  holders.
• Use your ILS to the max, given your local
  constraints!

32
Each day is a new day!

• You can and should assess the new routines every
  few months in your Technical Services department.
  
• Those items on the wish list should also be
  addressed at the same time.

33
THANK YOU!

• Morag Boyd
• Special Collections Metadata Librarian
• The Ohio State University Libraries
• boyd.402_at_osu.edu
• 614-247-8622
• Connie Strait
• Head of Technical Services
• Greene County Public Library
• CStrait_at_gcpl.lib.oh.us
• 937-352-4007 Ext 6301