|
Performance
Indicators
|
Details
|
|---|
|
Projects
completed
|
In
support
of
Excellence
Canada
Silver
certification,
the
Library
organized
process
mapping
/
continuous
improvement
training
working
with
Scott
Smith
of
High
Performance
Solutions
Inc.
The
three
2-day
workshops
were
designed
to
review
and
improve
upon
three
current
library
processes,
providing
employees
with
an
opportunity
for
both
learning
and
experiencing
real
change.
Projects
included:
-
Onboarding
(September
2016)
–
Developed
a
future
state
for
onboarding
new
employees.
A
smaller
committee
was
charged
with
implementing
changes
that
came
out
of
the
workshop.
This
group
was
led
by
Sharon
Lamont.
-
Electronic
resources
access
troubleshooting
(November
2016)
–
Developed
a
streamlined
process
for
using
the
ticketing
access
issues
that
staff
and
users
have
with
the
Library’s
electronic
resources.
6
small
groups
were
formed
to
implement
actions
coming
out
of
the
workshop.
Each
group
had
a
lead
and
Ian
Robson
oversaw
the
work
collectively.
-
Strategic
Retention
(September
2017)
–
Developed
a
future
state
for
managing
the
strategic
retention
and
removal
of
physical
books
from
the
Library’s
collection.
Implementation
of
changes
are
currently
underway
and
Nick
Richbell
is
leading
this
initiative.
To
date,
53
library
staff
members
have
been
involved
in
at
least
one
continuous
improvement
project.
|
|
What
work
was
completed?
|
Two-day
workshops
were
organized
for
all
three
projects:
Day
1:
Introduction
to
continuous
improvement
thinking
and
development
of
the
current
state
process.
Day
2:
Analysis
of
the
process,
development
of
a
problem
statement,
identification
of
root
causes,
brainstorming
solutions,
and
development
of
the
future
state
process.
Actions
and
measures
were
developed
to
enable
the
groups
to
get
to
the
future
state.
As
noted
above,
groups
were
formed
for
each
project
to
implement
recommendations/changes
to
attain
the
future
state.
|
|
What
determined
the
focus
in
this
particular
area?
|
-
Onboarding (September
2016)
–
Initially,
the
intention
was
to
look
broadly
at
hiring
in
the
Library,
due
to
the
high
volume
of
recruitment
in
recent
years.
However,
the
group
quickly
realized
that
they
needed
to
narrow
the
scope
and
decided
to
focus
on
onboarding
specifically.
Factors
to
support
the
focus
on
onboarding
included:
-
High
volume
of
recruitment
in
recent
years;
-
Recognition
that
a
more
robust
onboarding
process/program
was
needed
to
provide
new
employees
with
a
more
gradual
introduction
to
the
Library,
more
check-in
opportunities,
and
novel
experiences
for
learning;
-
Awareness
that
the
Managers
Onboarding
Checklist
required
revision;
-
Understanding
that
other
information/opportunities
might
be
beneficial
for
new
employees
e.g.,
campus
tours.
-
Electronic
resources
access
troubleshooting
(November
2016)
–
This
process
was
selected
as
it
was
notably
more
focused
than
the
overall
“hiring”
process
that
was
chosen
for
the
first
project
and
individuals
involved
in
this
process
could
be
readily
brought
together
to
work
on
this.
Other
contextual
factors
that
made
this
a
good
choice,
included:
-
Recent
restructuring
and
staffing
changes
in
Collection
Development
and
related
departments;
-
Inconsistent
and/or
ineffective
use
of
the
RT
system;
-
General
recognized
need
for
a
streamlined
process.
-
Strategic
Retention
(September
2017)
–
This
is
a
particularly
painful
process
in
the
Library.
Strategic
retention
work
is
ongoing,
requires
input
from
disparate
groups
with
varying
opinions,
and
involves
the
updating
of
complex
systems
and
working
with
numerous
reports.
It
is
also
sometimes
an
unfavourable
process,
as
many
librarians
do
not
like
to
remove
books
from
the
collection,
despite
pressing
space
needs.
A
new,
well-informed
process
was
needed
to
streamline
work
while
enabling
the
maintenance
of
an
accurate
knowledge
base.
|
|
What
were
the
overall
results?
|
What
were
the
overall
results?
-
Onboarding (September
2016) –
Outcomes
included
the
development
of
a
new
Library
Onboarding
Program,
consisting
of
an
updated
Managers
Onboarding
Checklist,
a
new
Orientation
Schedule
(complementing
the
schedule
developed
by
HR),
a
Buddy
program,
campus
tours
and
onboarding
check-in’s.
-
Electronic
resources
access
troubleshooting
(November
2016)
–
Developed
a
streamlined
process
for
ticketing
access
issues
reported
by
staff.
Since
this
initial
project,
Collection
Development
has
replicated
the
process
improvement
exercise
to
improve
processes
for
invoicing,
book
ordering,
acquisition
of
new
database
subscriptions,
and
cancellation
of
database
subscriptions.
-
Strategic
Retention
(September
2017)
–
Developed
a
future
state
for
managing
the
strategic
retention
and
removal
of
physical
books
from
the
Library’s
collection,
but
now
need
to
implement
it.
Work
is
currently
underway
with
Nick
Richbell
overseeing
the
implementation.
|
|
What
did
you
learn
(positives
and
challenges)?
|
The
Library
will
be
holding
a
session
with
participants
from
all
three
projects
(likely
in
November)
to
debrief
on
their
experiences
and
learn
more
about
the
positives
and
challenges.
Feedback
from
staff
has
been
positive
so
far
though.
For
many,
this
was
their
first
exposure
to
continuous
improvement
thinking
and
process
mapping.
The
approach
has
been
enthusiastically
adopted
now
within
Collection
Development,
where
staff
are
replicating
the
approach
to
improve
other
collections
processes.
A
proposal
to
further
integrate
Lean
and
CI
efforts
as
part
of
this
campus
pilot
has
been
developed
and
submitted
as
part
of
the
Library’s
planning
and
priorities-setting
process.
|
Please
contact
Kimberley
Snage for
any
questions.
