CONTINUOUS ASSESSMENT CONTINUOUS IMPROVEMENT
NY3Rs Statewide Project,
Supported in part by the Federal Library Services and Technology Act funds, awarded to The New York State Library by the Federal Institute of Museum and Library Services.
SESSION 7
Albany June 2004
What tools are you going to use?
Cause-and Effect Diagram (Fishbone)
Database renewal
Check Sheet 1
Criteria Rating Scale 11
Force Field Diagram 11
Paired Comparison 11
Choose logo
Pareto Chart 11
Process Behavior Chart 11111 11111 111
Customer complaints, ILL, cataloging, acquisitions, ILL, tech services, book processing time, extended hours
Prcess Master (Top-down Flowchart, A-charts, Key Steps Worksheet) 11111
Run Chart 1
NYC June 2004
What Tools? What Rapid Cycle Improvement?
Focus on information literacy, using fishbone diagram “students don’t have info searching skills”—use with faculty, students, administration, library staff
Use cause analysis after that to see where to work
Process behavior chart
Lissa: Process master on reserves—involve faculty as suppliers, rapid cycle improvement
Naomi: outsource cataloging vs. in-house cataloging, get measures, did brainstorming on vision and multivoting, want to use Pareto chart to organize those and share with staff,
Jerry: plot data on temperature and humidity, histogram
Sara: how do you factor quality with outsourcing?
Tried flowchart, want to finish that
Charter with web committee
Try bottle experiment as example of rapid cycle improvement
Mary Beth: Process master of cataloging international documents collection. get data, and then rapid cycle improvement
Kim: Try to apply rapid cycle improvement to “do BI scheduling” and “generating statistics at end of semester,” good process for reporting, operational definitions
Westchester: Process master already begun on “tag books to be ordered,” right now wait for minimum number, so can’t predict how long it will be (good measure: elapsed time from tagging to order)
Rapid cycle improvement: set schedule to order books
Process master on missing items, check sheet at each service point
Fishbone “why aren’t people coming into library?” talking about information commons so need to understand—ask staff and users
Haven’t done KSF brainstorming yet, but committed to it
Planning to share vision and values
Ways to expeditiously interview prospects—use criteria rating scale
Have outcome data related to pre/post test measures for BI and course evaluations, have aggregated data, going to disaggregate to look at question-by-question
Rapid cycle improvement: processing time—do process master
Rochester:What Data on Process Behavior Chart? What
Tools Will You Use?
Measure telephone
calls--# of calls, what they’re about, how much time does it take
Tools: Check sheet,
Pareto Chart, Process Behavior Chart
Putting cart
together for shelving—count mistakes
Fishbone to find
reasons for mistakes
What can we put
there so you can’t do it wrong?
Still doing
inspection—check sheet
Might do something
with reference statistics
ILL turnaround time
data on Process Behavior Chart
Force field analysis—on
institutional repository
Faculty are
reluctant to deposit items there
Doing check sheet
for items missing from shelf
Transfer books to
branch campus—number moving
Force-field analysis
on information literacy instruction, use it with library advisory committee
Criteria rating
including weighting
Already collect gate
count and reference stats, look like they’ve gone up but not sure—Process
Behavior Chart
Laundry list of
mundane jobs around library that nobody wants to do: want to know why they
don’t want to do it? Might try force
field
Deployment flow
chart—cast of characters and steps to do
SUNY Brockport
Special materials
center—media, teaching curriculum materials
Over winter moved
things around and this service desk is only one on first floor, now handling
all questions
Had check sheet to
gather data about what questions getting
Some want to do away
with materials center or disburse it, this will provide data
New hires, use
criteria rating for 3 positions
Part of reference
instruction department: use check sheet with operational definitions to define
categories
Check sheet to get a
picture of complaint categories with operational definitions
Pareto chart to see
most frequent complaints
Why-why to get to
root cause
Charter
Examine class
request forms to see why and where mistakes are made, use check sheet to
identify big categories, then Pareto chart to share with department, fishbone
to get ideas about causes of problems, then cause analysis to pick best ones to
work on
Have some data from
instruction rating sheets
Getting computer lab
in library open in week or two
Concerned about
impact on library
Do run chart by month (weekly) on gate count for last two years
Check sheets to identify what people are doing
Process behavior chart when e-mail title to central to add to database
Process behavior chart for holds
Virtual reference service, have a lot of raw data, process behavior
chart on number of users by hour
Check sheet on types of questions
Have 18 operators volunteer an hour/week, have to sign on at any
location, often sign on five minutes late, cause-effect diagram on why sign on
late
Check sheets on computer questions at reference desk
Now have double coverage try to match to busy times, do process
behavior chart to confirm need
Operational definitions to make sure counting the same way
Why-why on instruction to help staff think about why they’re doing what
they’re doing—developing feedback sheets for instruction
Studying shelving errors, process behavior chart on errors, students
not back until fall
Create process master
Process behavior chart—planning to start inventory this summer, check
sheet on errors
Check sheet and Pareto chart to look at reference staffing
And request patterns
Looking at website, have webtrends—too much data to really
analyze—which items to measure and why?
Use many tools, pocket list
Albany
Session 7
Simple Straight forward
Rambling (Not)
Visuals
Stories
Time limit (Hook)
Concentrate on favorite part
Relevance to group
Implementing
Continuous Improvement, Rochester
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→Moving
forces |
←Restraining
forces |
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Excited |
Take away our $ |
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Professional ethos of quality service |
Distrust of business process |
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There are problems |
Resistance to thinking about customers |
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No more dollars |
Time/hard |
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Darwin was right |
Turf/threatening |
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No more staff |
Inertia/morale |
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Provost expectations |
No perceived problems |
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Changing technology |
Staff shortages |
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Changing demographics |
Tools too pre-school |
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Bad previous experience with TQM |
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Lack of understanding -them -us |
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Dataphobia |
Implementing CI, Albany
Moving Forces |
Restraining Forces |
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Customer satisfaction |
Fear of making mistake, looking stupid |
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Accreditation |
Time |
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Staff turnover |
Inertia |
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Budget savings |
Good enough for govt. work |
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Ambition to be better |
Naysayers |
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Make work easier |
Staff turnover |
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Save time |
Fear of change |
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Improve morale |
Fear of being out on a limb |
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Lack of resources, money and staff |
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Uncertainty about which and how to use tools |
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Pressures of day-to-day distractions |
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Difficulty in convincing staff |
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+ |
▲ |
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Water thing fun |
Need index in manual |
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Continued emphasis on tools |
Need different video (Deming) |
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Next steps for libraries |
Red Bead II video redundant |
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This room |
Need continuous page numbers or chapters in manual |
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Reports on progress |
Make reports more concise |
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Makes change less threatening |
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Mgt. Lingo |
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Making me think systems not people |
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Plus/Delta
evaluation, Albany
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+ |
Δ |
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Water process – got excited |
Standing in circle – uncomfortable |
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Lunch |
More time to work on deployment flow chart |
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Discussion |
Deming videos hart to understand |
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Deployment flow chart |
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Homework clarification |
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2 days together |
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