increased efficiency through the study of moving materials
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Increased Efficiency through the Study of Moving Materials . Back in Circulation Again 2012. How do you pronounce that or a little about me. Kathryn Mlsna Coordinator of Circulation Milwaukee Public Library. Back in Circulation Again 2012. - PowerPoint PPT PresentationTRANSCRIPT
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Back
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Increased Efficiency through the Study of Moving Materials
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How do you pronounce that or a little about me
Kathryn Mlsna
Coordinator of CirculationMilwaukee Public Library
Back
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What Does Industrial Engineering Mean and Why Am I Talking About It?
• Application of Toyota based lean manufacturing concept
• Study processeso Eliminate wasteo Look for efficiencieso Results = Cost savingso Maximize value
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"The Balanced Scorecard"
Cost Can I afford it?
Quality Do you have the right products?
Safety What are the safety or ergonomic implications?
Access Is it there when customers want it?
Morale Change management
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Knowing Your Business
1. Understand what is valued by your customers
2. Understand where that value flows
3. Eliminate waste in all forms
4. Pull value to the customer
5. Continuously perfect
Value
Flow
Waste
Pull
Perfect
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Value Defined
• To be value added it must meet all three criteria– The customer is willing to pay for it– It changes state– It is done right the first time
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What is waste?
• “Muda” (Waste)– Anything other than the minimum
amount of people, time, equipment, material and space required to provide value to the customer
• “Muri” (Overburdening)– Overburdening of people or
equipment beyond natural limits• “Mura” (Unevenness)
– A system wrought with periods of hyper activity and lulls
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• U n us e d h u m a n t a l e n t
• W a i t i n g
• I n v e n t o r y
• T r a n s p o r t a t i o n
• D e f e c t s
• M o t i o n
• O v e r p r o d u c t i o n
• P r o c e s s
Muda in Action
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The two requirements for working in a truly Lean enterprise1) follow standard work, and 2) find a better way!• Takt time
– the time available divided by customer demand
• Work sequence – the optimum sequence of producing the product or
service - first do A then B then C
• Standard work in process– amount of in-process "stuff" that is required, no
more, no less
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The Pareto Principle
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Milwaukee Public LibraryMilwaukee, Wisconsin
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Milwaukee Public Library
• 13 libraries
• 595,000 residents in service area
• 2.6 million circulation in 2011
• 2.1 million visits in 2011
• 70,000 library cards issued in 2011
• Children’s and teen’s programs attended by 70,000
• 650 public computers used 420,100 hours
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Back
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2012 Milwaukee
Circulation AssessmentDetermine size and location for autosort
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Main Considerations
• Efficiency– Staff time, building space,
item availability
• Design– Streamline processes,
aesthetics, noise
• Financial– Capital budget, long-term
solution, staff time
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Understand Existing Conditions
• Processes• Workroom configurations• Building limitations• Distance traveled and elevators locations• Portal locations and material volume
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Approach
Workshop 1:– Provide data– Walk through to understand current state– Map current value stream– Define areas available for autosort– Develop evaluation criteria
Homework– Observe & record time for each task
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Entry portals & volume
Functions & time
Value Stream Mapping
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Approach Workshop 2:
– Pareto chart– Adjacency
worksheet– Data added to
current value streams• Processing• Travel• Idle time
– Planning options
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Adjacency Worksheet
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Current State Workflow
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Current State
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Assessment Outcomes
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Option 3: Existing Sort Room
Benefits:
• highly flexible -easily
accommodates expansion of
system
• least costly renovation option
• does not displace program
elements
• efficient use of space
Trade-offs:
•large displacement of staff
efficiency in material transport,
material scanning/check-in
•consumes most area for
autosort & interfile function
• movement of materials through
library less efficient: materials
will ‘double back’ in some cases
to be shelved after being
scanned
Use of area requires further discussion
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Option 2A: Turn North
Benefits:
• reduced disruption to existing program
• minimal amount of area
• east costly to renovate
Trade-offs:
•visually, acoustically on display to public areas at the Circ. Desk
•limits interfiling capability at the autosort due to limited area for truck
storage and work space. May require materials be taken from bins to
book trucks without sorting & transported to existing Sort Room for
interfiling and staging
• no future flexibility
Option 2B: Turn North, Relocate Offices
Benefits:
same benefits as Option 2A with:
• improved interfiling capability
Trade-offs:
same trade-offs as Option 2A with:
• more displaced program
• back of house work tasks (interfiling) will now be performed where visible to
public
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Option 1A: Leave Administrative Offices
Benefits:
• autosort functions are hidden from public view
• very efficient for interfiling
Trade-offs:
• two offices remain co-located with potential equipment noise with more
activity than ideal for offices
• six workstations & security conference room are displaced
Option 1B: Relocate Administrative Offices
Benefits:
• allows existing infrastructure to remain - minimal adjustments, i.e., fire
alarm, electrical closet, security equipment
• optimum option for growth and flexibility
• very efficient for interfiling
Trade-offs:
• most expensive and moderately complex to renovate
• largest amount of square footage utilized
• largest amount of displaced program
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The New and Improved Winner
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New State Workflow
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Target State
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New State
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New State
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Follow Up Study
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Staff Efficiency
Check-in Sorting Remote Interfiling Travel
Total % Efficiency Gain
Ave Secs / Item
Total Hrs
Ave Secs /item
Total Hrs
Ave Secs/ item
Total Hrs
Ave Secs/ item
Total Hrs
Previous 5 901 17 3064 5 715 26 4680
New 2 357 8 1443 2 73 10 1873 60.0%
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The Balanced Scorecard
Cost Within budget, saved staff time
Quality 15 bin sorter, location good for patrons & staff
Safety Book trucks lighter, less touches & travel
Access/Delivery 24 hour or less turnaround time
Morale More collaborative & empowered
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• Involve as many staff members as possible throughout process
• Opportunity to develop leadership skills
• Follow and act on the numbers
• Solicit feedback and tweak accordingly
• Not everyone will love it, but everyone will get used to it.