1. Lean Experiences – Shelving and Collections Helen Faulds 2015
The shelving team took part in a Lean project in 2008 followed by Collections in 2009.Though these were a few years ago now, the experience transformed the way both teams work, and we continue to use the Lean principles we learnt.

2. The Re-shelving Project
The Shelving Team undertook a Lean exercise with the central aim of improving customer service. Working with the Lean Team, they were able to focus on what was needed – getting returned books back on the open shelves as quickly as possible, thinking and developing new processes to enable this, and ensuring that these goals were deliverable. Targeting the shelving of normal loan books, print journals and AV content, they were able to develop a more streamlined process.

3. The Leaned Process The Shelving Team’s Old process:
Number of times book handled: 10
Number of times book sorted: 4
Processing time between 2h and 7h
New process:
‘return to shelved’ process of at most 4 hours
Consistent ‘return to shelved’ processes
Assessment of equipment and purchase of ergonomic trolleys and identifying where additional staff resource was needed
Quality control checking and standards maintained
Reporting of activity
Since this exercise, the Main Library has been refurbished, and with this, the team gained an automated sortation device. They continued to apply the Lean techniques to provide an excellent level of service.

4. The Collections Project
Multiple Copy Rationalisation
Large-scale stock moves
The Collections Team was only formed in 2006/2007 and were faced with a backlog of collection management issues. As part of the planning for the Main Library refurbishment, the Team initiated a Lean exercise in 2009 to help create and develop effective processes, which could them be undertaken on a regular basis. Through the Lean exercise, we established a process for identifying and assessing low use multiple copies of texts in the Library. This was a successful project and freed up significant space for new books.
We also tackled the transfer of books and journals to the Library store – developing the guidelines we use today.

5. Benefits of Lean Time away Improved processes created by the Team
Analysis of resources
Confidence
Better experience for
Library users
Confidence to speak and put ideas forwards – opportunity for members of team at all levels to participate and shape new processes. Sense of ‘ownership’.

6. Result!
I think these before and after pictures illustrate far more eloquently than I could the impact Lean has had on both our teams.