Utilizing the Power of Continuous Process Improvement in Technical Services

In summer 2003 the Lamar Soutter Library initiated a Continuous Process Improvement project. The project’s goal was to reduce time and/or save money by examining and improving work processes. The charge for the Technical Services team was to reduce turnaroud time of certain processes by 50% or more, including (1) book acquisitions (from order to shelving) and (2) implementation of serials title changes. The team utilized value-added flow analysis to examine the processes and then did a six-month pilot project testing their recommendations. The Team met weekly over four months to identify the specific steps involved in each process, review the time involved in completing each task, analyze whether or not the step added value, and suggest improvements to the process. Team members documented and timed current workflow in spreadsheets and flowcharts. The Team proposed a number of procedural changes and initiatives that were accepted by library management for the pilot project. Important components of the implementation were establishing procedures for better communication and additional staff training. The pilot project demonstrated that the streamlined workflow was much more efficient. Value-added flow analysis is a useful tool for continuous process improvement. Technical Services will be better able to serve its internal and external customers

Coming Out of the Back Room: Technical Services Breaks Loose

Objective: Describe how technical services librarians at an academic medical center have embraced opportunities for campus outreach. The Library has long been committed to teamwork. As members of cross-departmental Library teams and campus-wide task forces, technical services librarians have utilized skills in information organization, integrated library systems, and problem solving to benefit colleagues, faculty, clinicians, students, and the public. Methods: Case study: Since the arrival of a new Director in 1998, much of the work of the Library is accomplished through cross-functional teams. Technical services librarians have contributed significantly to these teams and to campus-wide task forces. For a project to create a database of medical images, library catalogers performed crucial roles in developing a database and record structure, maintaining quality control, writing documentation, and training faculty members. This team is now collaborating with Academic Computing staff to develop an institutional repository. Within the Library, a cataloger joined an access services team charged with examining the problem of unreturned books, enhancing the team with skills in integrated library systems, problem solving, and report writing. Recognizing the importance of open access, a technical services librarian organized a well-attended forum and display for the campus and the public. Results: The positive impact of technical services outreach included new and enhanced services and products, professional satisfaction, improved communication among staff, and better access to library materials. Technical services librarians are better known to the larger campus community. Staff development, collaboration, and outreach were enhanced by a Library renovation that kept the Technical Services department in close proximity to public services areas and the Library training room. In the Library there is now a true partnership with public services staff, and an increased appreciation for the skill set of technical services librarians. Conclusions: Technical Services librarians should not hesitate to break out of the back room and participate in outreach activities. Their skills can be of tremendous value to cross-departmental library teams and broader efforts. This outreach benefits the librarians, the Library, and the user community. Presented at the Medical Library Association Annual Meeting, San Antonio, TX, on May 15, 2005

Creating Digital Collections: The Original Research of Gregory Pincus, Sc.D.

Purpose:This electronic poster will report on the process of digitizing a special collection, from obtaining funding and deciding what to scan, to options for scanning and making the collection available for faculty and student use. Setting/Participants/Resources: The Lamar Soutter Library at the University of Massachusetts is a mid-sized, academic health sciences library. The library holds a small collection of original research in genetics and reproductive studies carried out by Gregory Pincus, Sc.D., in the mid-twentieth century. The Library Systems Department and Technical Services Department worked together to obtain funding to digitize the special collection. Brief Description: The library received funding that would allow archival material to be scanned using an outside vendor. After interviewing a number of state contractors, the library realized it would need to write a request for proposal (RFP) and bid the work to handle unique materials. At the same time, the library partnered with two other libraries in the state university system to obtain university funding that would pay salaries for a graphic editor and cataloger to process the digitized collection. In deciding how to store the images for search and retrieval, the library looked at other imaging projects already in progress in the university and chose to use the same software, Cumulus. This poster will cover the issues of defining the scope of the project, obtaining funding, choosing scanning options and formats, deciding whether to enhance images or note or to use watermarking options, dealing with cataloging and indexing issues, and evaluating the options for presenting a digital collection to the public. Results/Outcomes: Six hundred slides have been scanned, enhanced, watermarked, cataloged, and indexed. By using Cumulus software, the collection was made available for faculty and student use. Evaluation Method: Comments from faculty and students were gathered to determine if digitizing special collection is worth the cost and effort associated with such projects. Presented at the Medical Library Association Annual Meeting, Dallas, TX, May 19, 2002

But we made the easy cuts last year

Objective: After dealing with three major budget cuts in FY03, The Lamar Soutter Library faced additional reductions for FY04. After brainstorming, the management team realized that drastic journal and staffing cuts were on the horizon. Concerns for the collection and for continued customer service called for creative solutions. The poster will examine the measures taken to preserve a quality journals collection. Methods: After compiling and sorting print and online usage statistics gathered over an eighteen-month period, low-use titles were identified for possible cancellation in order to meet the revised budget guidelines. A spreadsheet was prepared including information concerning annual subscription/ licensing costs, publisher, publication frequency, appearance on core titles lists, availability via databases, inclusion in aggregation packages, subscription requirements for electronic packages, availability in nearby affiliate institutions, and usage and cost-per-use statistics. The list was refined over several months, and distributed to the faculty for input. The director of library services attended various committee meetings to answer questions and gather feedback. A final list of titles, with total projected cost savings, was compiled. There were elements of both art and science in this process. Results: The results of this process were unexpected. The faculty had been involved in the process, and understood the ramifications of massive journal cuts. As a group, the faculty Council protested to the School Administration about the planned cuts--and the administration gave the needed funds to the library to pay for the journals slated to be cut. Conclusions: Although a happy ending is not always possible, a carefully planned review process, utilizing as much hard data as possible, and keeping the users informed at each stage, can benefit the library as it seeks to provide quality resources in support of the school\u27s mission

Journals, Journals Everywhere and Not a Shelf to Spare

Objective: Identify storage and shelving options for the growing print journal collection. Options could include additional shelving in the library, offsite storage, and improvements to the current library remote storage location. Cost, space, and potential impact on patrons and library staff should all be identified. One option will be chosen, and an implementation plan developed and executed. Methods:A project team worked to identify the extent of the shelving crisis. Inventorying, estimating, and extrapolating were the primary tools used to determine that the library would run out of space in the main journal collection in early 2004. An offsite storage facility was identified for library use and all costs associated with transforming the space into a viable storage solution were identified. The team also evaluated the current shelving layout in the library and developed a plan to add additional shelving in stages. Finally, the costs associated with improving and maximizing the library’s current remote storage location were calculated. This included improved safety, cleaning, painting, and compact shelving. The costs and service ramifications of each solution were compared, along with logistics of moving and merging a portion of the collection. Results:After careful evaluation, library management determined that improving the current remote storage was cost effective and provided the best option for access and service. Working from our data, we calculated the number of volumes that the storage facility would hold. The project was divided into three phases. The first phase included physically preparing the storage space, installing a third of the compact shelving, writing, and testing move/merge procedures, as well as hiring temporary employees to complete the actual merge. Phases two and three called for additional compact shelving to be installed. Conclusion:Moving and merging of a collection requires careful plan¬ning, detailed data analysis, and hard physical work. Ideally, you will only do this once. In our case, we knew this option would only be a temporary solution to our space crisis that will take us through the year 2012, at which time we hope to have a new library building with com¬pact shelving throughout. Presented at the Medical Library Association Annual Meeting, San Antonio, TX, May 17, 2005

New Partnerships for a New Generation

Objective:This poster will demonstrate how partnering with civic and community organizations to host a traveling exhibit helps the library reach beyond its primary clientele to: 1) heighten awareness of the historical roles of women physicians, 2) encourage young women to enter the medical fields, 3) promote medical librarians and library services, and 4) increase visibility of the medical school. Method:In the summer of 2004, a core group of library staff gathered to prepare the application to host the ALA/NLM traveling exhibit, “Changing the Face of Medicine: Celebrating America’s Women Physicians.” Once selected as a host site, the group reached out to a diverse mix of academic and administrative staff from across the Medical School, as well as members of the local community. This group became the formal steering committee to plan programming to accompany the exhibit, helping meet the educational and promotional goals set forth in the initial application. Some outreach events included movie nights at the public library, an essay contest for grade school students, a career day with Girl Scouts, a review of research in women’s health (WHI), etc. Promotional methods/vehicles included “save the date” postcards, flyers, posters, and coverage through area radio, television, and newspapers. Results:Seventeen events were held in conjunction with the Library’s hosting of the exhibit. During the six-week period, approximately 60,000 individuals visited the Library, more than 750 specifically devoted to viewing the display. Two hundred people from the medical school community and the public at large attended the opening ceremony, 100 area Girl Scout members participated in multiple educational events, local middle and high school students took part in an essay contest, and more than 100 people attended book signings, film screenings, and a dramatic performance about Elizabeth Blackwell. Six groups provided financial support of the exhibit, totaling more than $7,000. Conclusion:The exhibit encouraged new experiences for Library staff including collaboration, marketing and outreach to a wider audience. It introduced many first-time Library visitors to a valued local resource, helped develop relationships between medical school students and the public, and introduced a different and important historical perspective on medicine to all. Presented at the Medical Library Association Annual Meeting on May 20, 2007, in Philadelphia, PA

Utilizing the Power of Continuous Process Improvement in Technical Services

Objective: Examine the efficiency of work processes in the Technical Services Department, with the goal of reducing the turnaround time by 50% or more for three specific processes: (1) acquiring books for requestors; (2) implementing serials title changes; and (3) handling of journal issues from receipt to binding. Method: In summer 2003 the Library initiated a Continuous Process Improvement project. The project’s goal is to reduce time and/or save money by examining and improving work processes. The charge for the Technical Services team is to (1) reduce the turnaround time by 50% or more for firm orders from when the book is ordered to when it reaches the requestor; (2) reduce the time it takes by 50% or more to implement a serials title change, which involves staff throughout the library; and (3) reduce the time it takes by 50% or more for a newly-received journal issue to reach the shelf and eventually be bound. The team is utilizing value-added flow analysis to examine the processes and will make recommendations to management for changes to be implemented in a pilot project. Results: The Team met weekly over four months to identify the specific steps involved in each process, review the time involved in completing each task, analyze whether or not the step added value, and suggest improvements to the process. Team members documented and timed current workflow in spreadsheets and flowcharts. The Team proposed a number of procedural changes and initiatives that were accepted by library management for a five-month pilot project which is now ongoing. Important components of the implementation are establishing procedures for better communication and additional staff training. Conclusion: Value-added flow analysis is a useful tool for continuous process improvement. The Library’s goal of reducing turnaround time by 50% or more for these three specific processes will be achieved, as demonstrated in the pilot project. Technical Services will be better able to serve its internal and external customers. Presented at the Medical Library Association Annual Meeting, Washington, DC, on May 25, 2004

Changing the Face of an Institution: Creative Partnerships for Women’s Professional Development

Purpose of program/study/research:To accelerate the advancement of women professionals at an academic medical center through creative collaboration. Methodology (including study design, analysis, and evaluation):The UMass Medical School Women’s Faculty Committee (WFC) initiated a partnership with the medical library to compete successfully to host the traveling exhibition “Changing the Face of Medicine: Celebrating America’s Women Physicians.” Concurrent with the 6-week exhibition, fifteen events brought local and nationally prominent women together for mentoring activities, an original dramatic production, and an awards luncheon for women faculty. Women featured in the exhibit as well as its Visiting Curator spoke at UMMS about their research and career challenges, read from their published works, and were featured at graduation and a regional medical society event. Results:Application-writing and event planning sessions forged robust working relationships among top-ranking administrators, senior and junior faculty, and staff. The exhibition increased opportunities for administration, faculty, and students to understand the impact of women in medicine, their leadership potential, and historical contributions. It also generated new mentor/mentee relationships and grant-writing collaborations. The exhibition’s national recognition helped draw a larger, more diverse and gender-balanced audience (575+ people) to the events enhancing the visibility of the WFC, as evidenced by institutional funding for women faculty to attend the AAMC WIM professional development workshops and ELAM for the first time. Conclusion(s):Creative partnerships, motivated by the opportunity to host “Changing the Face of Medicine,” produced greater than expected gains for women faculty, generating new awareness and understanding of women’s accomplishments and leadership potential. This partnership allowed for a wide range of multi-disciplinary efforts, strengthening networking across silos, and advancing the goals of women in an academic medical center. Presented October 29, 2006 at AAMC 2006 Annaul Meeting, Seattle, WA