ABSTRACT
The University of Chicago’s Joseph Regenstein Library Bookstacks Department has used a number of management techniques to successfully improve operations. Since 2003, the department has used process mapping to improve many aspects of the operations. Past projects include reducing department payroll processing time and automating submission of search requests from the library catalog. We have also reduced the time needed to perform daily shelving operations, making materials available more quickly and accurately for users. Continuous process improvement allows us to resolve issues as they arise. Far from perfection, the Bookstacks Department continues to search for ways to improve. In examining other businesses for best practices, we began to focus on Lean manufacturing, an initiative centered on eliminating all waste in manufacturing processes. These principles are increasingly being applied in service organizations, which face many of the same challenges that manufacturers face. Among these is the need to improve speed and quality while reducing costs, as improving quality can significantly reduce customer complaints. Lean manufacturing promises dramatic changes in a short period of time. This article will present a case study using Lean principles to improve shelving turnaround time during the high volume due dates.
