Measuring up: Using Operational Reviews as a Departmental Assessment and Streamlining Tool
University of Toronto Scarborough Library
Elizabeth O’Brien, M.B.A., M.I.St., M.A, Paulina Rousseau, M.L.I.S., Hons. B.A, Catherine Devion, M.L.S, Hons. B.A
Definitions cont’d
Abstract
Methods Cont’d
An Operational Review is:
2. Business Process Redesign (BPR)
• a systematic review and analysis of all activities of a
specific departmental unit
• an evaluation of working effectiveness and suitability of
work processes
• an assessment of the reliability of operations
• synonymous with Operational Assessment and
Operation Audit
• BPR is a framework for analysis and design of
workflows and processes within an organization.
• A process is "a structured, measured set of activities
designed to produce a specified output”.
• Geary Rummler in the early 1980s created a
methodology how to analyze processes, how to
redesign and improve processes and how to manage
processes once they were in place. This methodology
became the most widely used systematic business
process methodology in the mid-1990s and is often
referred to as Business Process Redesign
• BPR emphasizes a systems perspective - everything is
connected to everything else and that it's often
worthwhile to model businesses and processes in terms
of flows and feedback loops.
Objectives of the Operational Review
• Who is involved in which departmental activities ?
• Why is the individual involved? What are their value
added/non-value added activities?
• Are activities being done efficiently?
• What resources are allocated to each activity?
• What current or emerging technologies are used in the
activities?
Inputs
System
Outputs
Definitions
Techniques of BPR
Various frameworks exist for conducting
Operational Reviews. The frameworks discussed
here are:
1. Benchmarking (part of TQM)
2. Business Process Review
1. Benchmarking as part of Total Quality
Management (TQM)
TQM is a set of management practices throughout an
organization geared to ensure that the organization is
meeting, exceeding, and focusing on user needs.
Benchmarking is a part of TQM
It is the process of analyzing and
evaluating the way that an organization,
or a department, performs its functions
and activities.
It allows you to:
• Compare policies, procedures, philosophies, and
performance measures against those of top
performing organizations
• Contributes to a program of continuous improvement
• Begins with the process of analyzing existing
operations, identifying areas of improvement, and
establishing performance standards.
Benchmarking supports:
• A culture of change and continuous improvement
• A learning organization
• The breaking of negative patterns of behavior and
the setting of realistic yet rigorous targets
Process diagrams are tools that demonstrate how things
flow through an organization
Process diagrams provides the basis for defining
measures and aligning those measures with organization
strategies and goals, departmental goals, and process
and activity measures.
BPR Supports:
• A systems perspective of an organizations’ activities,
processes and functions
• Using information technology to automate processes
Methods
Benchmarking ~ Summary of Steps for Resource
Sharing
Resource Sharing included both Intercampus Delivery (ICD)
and Interlibrary Loan (ILL)
1) Research ~ Conducted a literature review and
established benchmarks based on found information;
ascertained methodologies by studies; became familiar
with departmental trends; located best practices.
2) Plan ~ Goals and objectives for the Benchmarking study
were determined, as was an outline of how each goal
and objective would be achieved
3) Data Collection ~ Based on benchmarks to be
measured, data collection tools were created, distributed,
and collected .
4) Analysis and Evaluation ~ Quantitative and qualitative
analysis was done on the data that was collected.
5) Reporting ~ A detailed report that included findings and
recommendations was compiled.
6) Implementation ~ Based on findings, an implementation
plan was created and key recommendations were
applied.
Benchmarks for Resource Sharing Review
Turnaround Time: the elapsed time from the start
of the initial request to the time that a specific step
in the data collection process is completed
Fill Rate: fill rate is the percentage of borrowing
and lending requests successfully filled when
compared to total requests submitted
Cost: cost per transaction
User Satisfaction: overall satisfaction of the
user – identifying areas of dissatisfaction
Data collection tools were largely based on ARL’s
Assessing ILL/DD Services, Measuring the Performance of
Interlibrary Loan Operations in North American Research and
College Libraries
Additional data collection tools included:
•Workflow analysis charts
•Staff and borrowing partner questionnaires
Business Review Process
Circulation Department
The Circulation and Access department includes the
following major functions and processes:
•
•
•
•
•
•
•
•
•
•
•
•
Circulation of items (including renewals);
Short Term Loans;
Media Bookings;
Fine Payments;
Reads and Money Collection for Photocopier and
Cash-to-card machine;
Stacks Maintenance;
Deposit Preparation;
TCard Office; Damaged Material Processing;
Group Room Bookings;
Staff Scheduling at Circulation desk
Patron Assistance at Circulation Desk;
Statistical Gathering – gate/head counts
The Step-by-Step Process Included
1) Identify and define department’s major functions and
processes: Data gathered through one-on-one and
group interviews, review of departmental manuals
2) Assess the relationship between functions: Data
gathered through process diagrams mapping
3) Assess participants in the functions and their
respective roles: Data gathered through observation,
statistical review, and employee survey
4) Design/re-design processes
Findings
Resource Sharing
• Benchmarking allowed for a comparison of fill rate,
turnaround time, cost, and user satisfaction with similar
institutions.
• Several current policies and procedures prolong service wait
times and the use of technology, in some circumstances,
was not being maximized
• Positions and tasks were fragmented, contributing to
redundancies in workflow, space usage was not maximized
• A departmental communication disconnect existed
• Staff were frequently underutilized
Circulation
• The processes for two functions were very similar and an
opportunity to rationalize processes existed
• Many of the processes in the department are highly
procedural and linear
• Some processes were misaligned with current staff structure
Results
Resource Sharing
• Fragmented positions became dedicated to RS, staff skill
usage is now maximized
• A reorganization resulted in a dedicated unit
• A networked drive was created to improve
communication and record keeping
Circulation Implementation
• Introduction of new technology to automate activities
including a Self Check-Out Machine, Receipt printers,
Cash register, Web based form for placing items on
Reserve, Re-alignment of Circulation and Access staff to
2 units:
1) Circulation
2) Access Services
• Like tasks were grouped under appropriate units (e.g.
media bookings was aligned under Access Services.)
Tips
• Be positive and look for up-sides and opportunities
• Set up regular meetings early on so people have the
stability of a regular forum to resolve issues
• Organize a team building activity to help people move
through the changes and see the positives.
• Get assistance from available resources and experts.
• Do remember that people are attached to their work, and
changes in work assignments can cause pain (Frost,
2006; Lilius et al., 2008).
• Consider which strategy to implement the required
changes is most appropriate in your particular
circumstances (Kotter & Schlesinger, 2008).
• Be compassionate and take time to listen and work out
concerns (Frost, 2006; Lilius et al, 2008). Leave time for
face-to-face contact (Hallowell; 1999) to ensure people
feel heard and issues can be resolved.