Measure Up!

Data Analytics
and Libraries

Alan Safer CSU Long Beach

Alan.Safer@csulb.edu.
Lesley Farmer CSU Long Beach 1
Lesley.Farmer@csulb.edu
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Does this sound familiar?

I cant get the articles I need!
The catalog says the book is there, but I
cant find it.
What does it take to get a new book on
the shelf before it becomes old?
No one uses our self-check out system.
Should we subscribe to ebooks?
Why isnt online reference service used?
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What data do you collect?

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What data do you collect?

Circulation figures
Patron usage
Facilities usage
Computer usage
Internet usage
Reference consultations and fill
Library guides/bibliographies use
Instructional sessions
Website hits (including tutorials)
Database usage vs cost
ILL processing and turnaround time
Ordering, processing, cataloging, preservation, weeding workflow and time
Ebook usage vs cost
Library software usage vs cost
Staff scheduling
Equipment maintenance and repairs
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What tools do you use to

collect data?
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What tools do you use to

collect data?
Surveys
Web statistics
Circulation statistics
Interviews and interviews
Observation
LibQual / PibPAS
Flowfinity
Document collecting
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What do you DO with that

data?
Descriptive statistics
Analyze workflow for efficiency
Reveal trends
Benchmark efforts
Control quality
Do cost-benefit analysis
Analyze student learning
Optimize scheduling
Optimize queuing
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Techniques
Correlation analysis
(for relationship between continuous variables)
Multiple Regression(continuous response
variable), Logistic Regression(categorical
response variable)
Decision Trees
Principle Components, Factor Analysis
Hypothesis testing (paired tests, two sample
tests, ANOVA)
Chi-Square tests of independence

(for relationship between categorical variables)

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Graphs
Box Plots
Stem and Leaf Plots
Histograms/Bar Graphs
Pareto Charts
Pie Charts
Time Series Plot
Outlier assessment
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How do the data connect

with your librarys goals?
The Answer May Be Data Analytics >> Decisions
Y= f (X)
To get results, should we focus our behavior on the Y or X ?

Y X1 . . . XN
Dependent Independent
Output Input-Process
Cause
Effect
Problem
Symptom Control
Monitor Factor
Response

Why should we test or inspect Y, if we know this relationship?

Basic Implementation
Roadmap
Identify Customer Requirements

Understand and Define

Entire Value Streams
Vision (Strategic Business Plan)
Deploy Key Business Objectives
- Measure and target (metrics)
- Align and involve all employees
- Develop and motivate
Continuous Improvement (DMAIC)
Define, Measure, Analyze, Improve
Identify root causes, prioritize, eliminate waste,
make things flow and pulled by customers

Control
-Sustain Improvement
-Drive Towards Perfection
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Case Study:
Arizona State University
Study ILL article borrowing process
Why: improve service to meet increased
demand
Drivers: customer expectations, cost
reduction, leverage technology
Personnel: leadership, staff involvement

Voyles, J. F., Dols, L., & Knight, E. (2009). Interlibrary Loan

Meets Six Sigma: The University of Arizona Library's Success
Applying Process Improvement. Journal Of Interlibrary Loan,
Document Delivery & Electronic Reserves, 19(1), 75-94.
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Define Phase
Reduce costs
Focus on articles (many processes
possible)
ID customer expectations relative to
turnaround time, scan quality, priority
value
Fill 80% of article requests within 3 days
Premise: no additional staff or $
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Measure Phase
Current process capabilities through
flow charts, performance matrixes, data
collection sheets
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Analyze Phase
ID root causes of problems in order to
eliminate or reduce them
Tools: fishbone diagram, histogram,
Pareto chart, XmR chart
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Improve Phase
Cause: variations and delays in searching
and delivery on evenings/weekends
Cause: lack of lender staff
evenings/weekends
Cause: Choosing right ISSN
Lags in searching difficult requests

Pilot/evaluate solutions based on impact,

cost, support
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Implemented Solutions
Use downtime of other evening/weekend
staff
Replace student workers with FT/temp staff
Add staff hours on evenings/weekends
Train
Schedule search requests
Encourage other libraries to increase
evening/weekend staff, and use ODYSSEY
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Control Phase
New quality standards
Responsibility/timeline for
implementation
Method to measure user satisfaction
Methods to measure process control and
capability
Progress reports
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Lessons Learned
Increased cost for document supplier
wasnt worth it
Saved $2/request (even with more
requests)
Use ILL system that tracks detailed data
including processing steps
Get monthly data summary
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Over to You
Areasfor improvement?
Ways to incorporate data analytics?

Andwho are good data analytics

partners?
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Readings
Agrawal, P. (2011). Application of Six Sigma' in libraries for enhancing service quality. Intl. Journal
of Information Dissemination & Technology, 1(4).
Bentley, W. (2010). Lean six sigma secrets for the CIO. Boca Raton, FL: CRC Press.
Biranvand, A., & Khasseh, A. (2013). Evaluating the service quality in the Regional Information
Center for Science and Technology using the Six Sigma methodology. Library Management, 34(1/2),
56-67.
Chapman, J., & Lown, C. (2010). Practical ways to promote and support collaborative data analysis
projects. Code4lib, 12, 12-21.
Delaware Division of Libraries. (2006). Library success: A celebration of library innovation,
adaptation & problem solving, 149-153.
Dong-Suk, K. (2006). A study on introducing six sigma theory in the library for service
competitiveness enhancement. IFLA Conference Proceedings, 1-16.
Huber, J. (2011). Lean library management. New York: Neal-Schuman.
Jain, M. (2009). Delivering successful projects with TSP and Six Sigma. Boca Raton, FL: CRC Press.
Jankowski, J. (2013). Successful Implementation of Six Sigma to Schedule Student Staffing for
Circulation Service Desks. Journal Of Access Services, 10(4), 197-216.
Kastelic, M., & Peer, P. (2012). Managing IT services: Aligning best practice with a quality method.
Organizacija, 45(1), 31-37.
Kumi, S., & Morrow, J. (2006). Improving self service the Six Sigma way at Newcastle University
Library. Program: Electronic Library & Information Systems, 40(2), 123-136.
Kucsak, M. (2012). Bringing Six Sigma to the Library. Library Faculty Presentations & Publications
(2012). http://works.bepress.com/michael_kucsak/7/
Lientz, B., & Rea, K. (2002). Achieve lasting process improvement:.New York: Academic Press.
Murphy, S. (2009). Leveraging Lean Six Sigma to culture, nurture, and sustain assessment and
change in the academic library environment. College & Research Libraries, 70(3), 215-225.
Voyles, J. , Dols, L., & Knight, E. (2009). Interlibrary Loan Meets Six Sigma: The University of Arizona
Library's Success Applying Process Improvement. Journal Of Interlibrary Loan, Document Delivery &
Electronic Reserves, 19(1), 75-94.
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Sample Data Analytics Tools

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SIPOC chart
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Balanced Scorecard
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Decision Tree
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Process Capacity
 Quality Control,
7th Edition by
Douglas C.
Chapter 7
Montgomery.
Copyright (c)
2012 John
Wiley & Sons,

Actions taken to improve a

Inc.

process

35
 Quality Control,
7th Edition by
Douglas C.
Chapter 5
Montgomery.
Copyright (c)
2012 John
Wiley & Sons,
Inc.

Control Chart Examples

1. Histogram or stem-and-leaf plot
2. Check sheet
3. Pareto chart
4. Cause-and-effect diagram
5. Defect concentration diagram
6. Scatter diagram
7. Control chart

36
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Stem-and-Leaf Plot
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Scatter Diagram
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Defect Concentration
Diagram
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Failure Analysis
Quality Control,
7th Edition by
Douglas C.
Chapter 1
Montgomery.
Copyright (c)
2012 John
Wiley & Sons,
Inc.

41
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DMADV: for new projects

Define design goals (client demands, library
goals)
Measure and identify CTQs (characteristics
that are Critical To Quality): product
capabilities, production process capability,
risks
Analyze to develop and design alternatives
Design details (and optimize)
Verify the design
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Next Steps
Lets work together!

Lesley.Farmer@csulb.edu
Alan.Safer@csulb.edu
 Plan Execute
Strategic Link to Business Plan defined in Project Selection Process
Defined Business Impact with Op Ex Champion support

DEFINE
Identify Structured Brainstorming at all organizational levels
Problem Cause and Effect Diagrams identifying critical factors
Primary and Secondary Metrics defined and charted

Practical Solutions
Multi-Level Pareto Charts to confirm project focus

PERFECTION
Develop a focused Problem Statement and Objective
Develop a Process Map and/or FMEA
Operational Excellence

MEASURE
Practical Develop a Current State Map
Problem Identify the response variable(s) and how to measure them
Analyze measurement system capability
Assess the specification (Is one in place? Is it the right one?)

Characterize the response, look at the raw data

Abnormal? Other Clues? Mean or Variance problem?

ANALYZE
Time Observation Spaghetti Diagram Takt Time
Problem
Future State Maps Percent Loading
Definition Standard Work Combination
Use Graphical Analysis, Multi-Vari, ANOVA and basic
statistical tools to identify the likely families of variability
Methodology

Identify the likely Xs

5S Set Up Time Reduction (SMED)
Material Replenishment Systems

IMPROVE
Problem Level Loading / Line Leveling
Solution Cell Design Visual Controls
Use Design of Experiments to find the critical few Xs
Move the distribution; Shrink the spread; Confirm the results

Mistake Proof the process (Poka-

Yoke) Problem
Solving
What do you want to know?

CONTROL
Tolerance the process
Problem How do you want to see what it is that you need
Measure the final capability to know?
Control Place appropriate process controls on What type of tool will generate what it is that you
need to see?
the critical Xs What type of data is required of the selected tool?
Document the effort and results
Execute Plan Where can you get the required type of data?
Standard Work TPM
Based in part on Six Sigma Methodology developed by GE Medical Systems and Six Sigma Academy, Inc. Crane Co. Op. Ex. Methodology Originated by MBBs; D. Braasch, J. Davis, R. Duggins, J. OCallaghan, R. Underwood, I. Wilson