2013 Charleston Conference

At UNLV Libraries, the practices for gathering and mending damaged materials had created an amorphous backlog which negatively impacted users’ access and the Libraries’ return on investment (ROI). An initial-state review of the process revealed (a) no apparent process owner existed; (b) an unwieldy backlog developed; (c) no value-adding actions were developed for determining what should be mended, or setting turn-around times; (d) no standardized methods of evaluation were created to link procedures to stakeholder goals. After review of the initial state, value-streams were identified based on users’ needs and workflows—a central gathering place was created with daily pickups, as well as an evaluation process—which then transformed flow into various value-streams based on collection criteria and ROI. A future state was then set to embrace both users’ value and ROI outcomes. Value-adding actions of the future state include (a) eliminating backlog and sustain one-piece flow; (b) deliver 24-48 hour turn-around times; (c) provide more time for highly trained staff to pursue divisional initiatives and key workflow within Special Collections; (d) establish the Preservation Laboratory as a focal point for preservation outreach and education.