The Illinois Library Association had been leading an effort to provide for cost-effective solutions to the changing library landscape in Illinois. After nine regional systems were merged into two (RAILS, and IHLS), they hired The Galecia Group to provide an analysis about how best to go forward with merging the delivery operations from each of the nine regions and to share best practices.
Infopeople webinar highlighting the trends in materials handling including:
Lots of info about automated check-in systems, small sorters, advancements in sefl-check-in technology, kiosks and dispensers and new AMH products entering the market.
Today the National Information Standards Organization (NISO) announced the publication of the new recommended practice: Physical Delivery of Library Resources (NISO RP-12-2012).
The document focuses on three key areas: the physical move, automation, and the management of physical delivery ranging from labeling and containers to automation and contracting with courier services, this Recommended Practice addresses both the lending and the borrowing library’s activities related to delivering and returning a physical item.
I laud the effort made in putting these recommendations together. There is a lot of detail and you are bound to pick up some new good ideas. However, there were also a lot of "it depends" and I found it descriptive in places when it should be have been prescriptive. As we all know, just because many libraries do something a certain way, doesnt' make it a good idea! Still,I think the work is useful and certainly a worthwhile read for anyone involved in library delivery.
This article is the culmination of my three year project with the Massachusetts regions as it pertains to their delivery operations. The paper presents important aspects and issues related to the merging of six regional library delivery services in a single statewide system that serves more than 550 libraries, that together circulate more than 15 million items annually throughout the Commonwealth of Massachusetts. The purpose of marrying the six distinct systems was to reduce redundancies and incorporate innovative features to improve library processing efficiency. Most libraries are members of one of nine separate shared integrated library systems. The paper covers the background, objectives, benefits, issues, lessons learned, and a successful request for proposal procurement process for this complex project.
Compared costs and benefits of materials handling operations between two library branches that differed only in how they used automated systems to get the work done. Demonstrated a significant savings for library using automated materials return system.
Conducted materials handling and collection management analysis. The project addressed space shortage issues, materials handling workload, how to reduce turnaround time and expand services, and ways to improve central delivery and sorting. The analysis will also included a comparison of RFID versus bar codes solutions and provide suggestions for how to implement AMH solutions into their libraries.
Contract began with evaluation of delivery service in the context of other services provided to METRO members. Analyzed costs associated with providing delivery and alternative approaches to improving service. Continued engagement to help METRO maintain excellent delivery service.
Evaluated delivery operations of all six regional systems and made recommendations for optimizing services including integrating delivery operation with library system software, consolidating delivery systems and automating sort. The Final Report and Recommendations related to sorting, labeling, and workflow were also included.
Multnomah County was suffering from overcrowding. There were too many books for the shelves despite their aggressive weeding protocols. To assist in finding solutions, Lori Ayre conducted a comprehensive materials handling and collection management analysis resulting in multiple recommendations falling into six categories:
Evaluated delivery system and provided recommendations for reducing costs and planning for increases in volume while reducing staff costs.