In an environment of budget cuts and freezes, libraries must keep a tight rein on costs and inefficiencies. The efficiency of systems and processes goes hand-in-hand with excellent customer service. Managers, however, often find themselves far enough removed from the day-to-day activities in the library that they don't know where inefficiencies, mistakes, and poor customer service may occur. Based on more than 50 years of author expertise in organizational improvement, The Quality Library offers a methodology to pinpoint trouble areas and improve processes. By developing a customer-focused system outlining library processes and networks, administrators and managers can quickly determine areas for improvement that directly apply to the library's goals and missions. Staff will also learn how to statistically document the new process's performance, giving the library a means to quantify its effects. By continuously evaluating processes based on the guidelines and worksheets provided here, public and academic library administrators and managers will improve the quality and efficiency of service for patrons and staff alike.
The authors make some very good points about the importance of vision, mission, goals & values statements, and about examining everything the library does in light of these. The main thrust is that library staffs should look at all of their processes and systems (the ways that they do all of the tasks that lead to fulfillment of the mission, vision, and goals) and standardize them for maximum efficiency and customer (patron) satisfaction. I think the message is unnecessarily obscured by the tasks, processes, systems jargon and all the flowcharts, but someone else may love them.
This book addressed several issues that create a challenge for today's public library, increased competition for funding, the customers expectations with the decline of the economy and how to stay current and assess the importance of new technologies that will meet your needs.