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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.

Gives administrators a clear understanding of their suppliers and customers Empowers front-line staff to make improvements and better decisions Boosts employee and team morale as they work together to bring about change Offers real-life success examples showing how process improvement works Includes figures, appendices, worksheets, and a glossary

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.

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Booklist Review

In these difficult economic times, all businesses and agencies are looking for ways to maintain high levels of service while coping with budgetary constraints. Many are looking at earlier models, such as  W. Edwards Deming's and Toyota's focus on kaizen, the principle of continuous improvement of process. Building on an earlier publication, The Library's Continuous Improvement Fieldbook: 29 Ready-to-Use Tools (ALA, 2003), Laughlin and Wilson have created a manual for administrators and employees who want to improve their libraries by improving their processes.  Here are the premises: a library is a system of interrelated processes; these processes (not people) account for the majority of results; and these processes can be continually improved if people are given the opportunity to make viable suggestions that are considered by management. Flowcharts, sample worksheets, a glossary of process improvement terms, and a selected bibliography will help library staff and interested parties understand the fundamentals and apply them.  This can be a useful guide for libraries whose governing bodies are looking for businesslike solutions and for managers who want to heed input from those who do the job.--Jane, Sally Copyright 2008 Booklist