Content Management and Six Sigma

Dell Joshi DuPont Company April 24, 2006

Agenda
Library of the Future Vision Collection Management Strategy Six Sigma Methodology Voice of the Customer (VOC)

Pricing Models Past and Present

Our Transition Emotional Aspects of Transition to Virtual Environment Customer Care and Relationships
4/24/2006

DuPont CR&D Information & Computing Technologies

Library of the Future Vision: The World of Information Anytime, Anywhere

To provide superior library and information services that are aligned with DuPont corporate directions and contribute to DuPont research and business goals. Library Services -- More than bricks & mortar and book stacks. Access to information needed for the job at hand - anytime, anywhere

Integration of internal & external information for knowledge intensity

Ease of obtaining information without regard to whether it is owned by DuPont libraries (just in case) or provided just in time

Knowledgeable information professionals provide entre into the world of information (guidance, consulting, training, searching)

4/24/2006

DuPont CR&D Information & Computing Technologies

Collection Management Strategy

We will use Six Sigma methodology in all decisions involving Library and Content procurement.
Change view of Library from information storehouse to information gateway/conduit Library = information access and delivery
agile, responsive, valued

Content seamlessly integrated into users workflow patterns Enhance users e-content searching/browsing experiences via visualization and other features Seamless integration of just-in-case and just-in-time content
training is interwoven into workflow
4/24/2006

DuPont CR&D Information & Computing Technologies

Collection Management Strategy Contd.

Library collection is heavily e-content

Routinely measure and evaluate the use of all content to determine its value
Find the optimal balance between subscription owned and transactional document delivery on demand Have a dynamic, core collection of circulating books; obtain e-books as appropriate

Maintain small quantity of non-electronic journal archives (e.g., hard-to-find, but used titles that are not available electronically)
4/24/2006

DuPont CR&D Information & Computing Technologies

What is Six Sigma?

Vision
Practically flawless execution

Philosophy
The way we do work.

Business Improvement & Development Methodology

Touches all facets of the business
Measurable financial impact

Performance Metric / Goal

Performance measure

Yardstick
4/24/2006

DuPont CR&D Information & Computing Technologies

More on the Methodology Six Sigma focuses on the customer and uses:
Common Sense

Project Management
Problem Solving & Decision Making Statistics

Show me the data! - Six Sigma is data intense. Six Sigma methodology has a control plan to ensure improvements are sustained long after a project has been completed.

4/24/2006

DuPont CR&D Information & Computing Technologies

Getting To Six Sigma - Some Examples

A Six Sigma Score represents 99.99966% accuracy. It translates into: Seven articles of mail lost per hour 1.7 incorrect surgical operations per week 68 wrong drug prescriptions per year If you get 99% accuracy in these operations, you would have: 20,000 lost articles of mail per hour

5,000 incorrect surgical operations per week

200,000 wrong drug prescriptions each year Not every process needs a Six Sigma accuracy level. Business needs dictate the level of accuracy you would need.
4/24/2006

DuPont CR&D Information & Computing Technologies

The Customer is the King/Queen!

Identify the customers Ask the customers what they want / need

Determine needs that are Critical To Quality (CTQs) - Key measurable characteristics whose performance standards must be met in order to satisfy customer needs

Determine process Outputs that directly relate to CTQs Develop specifications for the Outputs to determine Defects

Determine process Inputs, controls and factors that could potentially impact the Output

Identify the critical Inputs, controls and factors that have a significant impact on the Output Tweak these knobs to achieve the desired performance
4/24/2006

DuPont CR&D Information & Computing Technologies

10

Gathering Voice of the Customer (VOC) Existing Usage Information

Via Account Managers

Customer Needs / Wants

Focus Groups

4/24/2006

DuPont CR&D Information & Computing Technologies

11

Right Approach for Library/Content VOC

For Content Renewals - before you approach end-users (customers) - do a thorough analysis of the past years usage. Slice it every way you can so that you can ask the right questions!

Interview
Learn about a specific customers point of view Supports development of hypotheses about customer needs

Survey
Measure needs, importance, or performance across a segment or a group of segments
Provides quantitative data NOTE: Averaging survey data is easy, but may not present the correct picture! Go deeper into the analysis. You may have to analyze usage data for each user and each title or database.
4/24/2006

DuPont CR&D Information & Computing Technologies

12

Pricing Models Initial Turmoil Publishers

felt they were losing control over their content in e-format
assumed a big increase in usage just because content is easily, readily accessible in e-format had a false security that their content was the sole source of information

Instead of creatively working on win/win pricing models, fear took over

cost of electronic content access was linked to historic print holdings
This simply did not work for DuPont!

4/24/2006

DuPont CR&D Information & Computing Technologies

13

Pricing Models User Definition and Bundling

Suppliers developed complex terms and conditions
Definition of a user Definition of a site, especially for large corporations Restrictions on sharing information and portability

Bundling of products was a common practice

A way to force purchase of unpopular products by linking them with desired products

Publishers expected customers to pay for unused licenses (some still do!) Publishers demanded a secured revenue stream, regardless of the needs of the purchasing parties
A convenience that no other industry enjoys!
4/24/2006

DuPont CR&D Information & Computing Technologies

14

Pricing Models Fast Forward to the Present

Significant progress has been made in last three years More flexible pricing models have evolved

Publishers fear that e-access without ridiculous pricing models would drive them out of business has proven to be incorrect
Secured revenue stream most publishers have realized their industry is no different from any other industry Content usage does not jump just because content is readily available in e-format Granted, some content can be classified as sole source However, if suppliers remain inflexible, buyers will find ways to reduce volume and/or restrict use of such content to manage cost
4/24/2006

DuPont CR&D Information & Computing Technologies

15

Our Transition
Reduced physical space of main library by 50% since 2003
Electronic/Print Cost Ratio from 20:80 in 2003 to 80:20 in 2006 Library staff reduced by ~25% Role of reference desk staff changed dramatically

Cost of document delivery service did not increase as anticipated when the collection was reduced
Especially when the old print content was discarded

4/24/2006

DuPont CR&D Information & Computing Technologies

16

Library Transformation - Emotional Issues Emotional issues can be traumatic

Going virtual is a life-changing event for many librarians and library staff members

Some key issues:

Difficulties in letting go of unused, old print content Negative feedback from old-fashioned customers about going virtual Feeling unappreciated Feeling threatened

The Answer:
Recognize that change is, and has always been, a part of life
Be a part of the change and influence your professional destiny or be a silent spectator and watch change happen
DuPont CR&D Information & Computing Technologies

4/24/2006

17

Customer Care and Relationships

Observation: Customer feedback is co-related to their habits regarding information use Place major emphasis on coaching and training users be a trusted information advisor
Provide virtual reference assistance, in addition to in-person and phone assistance

4/24/2006

DuPont CR&D Information & Computing Technologies

18

More on Customer Care and Relationships Customers expect rapid response embrace a pizza delivery model! Information professionals have to be knowledgeable in different disciplines for specialized and customized customer service Information professional situated closer to the customers

4/24/2006

DuPont CR&D Information & Computing Technologies

19

4/24/2006

DuPont CR&D Information & Computing Technologies