Showing papers on "Workflow published in 1991"

Workflow management and control system

Abstract: Methods and apparatus for defining, executing, monitoring and controlling the flow of business operations A designer first defines a workflow by providing a template of business activities that expresses the manner in which these activities relate to one another The system orchestrates performance of the tasks in accordance with the template; in so doing, it integrates various types of application software, and partitions tasks among various users and computers

Spider: an investigation in collaborative technologies and their effects on network performance

Abstract: The author describes the Spider project, an investigation in collaborative technologies underway in the Advance Technology Group at Apple Computer. Spider combines emerging communications technologies with information management and behavioral science analysis of workflow processes. Integrated into the Spider system are teleconferencing facilities, screen sharing capabilities, and a variety of meeting support tools. The design of the Spider system and the implications its collaborative applications place on emerging network standards, protocols, and topologies are considered. >

Computer simulation: an important tool in the fast-food industry

Abstract: The author discusses the role of computer simulation at Pizza Hut, and describes the characteristics of the simulation models It is noted that through the use of simulation production and service aspects of Pizza Hut restaurant and delivery unit operations can be examined relative to staffing levels, equipment layout, workflow, customer service, and capacity This permits optimization of methods through interactive what-if analysis on a computer, prior to actually introducing them to the field A general-purpose SIMAN simulation model and multiple CINEMA animations were developed Attention is given to model development and implementation, and to model verification/validation >

The Reorganization of Technical Services at Yale

Abstract: The Technical Services departments at Yale have been radically restructured from a traditional, compartmentalized organization to self-managing subject teams which incorporate acquisitions, cataloging, and serials functions. The implementation of an integrated Notis system provided the impetus to streamline workflow and create a model with the flexibility to adapt to an environment of constant change. The authors compare the old and new organizational structures and describe how the teams operate. Three teams with centralized responsibilities are examined, as are the various groups, internal and external to Technical Services, which have evolved to help the new organization function.

CQI (continuous quality improvement) system puts process into improving hospital.

Abstract: Hospital departments in the 1990s will be increasingly called on to run efficiently if institutions are to improve their bottom lines. But, how do administrators address problems that interfere with workflow and completing jobs? In the following article, the author introduces a quality process to identify and deal with those issues.

Backlog Management: Estimating Resources Needed to Eliminate Arrearages

Abstract: Samples were drawn from two "historic" cataloging backlogs (one general and one consisting of Slavic language materials) at the Ohio State University. Collection development, cataloging, and preservation evaluations of the samples were used to estimate how many items were still wanted and to determine the resources that would be required to process those items. The results of these studies were used to determine that reduction of the general backlog could be accomplished as part of the regular workflow because only approximately one-fourth of the materials were still wanted. However, reduction of the Slavic backlog would require a special project due to a higher retention rate and the language expertise required for processing. Library Literature covering 1986 - 1989 lists eleven articles on cataloging backlogs; only six are listed for the period 1955 - 1985. These figures suggest that backlogs again are becoming the major concern that they were in the early 1950s, when the Journal of Cataloging and Classification devoted an entire issue (Fall 1951) to the topic. The Library of Congress recently developed an "arrearage reduction management plan" to address its mind-boggling backlog of 38 million unprocessed items. Implementation of the plan is dependent upon the appropriation of funds by Congress. 1 That backlogs exist in many libraries is no secret — surveys have shown that they are common (although the term "backlog" has been defined in various ways). Behrens and Smith surveyed 112 academic libraries in the United States holding more than 250,000 volumes and found that backlogs existed in 44 (85%) of the 52 responding libraries. 2 Agnew, Landram, and Richards conducted a survey of Association of Research Libraries (ARL) member libraries in 1984 and found that 68 (77%) of the 88 responding libraries had backlogs representing from 1% to 10% of their total collections. More than three-fourths of the libraries with backlogs had had them over ten years. 3 These results were consistent with those obtained by Piternick when he surveyed ARL libraries and selected others in 1968. At that time, 67 of the 86 responding libraries (78%) had backlogs. 4 These studies imply that backlogs did not disappear during the 1960s and 1970s even though they were mentioned infrequently in the library literature. A distinction must be made between "normal" and "historic" processing backlogs. "Normal" backlogs routinely develop whenever the volume of incoming materials is high and sometimes are used to stabilize the cataloging workflow when the volume is low. They also might be created purposefully by libraries preferring to wait for cataloging copy or authority records to become available from the bibliographic networks. "Normal" backlogs probably are desirable as long as they can be contained: that is, as long as periods of backlog growth are offset regularly by periods of backlog reduction. In contrast, the "historic" backlogs found in many libraries often consist of thousands of volumes that have been awaiting cataloging for years. Of the 60 libraries that participated in the 1989 National Shelflist Count, 27 (45%) reported that they had processing backlogs of more than

Spreadsheet Models for Cataloging Statistics

Abstract: Statistics about cataloging activity are collected for several reasons: to monitor productivity and workflow and to satisfy requests from outside agencies and the library administration about the size and nature of the library's collection. Several spreadsheets developed at the University of Idaho Library to collect statistics about cataloging activity and technical services activity and costs are examined here.

Using OCLC in a Small Library

Abstract: Discusses the viability of using OCLC in small libraries, with particular reference to one such library – the U S courts library in Phoenix. Considers cataloguing workflow, benefits of using OCLC, controlling access costs, keeping up with new developments, and possibilities for the future. Surmises that OCLC offers time and cost savings for small libraries provided it is used intelligently.