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The web site itself may have changed. You can check the current page or check for previous versions at the Internet Archive. Yahoo! is not affiliated with the authors of this page or responsible for its content. Bertelsmann Foundation Project: The Essex Experience 1 Evidence based stock management : the testing of a new tool for librarians. George Kerr West Lothian, UK 2 Evidence based stock management : the testing of a new tool for librarians. George Kerr, West Lothian, UK 1. Introduction This paper has three main purposes. Section one consists of a description of the stock management system which evolved
in West Lothian Libraries during the 1990s.
During the latter part of the decade it gradually became well known within the United
Kingdom and to a lesser extent in the United States within the Dynix system user
community. At a whole series of seminars and in particular, following publication of
articles in the Library Association Record and on the World Wide Web, the author
has encountered numerous requests for further detail about the system which might
assist in implementing it into other library services.
The system was presented to members of the Bertelsmann Foundations International
Network of Public Libraries in 1999, and members agreed that, if partners could be
found, it would be a suitable model for use in an implementation project - one of the
unique ways in which the Network encourages the adoption of model solutions to
library problems. Section two consists of a description of the coaching process.
Shortly after the International Network conference in Helsinki in May 1999, an appeal
was made at a seminar on stock management organised by the British library
consultants Capital Planning Information. Delegates were invited to apply direct to
the author if they wished to be involved as partners in a project to work with him to
adopt the system into their respective libraries. The funding available would allow
him to spend time with the partner libraries to explain its working in detail, and to
assist with a whole series of practical problems as they arose. Contact was to be by
personal visit, e-Mail and where necessary also invoking third party assistance (other
staff expertise within West Lothian Library Service). The description is largely
narrative and is taken from the comments and opinions of the partner libraries
themselves. Section three consists of a toolkit for library services to use for themselves. This
format is being supplied because there is a clear perception that there is a demand for
an integrated system like that in West Lothian. The high degree of interest shown in
the last three years coupled with low uptake of the system itself, and comments from
interested parties that they are daunted by the apparent scale and complexity of the
undertaking, has led to the conclusion that a detailed do-it yourself kit is the answer
for interested libraries. The various spreadsheets and flow charts supplied have all
been used and tested by the libraries who participated in the project. 3 2. Stock Management in West Lothian 2.1 Performance issues The British Audit Commissions 1997 report Due for renewal (1) quite rightly expresses concerns about the relative lack of systematic stock management currently
employed in British public libraries. Nationally, much effort is expended in stock
editing and stock purchase, but much of it is wasted because judgements are still
made, to a large extent, intuitively. Computerised libraries have at their disposal, a
goldmine of hard facts and figures which needs to be put to effective use as the basis
of a tool, which can drive effective stock management processes. This whole area of concern is really a performance issue - libraries need to be looking
at ways of constantly measuring stock performance to identify success or failure, in
order that we can decide where, and how, future resources should be targeted. This is
not some new management concept dreamed up by uncaring accountants who do not
understand libraries problems. The librarians guru S.R. Ranganathan himself,
expressed the concept perfectly in his Five laws of librarianship (2) where he stated,
Books are for use. This is the fundamental basis of library stock management, and it
is the underlying concept which drives the detailed stock management system
currently employed in West Lothian. The main principle West Lothian observes at all times was that they only look in depth
at what they can INFLUENCE. If attempts are made to try to examine performance in
really big areas e.g. annual issues, it quickly becomes apparent that the whole area is
just too big - it is impossible to identify single measurable factors which influence
annual issues overall, or to identify single corrective actions, which it can be proved,
influence such performance indicators. In short, annual issues must be broken down
into meaningful chunks - what things affect the annual issue rate? Things like: stock
quality, stock age, stock turnover, stock relevance, opening hours, staff attitudes,
publicity, stock promotion and indeed a host of other factors. From these workable
elements it is now possible to form these into appropriate objectives, and from the
objectives, identify performance indicators which can be used as the basis for action. 2.2 Stock objectives After extensive public consultation about areas of concern about stock, and discussion
about what could be measured on their Dynix system which could illustrate these
concerns, West Lothian identified its main stock objectives as follows: To manage,
improve and develop stock in order to improve its quality, its relevance to customer
needs, and to minimise waste in stock purchase. 2.3 Stock Quality The term quality in this context is about physical quality NOT a subjective comment
on any books contents. As a concept this is broken down into two concerns: Dead
Stock and Grubby Stock. 4 2.3.1 Dead Stock A book of General Fiction is defined as Dead if it has not been borrowed during the
previous 6 months. This is seen as appropriate because books in this category are
purchased as popular items. Once this popularity is lost (or perhaps never ever
achieved), keeping this sort of material on shelves serves no useful purpose, and,
indeed only irritates general borrowers in their attempts to choose recreational reading.
The concept of Dead stock is considered applicable to General Recreational Fiction,
Light Fiction (i.e. Science Fiction, Romances etc.), Junior Fiction and Audio Stock.
Stock areas like non-fiction, the Classics, Scottish Literature and some other areas, are
NOT considered appropriate for this sort of performance indicator. Dead Stock was
first measured , for Adult Recreational Fiction only, early in 1993-94. All General
Fiction not used during the previous 6 months is counted , calculated as a percentage
of all General Fiction stock and graphed. Cross branch comparisons can be made, problems are highlighted and progress over a
period of time, shows up clearly. On the graph, the red bars represent the first data
extracted and the problem existing in some branches, e.g. East Calder showed up as
worse than had been previously imagined. It was decided the best approach would be
to set interim targets (In this case the red line representing 30% on the graph), and to
set aside special funding to assist in meeting targets. This funding was, of course
specifically targeted at branches with the biggest problems, since large amounts of
stock had to be removed and replaced to achieve target figures. 5 The current target of 10% is now being achieved consistently - however should a
problem appear in any branch, it is highlighted and dealt with - West Lothian react and
take appropriate action. The data is produced 4 monthly and a list from the computer
program is printed and passed via Area Managers, to Branch Managers , who are then
responsible for removing from stock, sufficient items from their Dead Stock list to
ensure that they stay under 10%, and to work with Area Managers to replace a similar
number of items, to keep their total stock numbers up to the specified level. The 10%
target is seen for the moment as a sustainable target, and one which West Lothian
Council intend to maintain. Once management were happy with the working of this concept, a complete system
was put in place to extend it to other appropriate stock areas. Dead stock management
is now in place for Recreational Fiction, Light Fiction, Junior Fiction and Audio stock,
with separate graphs and lists being produced to monitor them all separately. 2.3.2 Grubby Stock The second main quality concept West Lothian manage is that of Grubby Stock. This
performance Indicator is reckoned to be appropriate to the same stock areas as Dead
Stock although it was again, initially tested as a theoretical concept on Adult Fiction. It
was known that there was a problem in some branches with large numbers of worn out
stock - but how could this be measured and managed? It was obviously related to the
USE field in the computer system, but in April 1993 there was not enough use
history on the system to give useful data. Area Managers with their experience, took
sample measures of Fiction Stock. They identified and calculated as a percentage of
stock, that which was worn out or nearly so using their own subjective judgement.
They also kept data on the average number of issues gained by items which were
nearing the end of their shelf life because of excess use. The figure was, in fact, 40
uses (or issues), and this formed the basis of our Grubby Stock Indicator. Fiction Grubby Stock Area West Data from Dynix. Percent of Fiction with more than 40 issues A
r
madale B
a
thgate B
l
ackburn Fauldhouse Linlithgow Whitburn A
v
erage 0 10 20 30 40 50 Actual April 1993
Actual May 1997
Actual October 1997
Current Target
First Target 6 This graph highlights several things. The first count ( the red bars) was the original
sample data. Subsequently data has been produced from programs - similar to the
Dead stock programs but the ultimate selection is based on Items with more than 40
uses. Action was again taken in the branches with the greatest problems - in this case
Bathgate, Linlithgow and Armadale, in order to enable them to meet the first target of
20%, and then gradually all other branches, so that they all now meet the current 10%
target. In a similar fashion to Dead Stock the data is produced 4 monthly. Lists of Grubby
stock are produced for each branch and Branch Managers use the lists, either to
remove stock to meet the current target, or to anticipate what they may want to re-
order, since the items on the list have obviously been successful. These decisions are a
matter for their own judgement and available funding. It is not claimed that all the items on the list are Grubby - only that they must, on
average, be nearing the end of their acceptable shelf life. Progress and target
achievement over time shows up clearly, as do problem branches, who have extra
resources made available. In the same way as for dead stock, this performance
indicator has been extended to Light Fiction, Junior Fiction and Audio Stock. 2.4 Stock Relevance It has already been indicated that the Dead and Grubby Indicators are not appropriate
for all stock. Non-fiction, covering basically all of Human Knowledge, is a case in
point. Here, individual item use is not a useful measurement of stock performance.
Instead it is much more useful to look at the use made of ALL the stock in carefully
chosen subject groupings. The groupings chosen are those which were considered
appropriate to the size and mix of libraries in West Lothian. The whole object is to try
to remove intuition, as far as possible, from non-fiction stock decisions, and substitute
INFORMATION which Area and Branch Managers use, to try to match stock
purchase and demand more effectively and make stock more RELEVANT to users
requirements. Data is extracted using a large complex program, which was initially checked very
thoroughly. It is then input to an Excel spreadsheet, which calculates percentages and
averages. The data, measuring as it does, percentages of stock on shelves and average
use per stock area, is then used to identify stock areas which are understocked,
overstocked or on target. West Lothian defined these for their own purposes so e.g. if
less than 30% of stock is on shelves and there is a high average use, then they would
define this stock area as understocked : if more than 75% are on the shelves and there
is a low average use then this area is overstocked : Between these extremes is the
NORM this is the stock condition aimed for in all stock areas. A series of formulae are
then used to construct a re-stocking model for Branch Manager use. Again an
example: If a subject area has low % on shelves then 1 additional item of stock is
added for every 5 already there; if in addition, the stock area has a high average use
count (over 20), 2 items of stock are added for every 5 already in stock. 7 Carmondean Library Non Fiction stock use analysis 1995 1996 In Out Tot % Use Avg In Out Tot % Use Avg 658.8 -
659.99 5 20 25 20% 508 20 15 20 35 43% 697 20 660 -
689.99 28 10 38 74% 278 7 29 7 36 81% 402 11 690 -
699.99 16 8 24 67% 185 8 6 14 20 30% 258 13 700 -
709.99 28 5 33 85% 665 20 25 14 39 64% 676 17 710 -
719.99 13 9 22 59% 184 8 21 6 27 78% 359 13 720 -
729.99 26 6 32 81% 168 5 15 5 20 75% 177 9 730 -
736.99 9 4 13 69% 118 9 7 2 9 78% 130 14 It is possible to see at a glance which areas require action - basically if the cell is
coloured. The different colours indicate different sorts of action required. Looking
from left to right on the spreadsheet, it is possible to see at a glance which areas had
action taken previously, and whether or not problems still exist, e.g. the row
containing 658.8-659.99, at Carmondean library, had a low % on the shelves and had a
high average use in March 1995 - it was obviously understocked. 10 extra volumes
were purchased and although there is now an acceptable level of stock on shelves, the
average use is still high, so there is a need to purchase still more books for this library
in this stock area. Full details on how to use and interpret the spreadsheets is contained
in the 'Toolkit' which accompanies this paper. A restock model sheet is produced next, based on the analysis data in the first
spreadsheet. This indicates specifically, how many items should be purchased, for
each subject area, and which areas should be avoided for stock purchase. Special
funding is available for this purpose, the choice of specific materials and the level of
treatment of the subject being the joint responsibility of individual branch managers
and their Area manager. West Lothian now tailor a large percentage of our non-fiction
purchases specifically towards what borrowers want - ON THE BEST POSSIBLE
RECOMMENDATION - the use they make of existing stock as shown on the
computer system. Area Managers still use their experience and an overall version of
the stock use analysis tool, to purchase sufficient stock across a wider range of
subjects, to ensure an optimum spread of subject coverage . 8 Carmondean Period
Jun-96
Purchases Class Numbers 000 - 001.39 1 001.4-001.69/004-006.99 30 001.9 - 001.99 5 002 - 003.99
007 - 009
100 - 129.99 1 130 - 139.99 12 140 - 149.99
150 - 159.99 20 160 - 169.99 1 170 - 179.99 1 180 - 199.99 1 West Lothian have also identified a way of measuring whether or not this system does
improve stock relevance. Already described are the three basic stock conditions -
Overstocked, Understocked and the Norm. The last stage in Non-fiction stock use
analysis is to count the number of subject areas in each condition and graph them - if
progress is being made the Green line (The NORM) will go up and the other two will
go down. Growing numbers of under or overstocked areas are highlighted and
appropriate action taken. CARMONDEAN LIBRARY : Stock Use Analysis Based on 179 Subject Areas No v 9 4 Mar 95 Mar 96 Mar 97 Mar 98 Mar 99 0 20 40 60 80 100 Subject Areas At 'Norm'
Subject Areas Understocked
Subject Areas Overstocked 9 Additional action is also taken with overstocked areas. In many cases these are our
mistakes from the past - in others, local demand has been satisfied but there may still
be a useful role for the stock. Overstock areas common to two branches are identified
and around 50% of each s stock are randomly selected to Select Lists on the computer
using specially written in- house programs. Using a computer utility, changes are
made to force swaps between the pairs of Branches. This is done for all overstocked
areas to try to give the stock a new lease of life in another library. All of this is a huge logistical exercise, but it all contributes to making non Fiction
stock work harder. Stock Use Analysis provides Branch Managers with their own
stock model - their tool to enable better targeted stock selection. The selection itself is
still the Branch Managers responsibility, with access to additional funding to assist
the whole process of making non fiction stocks more relevant to users demand. Stock
Profiles do gradually change and it is possible to see stock gradually beginning to
mirror more accurately, public demand. Finally on Stock Use Analysis - there is a fall back position. It is designed to change
stock profiles, but West Lothian libraries do have minimum stock levels for under
used areas to preserve a reasonable spread of subject coverage. 2.5 Minimising Waste As part of its ongoing commitment to providing Value for Money, West Lothian
Libraries constantly look at ways of making better use of bookstocks and avoiding
purchasing books which do not achieve maximum possible appropriate use. During
1993, following analysis using the new Dead Stock technique, the two Area
Managers were becoming increasingly concerned about under use of Romances. Many
were being returned to HQ as Dead after as few as 20 issues. At that time these were
purchased on standing order - the order was 1 copy of every title published for each
branch library. The total cost of this commitment was around
The web site itself may have changed. You can check the current page or check for previous versions at the Internet Archive. Yahoo! is not affiliated with the authors of this page or responsible for its content. Bertelsmann Foundation Project: The Essex Experience 1 Evidence based stock management : the testing of a new tool for librarians. George Kerr West Lothian, UK 2 Evidence based stock management : the testing of a new tool for librarians. George Kerr, West Lothian, UK 1. Introduction This paper has three main purposes. Section one consists of a description of the stock management system which evolved
in West Lothian Libraries during the 1990s.
During the latter part of the decade it gradually became well known within the United
Kingdom and to a lesser extent in the United States within the Dynix system user
community. At a whole series of seminars and in particular, following publication of
articles in the Library Association Record and on the World Wide Web, the author
has encountered numerous requests for further detail about the system which might
assist in implementing it into other library services.
The system was presented to members of the Bertelsmann Foundations International
Network of Public Libraries in 1999, and members agreed that, if partners could be
found, it would be a suitable model for use in an implementation project - one of the
unique ways in which the Network encourages the adoption of model solutions to
library problems. Section two consists of a description of the coaching process.
Shortly after the International Network conference in Helsinki in May 1999, an appeal
was made at a seminar on stock management organised by the British library
consultants Capital Planning Information. Delegates were invited to apply direct to
the author if they wished to be involved as partners in a project to work with him to
adopt the system into their respective libraries. The funding available would allow
him to spend time with the partner libraries to explain its working in detail, and to
assist with a whole series of practical problems as they arose. Contact was to be by
personal visit, e-Mail and where necessary also invoking third party assistance (other
staff expertise within West Lothian Library Service). The description is largely
narrative and is taken from the comments and opinions of the partner libraries
themselves. Section three consists of a toolkit for library services to use for themselves. This
format is being supplied because there is a clear perception that there is a demand for
an integrated system like that in West Lothian. The high degree of interest shown in
the last three years coupled with low uptake of the system itself, and comments from
interested parties that they are daunted by the apparent scale and complexity of the
undertaking, has led to the conclusion that a detailed do-it yourself kit is the answer
for interested libraries. The various spreadsheets and flow charts supplied have all
been used and tested by the libraries who participated in the project. 3 2. Stock Management in West Lothian 2.1 Performance issues The British Audit Commissions 1997 report Due for renewal (1) quite rightly expresses concerns about the relative lack of systematic stock management currently
employed in British public libraries. Nationally, much effort is expended in stock
editing and stock purchase, but much of it is wasted because judgements are still
made, to a large extent, intuitively. Computerised libraries have at their disposal, a
goldmine of hard facts and figures which needs to be put to effective use as the basis
of a tool, which can drive effective stock management processes. This whole area of concern is really a performance issue - libraries need to be looking
at ways of constantly measuring stock performance to identify success or failure, in
order that we can decide where, and how, future resources should be targeted. This is
not some new management concept dreamed up by uncaring accountants who do not
understand libraries problems. The librarians guru S.R. Ranganathan himself,
expressed the concept perfectly in his Five laws of librarianship (2) where he stated,
Books are for use. This is the fundamental basis of library stock management, and it
is the underlying concept which drives the detailed stock management system
currently employed in West Lothian. The main principle West Lothian observes at all times was that they only look in depth
at what they can INFLUENCE. If attempts are made to try to examine performance in
really big areas e.g. annual issues, it quickly becomes apparent that the whole area is
just too big - it is impossible to identify single measurable factors which influence
annual issues overall, or to identify single corrective actions, which it can be proved,
influence such performance indicators. In short, annual issues must be broken down
into meaningful chunks - what things affect the annual issue rate? Things like: stock
quality, stock age, stock turnover, stock relevance, opening hours, staff attitudes,
publicity, stock promotion and indeed a host of other factors. From these workable
elements it is now possible to form these into appropriate objectives, and from the
objectives, identify performance indicators which can be used as the basis for action. 2.2 Stock objectives After extensive public consultation about areas of concern about stock, and discussion
about what could be measured on their Dynix system which could illustrate these
concerns, West Lothian identified its main stock objectives as follows: To manage,
improve and develop stock in order to improve its quality, its relevance to customer
needs, and to minimise waste in stock purchase. 2.3 Stock Quality The term quality in this context is about physical quality NOT a subjective comment
on any books contents. As a concept this is broken down into two concerns: Dead
Stock and Grubby Stock. 4 2.3.1 Dead Stock A book of General Fiction is defined as Dead if it has not been borrowed during the
previous 6 months. This is seen as appropriate because books in this category are
purchased as popular items. Once this popularity is lost (or perhaps never ever
achieved), keeping this sort of material on shelves serves no useful purpose, and,
indeed only irritates general borrowers in their attempts to choose recreational reading.
The concept of Dead stock is considered applicable to General Recreational Fiction,
Light Fiction (i.e. Science Fiction, Romances etc.), Junior Fiction and Audio Stock.
Stock areas like non-fiction, the Classics, Scottish Literature and some other areas, are
NOT considered appropriate for this sort of performance indicator. Dead Stock was
first measured , for Adult Recreational Fiction only, early in 1993-94. All General
Fiction not used during the previous 6 months is counted , calculated as a percentage
of all General Fiction stock and graphed. Cross branch comparisons can be made, problems are highlighted and progress over a
period of time, shows up clearly. On the graph, the red bars represent the first data
extracted and the problem existing in some branches, e.g. East Calder showed up as
worse than had been previously imagined. It was decided the best approach would be
to set interim targets (In this case the red line representing 30% on the graph), and to
set aside special funding to assist in meeting targets. This funding was, of course
specifically targeted at branches with the biggest problems, since large amounts of
stock had to be removed and replaced to achieve target figures. 5 The current target of 10% is now being achieved consistently - however should a
problem appear in any branch, it is highlighted and dealt with - West Lothian react and
take appropriate action. The data is produced 4 monthly and a list from the computer
program is printed and passed via Area Managers, to Branch Managers , who are then
responsible for removing from stock, sufficient items from their Dead Stock list to
ensure that they stay under 10%, and to work with Area Managers to replace a similar
number of items, to keep their total stock numbers up to the specified level. The 10%
target is seen for the moment as a sustainable target, and one which West Lothian
Council intend to maintain. Once management were happy with the working of this concept, a complete system
was put in place to extend it to other appropriate stock areas. Dead stock management
is now in place for Recreational Fiction, Light Fiction, Junior Fiction and Audio stock,
with separate graphs and lists being produced to monitor them all separately. 2.3.2 Grubby Stock The second main quality concept West Lothian manage is that of Grubby Stock. This
performance Indicator is reckoned to be appropriate to the same stock areas as Dead
Stock although it was again, initially tested as a theoretical concept on Adult Fiction. It
was known that there was a problem in some branches with large numbers of worn out
stock - but how could this be measured and managed? It was obviously related to the
USE field in the computer system, but in April 1993 there was not enough use
history on the system to give useful data. Area Managers with their experience, took
sample measures of Fiction Stock. They identified and calculated as a percentage of
stock, that which was worn out or nearly so using their own subjective judgement.
They also kept data on the average number of issues gained by items which were
nearing the end of their shelf life because of excess use. The figure was, in fact, 40
uses (or issues), and this formed the basis of our Grubby Stock Indicator. Fiction Grubby Stock Area West Data from Dynix. Percent of Fiction with more than 40 issues A
r
madale B
a
thgate B
l
ackburn Fauldhouse Linlithgow Whitburn A
v
erage 0 10 20 30 40 50 Actual April 1993
Actual May 1997
Actual October 1997
Current Target
First Target 6 This graph highlights several things. The first count ( the red bars) was the original
sample data. Subsequently data has been produced from programs - similar to the
Dead stock programs but the ultimate selection is based on Items with more than 40
uses. Action was again taken in the branches with the greatest problems - in this case
Bathgate, Linlithgow and Armadale, in order to enable them to meet the first target of
20%, and then gradually all other branches, so that they all now meet the current 10%
target. In a similar fashion to Dead Stock the data is produced 4 monthly. Lists of Grubby
stock are produced for each branch and Branch Managers use the lists, either to
remove stock to meet the current target, or to anticipate what they may want to re-
order, since the items on the list have obviously been successful. These decisions are a
matter for their own judgement and available funding. It is not claimed that all the items on the list are Grubby - only that they must, on
average, be nearing the end of their acceptable shelf life. Progress and target
achievement over time shows up clearly, as do problem branches, who have extra
resources made available. In the same way as for dead stock, this performance
indicator has been extended to Light Fiction, Junior Fiction and Audio Stock. 2.4 Stock Relevance It has already been indicated that the Dead and Grubby Indicators are not appropriate
for all stock. Non-fiction, covering basically all of Human Knowledge, is a case in
point. Here, individual item use is not a useful measurement of stock performance.
Instead it is much more useful to look at the use made of ALL the stock in carefully
chosen subject groupings. The groupings chosen are those which were considered
appropriate to the size and mix of libraries in West Lothian. The whole object is to try
to remove intuition, as far as possible, from non-fiction stock decisions, and substitute
INFORMATION which Area and Branch Managers use, to try to match stock
purchase and demand more effectively and make stock more RELEVANT to users
requirements. Data is extracted using a large complex program, which was initially checked very
thoroughly. It is then input to an Excel spreadsheet, which calculates percentages and
averages. The data, measuring as it does, percentages of stock on shelves and average
use per stock area, is then used to identify stock areas which are understocked,
overstocked or on target. West Lothian defined these for their own purposes so e.g. if
less than 30% of stock is on shelves and there is a high average use, then they would
define this stock area as understocked : if more than 75% are on the shelves and there
is a low average use then this area is overstocked : Between these extremes is the
NORM this is the stock condition aimed for in all stock areas. A series of formulae are
then used to construct a re-stocking model for Branch Manager use. Again an
example: If a subject area has low % on shelves then 1 additional item of stock is
added for every 5 already there; if in addition, the stock area has a high average use
count (over 20), 2 items of stock are added for every 5 already in stock. 7 Carmondean Library Non Fiction stock use analysis 1995 1996 In Out Tot % Use Avg In Out Tot % Use Avg 658.8 -
659.99 5 20 25 20% 508 20 15 20 35 43% 697 20 660 -
689.99 28 10 38 74% 278 7 29 7 36 81% 402 11 690 -
699.99 16 8 24 67% 185 8 6 14 20 30% 258 13 700 -
709.99 28 5 33 85% 665 20 25 14 39 64% 676 17 710 -
719.99 13 9 22 59% 184 8 21 6 27 78% 359 13 720 -
729.99 26 6 32 81% 168 5 15 5 20 75% 177 9 730 -
736.99 9 4 13 69% 118 9 7 2 9 78% 130 14 It is possible to see at a glance which areas require action - basically if the cell is
coloured. The different colours indicate different sorts of action required. Looking
from left to right on the spreadsheet, it is possible to see at a glance which areas had
action taken previously, and whether or not problems still exist, e.g. the row
containing 658.8-659.99, at Carmondean library, had a low % on the shelves and had a
high average use in March 1995 - it was obviously understocked. 10 extra volumes
were purchased and although there is now an acceptable level of stock on shelves, the
average use is still high, so there is a need to purchase still more books for this library
in this stock area. Full details on how to use and interpret the spreadsheets is contained
in the 'Toolkit' which accompanies this paper. A restock model sheet is produced next, based on the analysis data in the first
spreadsheet. This indicates specifically, how many items should be purchased, for
each subject area, and which areas should be avoided for stock purchase. Special
funding is available for this purpose, the choice of specific materials and the level of
treatment of the subject being the joint responsibility of individual branch managers
and their Area manager. West Lothian now tailor a large percentage of our non-fiction
purchases specifically towards what borrowers want - ON THE BEST POSSIBLE
RECOMMENDATION - the use they make of existing stock as shown on the
computer system. Area Managers still use their experience and an overall version of
the stock use analysis tool, to purchase sufficient stock across a wider range of
subjects, to ensure an optimum spread of subject coverage . 8 Carmondean Period
Jun-96
Purchases Class Numbers 000 - 001.39 1 001.4-001.69/004-006.99 30 001.9 - 001.99 5 002 - 003.99
007 - 009
100 - 129.99 1 130 - 139.99 12 140 - 149.99
150 - 159.99 20 160 - 169.99 1 170 - 179.99 1 180 - 199.99 1 West Lothian have also identified a way of measuring whether or not this system does
improve stock relevance. Already described are the three basic stock conditions -
Overstocked, Understocked and the Norm. The last stage in Non-fiction stock use
analysis is to count the number of subject areas in each condition and graph them - if
progress is being made the Green line (The NORM) will go up and the other two will
go down. Growing numbers of under or overstocked areas are highlighted and
appropriate action taken. CARMONDEAN LIBRARY : Stock Use Analysis Based on 179 Subject Areas No v 9 4 Mar 95 Mar 96 Mar 97 Mar 98 Mar 99 0 20 40 60 80 100 Subject Areas At 'Norm'
Subject Areas Understocked
Subject Areas Overstocked 9 Additional action is also taken with overstocked areas. In many cases these are our
mistakes from the past - in others, local demand has been satisfied but there may still
be a useful role for the stock. Overstock areas common to two branches are identified
and around 50% of each s stock are randomly selected to Select Lists on the computer
using specially written in- house programs. Using a computer utility, changes are
made to force swaps between the pairs of Branches. This is done for all overstocked
areas to try to give the stock a new lease of life in another library. All of this is a huge logistical exercise, but it all contributes to making non Fiction
stock work harder. Stock Use Analysis provides Branch Managers with their own
stock model - their tool to enable better targeted stock selection. The selection itself is
still the Branch Managers responsibility, with access to additional funding to assist
the whole process of making non fiction stocks more relevant to users demand. Stock
Profiles do gradually change and it is possible to see stock gradually beginning to
mirror more accurately, public demand. Finally on Stock Use Analysis - there is a fall back position. It is designed to change
stock profiles, but West Lothian libraries do have minimum stock levels for under
used areas to preserve a reasonable spread of subject coverage. 2.5 Minimising Waste As part of its ongoing commitment to providing Value for Money, West Lothian
Libraries constantly look at ways of making better use of bookstocks and avoiding
purchasing books which do not achieve maximum possible appropriate use. During
1993, following analysis using the new Dead Stock technique, the two Area
Managers were becoming increasingly concerned about under use of Romances. Many
were being returned to HQ as Dead after as few as 20 issues. At that time these were
purchased on standing order - the order was 1 copy of every title published for each
branch library. The total cost of this commitment was around
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