■ Introduction

Efficiency of operation – essentially the transformation of available inputs into the maximum number of high quality outputs, or the production of the required number of high quality outputs from as few inputs as possible – is an important part of performance measurement. Apart from any other consideration, accountability for the use of, often public, funding requires that processes are as efficient as possible. Libraries have addressed this requirement for many years. In this chapter we will look at some of the ways in which efficiency can be measured.

A useful perspective on assessing process performance is to think of the organization as a series of units which are dependent on each other, acting as each other's suppliers and customers. The following example illustrates the point:

This idea has been encapsulated in the concept ofquality chains, encouraging a stress on the importance of internal customer satisfaction. Using classic definitions of quality, we can ask whether the product which is handed over to the next person in the chain is fit for that person's purpose and meets that person's requirements. Asking these questions provides a powerful tool for identifying where things may be going wrong, or where inefficiencies may be occurring. As with all chains, the strength of the whole is defined by the strength of the weakest link.