In the wake of recent economic challenges, it is imperative that academic libraries find ways to sustain their services. Many process improvement methodologies exist to increase an organization's operational efficiency and effectiveness. Among these methods, lean thinking deserves attention because its emphasis aligns well with academic libraries' mission—to create value as defined by customers. This article describes lean thinking's philosophy, methods, and tools applicable to academic libraries. We develop a swim lane process map of Kansas State University Libraries' eResources management workflow to demonstrate how lean thinking can be used to identify non-value-adding activities. We also analyze a standard budgetary report to identify digital waste as seen in non-value-adding data from acquisitions activities.
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