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Makigami literally means: 'Role of Paper' in Japanese.
But it is also the 'Action Script' to the Ninja (who holds this as role of paper in front of him).
It contains 'the Golden Rules' -the basic principles- the actions that really matter...
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On the left you see "The mother of all Makigami's" made in 1996 by Okamura-san at Fujico (Japan).
Compare the size of the door at the left!
After 10 years it is still being improved, as we could see during a visit in December, 2006.
The Makigami's being developed in Europe are modified to suite our needs; we use post-its and need a different layout (Japanese writing allows vertical text)
Basically it consist of 4 area's:
1. Activities performed by different parties
2. Documents/media used in communication
3. Time-analysis
4. Identified problems
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Due to an enhanced application of the technique, nowadays it is possible to make quite deep analyses of the current state ánd redesign for the future state, within as little as óne week.
Most of such weeks are performed as 'boosterweeks' where up to 6 simultaneous cross functional teams go through the process, presenting a 100-day implementation plan at the end of the week.
Although it is a simple tool and could be used as such, it is the basic vehicle towards a completely different approach of support- and administrative organisations. It is the key-instrument towards a systemic -or if you wish a holistic- view of the organisation and its surrounding; the true next level of successful organisations.
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Purposes
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The Makigami process map, visualizes the current process in offices, laboratories, hospitals: Any place where the 'product' is not directly visible or physical.
An office is a factory for information. Since the product -and the wast- is not directly visible, it ussually has even more losses than any other factory. The same goes for other service providers.
Makigami Process Mapping is used to analyze and visualize any 'business' process and is very suitable to use in environments, where processes are usually not transparent.
Any of the ‘7 deadly losses’ may (and will) become visible.
The Makigami Process Map also can be used to improve the investigated process by designing a future state map after taking away the identified losses.
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Systemic Thinking
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The Makigami process map, is the first, basic technique in a wider approach to bring an organisation towards 'systemic thinking and working'.
Dr Deming once said:
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'In only 6% of the situations where something goes wrong,
it can directly be assigned to a person.
In the other 94% is due to the system where this person was acting in'
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In other words: We place people in systems where the system invites us to make mistakes rather then preventing them...
If we study this carefully, the truth seams to be that in 100% of adverse effects this seams to be the case, because people always act according to the system they are being placed into...
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Improvements
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In virtually any value adding process, throughput time can dramatically be improve since 95 to 99,5% of the time is non-value adding..
Lots of transfer points (one desk to the other) can be eliminated.
Historically grown processes can become transparent, fast and more stabile by taking out the identified losses.
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Issue
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Improvement
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Throughput time
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50% - 90% faster
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Transfers
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90% less
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Output errors
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90% - 100% less
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Value added time
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If the time stays the same, quality of output goes drastically up. For the same output, the VA time sometimes can go down 25% or more.
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Opportunity
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The time that has become available can be reinvested in the addition of extra value - things we would like to do, but did not find the time for - or it can be used for new loss-reduction activities.
In this way the negative spiral of 'starvation due to cost-cutting' can be turned around in 'profit growth due to becoming better and better' -in other words real continuous improvement.
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