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General description
This description of the Makigami Process Mapping consists of several steps to perform. The steps are described in a manner that the steps can be used separately if needed.


Step
Function
0
Birds eye view
1
Preparing Makigami Process Mapping
2
Making the Makigami Current State Process Map
3
Making a deep loss-analysis
4
Designing a loss-free Future State Process Map

 


Difference to other process mappings
Most process mapping techniques do not have a structural approach to detect the real losses and design a future state process based on loss-elimination.
Typically it stays with the current state, where the low hanging fruit is picked away.
Compared to a Value Stream Map, the makigami can also handle non-visible flows and value creations.

The Next levels

The future state, where value addition to the customer is leading, now should be integrated in an organization that systematically approaches this value creation.

1. The process and the system performing it should be structurally 100% correct and operating full-proof. This is where the PSD is being used.
2. The full-proof process is to be embedded in the organization that performs a multitude of processes. Persons are part of the system, the organization is part of a larger system. This all has to be integrated seamlessly.   

Comments (2)Add Comment
...
written by Heike, February 01, 2008
Bei der Ermittlung der Aktionszeit gehen unsere Meinungen auseinander: Wird nur die Aktionszeit des Prozessinhabers ermittelt oder auch die Zeiten der Schnittstellen? Wir streiten hier ein bisschen, aber vielleicht kann sich noch jemand erinnern, wie wir es in der Übung gemacht haben.
...
written by Administrator, February 01, 2008
Es geht hier um die Zeit wo der Prozess (also nicht die Person) ‚angefasst’ wird, also wo irgend eine Aktion auf den Prozess zugreift. Bedenke: Makigami schaut immer aus der Sicht des Prozesses! Also zwischen den verschiedenen Aktionszeiten gibt es wahrscheinlich viele Wartezeiten: dass ist genau was man sichtbar machten möchte! Im Ideal Fall schließen alle Aktionszeiten gegen einander an únd sind Wertschöpfend únd werden optimal ausgeführt.

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