Makigami, the Art of Systemic Process Improvement

Makigami Example

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…

Where does it originates?

 First Makigami ever made at Fujico Japan

The first ever made makigami in 1996 at Fujico (Japan)

Left you see, as far as we know, the first ‘value stream map for offices’. It was made in 1996 by Okamura-san at Fujico (Japan). Compare the size of the door at the left!
After 10 years it was still being improved, as we could see during a visit in December, 2006.

This Fujico Makigami could be considered to be “The mother of all Makigami’s”. 

It was the inspiration to Arno Koch‘s development of the Makigami Process Improvement methodology.

What’s on a Makigami?

A basic maki gami template consists of 5 area’s:

  1. Activities performed by all involved parties
  2. Documents/media used in communication
  3. Communication lines
  4. Time-analysis
  5. Identified problems

Makigami Analysis is Team Work

Makigami Team presentation

After a succesful ‘1 week makigami workshop’, the team proudly presents it’s findings and results.

Process Improvement Boosterweek

After our long years experience, we enhanced the application of the technique. As a result, it is now possible to make quite deep analyses of the current state and redesign for the future state, within as little as one week. We perform most of such weeks as ‘boosterweeks’. Up to 6 simultaneous cross functional teams go through the process. At the end of the week, they present a 100-day implementation plan.

After a short introduction to the Makigami Theory, the teams will use pre-printed A0 forms (download your makigami template here as pdf files). With this they will work on their own processes.

It is a simple and easy to use tool. However, it is the basic vehicle towards a completely different approach of support- and administrative organizations. As such, it is the key-instrument towards a systemic -or if you wish a holistic- view of the organization and its surrounding. Well performed analyses can be the startpoint to the true next level of successful organizations.

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