Where to use Makigami Process Analyses?

Use it for value-streams in any visual and non-visual process

‘Makigami is basically a very structured Value Stream Map.
It is designed to be used on non-visual processes like in offices.’ 

Visual versus Non-Visual processes

In a factory, one can walk through the process, make observations and count stock, WIP, cycle-times etc.; in an office many things need to be simulated or grasped form in-direct observations or interviews.

To comfort this process of visualizing an invisible process, the Makigami supports and guides.

Levels for Makigami Analysis

 Makigami can be applied on several levels in the organisation:

Processes within a group of people

People working together may not be physically in the same place. Who does what at what moment? How are data being transported? How long does it take? 

Processes within a department

Although people in a department may be physically in the same office, and even have clearly described tasks and responsabilities, that doen’t mean they work together in a smooth way. 

Processes flowing through several divisions or departments

Departments can be fortresses with huge walls. How do they interact? Who is doing what and how?

Inter company transfers between companies in a multinational

The higher the level of observation, the more fuzzy it becomes how the process keeps flowing. Procedures will be present, but flow is most likely absent.

Makigami or Value Stream Map (VSM)?

Makigami IS a Value Stream Map, however it is more structured.

I also use Makigami as the tool for classical VSM analyses in factories (and even for risc-analyses), to gain a process oriented view. In the beginning this ‘feels’ strange because the team usually is not acquainted to ‘think in process-flows’, but once taken this hurdle, it helps enormously to see where the flow has its obstacles!

 

The Makigami Method 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 sessions can be the starting point to the true next level of successful organizations.

Makigami can also be used in Risc Analyses and to find root-causes of problems.

As a result of the structured execution and appearance of a Makigami-analysis, it gives a systemic insight in the investigated process. As a side effect, root-causes of actual- and potential problems reveal themselves. When approaching the analysis from a  risc perspective, it is relatively easy to see what could or will happen in what situation. And thus how to prevent it!

Specially in the future state design this should be build in.

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