Q: How do we apply makigami to improve non-value adding processes; or processes that seem to be ‘working’ but in actual fact, value is diminishing, especially when general mindsets are “why change it if it’s working”
Don’t fix it if it ain’t broke?
A: Ah! Isn’t that a general problem for all those who want to improve things in an organization?
“Don’t fix it if it ain’t broke” is merely a matter of fear and non understanding what is really going on. You wouldn’t fly aircrafts like that, right?
Imagine you work in petrochemical industry. How does the organization do this in your plants? Wait till it brakes down? Of course not!
Take this analogy. You would make a survey or assessment to see where the flaws or improvement opportunities are, and make a cost-profit analyses, right?
Well this is the beauty op Makigami: if you make a current state analysis, you would visualize not only your current process, but also its flaws and probably you get a pain in the stomach about the enormous improvement potential. Just do it with the people involved in the process it selves. Do not convince them, they will convince themselves ánd the management…
Q: What is Value adding versus Waste? let’s take an example: when I make an email for an another department, what is Value adding and what is Waste during this activity, same for the people who will receive the email and read it?
A: There are 3 reasons to do something in your company:
- It makes the primary process (your conversion, say ‘the line’or ‘the machine’) run more efficient or more effective. (I see no way how an email makes this happen…)
- It does not influence the line, but it makes the customer happy. (May I assume the customer does not care about this email?)
- Now, if the customer does not care and the line is not running better, there can only be one more reason to do it: It is a legal obligation (no, not some company rule but really LEGAL and please take lawbook with it to check what it says).
Since in my country there are no legal obligations as far as I now to send emails… draw your conclusion!
Now please refrain from all kind of mind constructions how emails make machines run better… that is all just organizing problems instead of eliminating them.
Ask your selves: Who needs what information to do what, that really really needs to be done otherwise the company falls apart… And how can he get it in most optimal way. Now emails are extremely rare to be value creating….
– you may not get the answer you like, but maybe, just maybe you get the answer you need… –