MAKIGAMI Announcement New OEE Industry Standard Makigami ...

and the Art of Systemic Process Improvement

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...

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

Due to an enhanced application of the technique, nowadays it is possible to make quite deep analyses of the current state and redesign for the future state, within as little as one 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. The Purpose of Makigami Purposes 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. Systemic Thinking 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: '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'

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... Improvements with Makigami

Improvements

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.

Issue Throughput time Transfers Output errors Value added time

Improvement 50% - 90% faster 90% less 90% - 100% less 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.

Opportunity

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.

Making a Makigami
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 0 1 Function Birds eye view Preparing Makigami Process Mapping

2 3 4

Making the Makigami Current State Process Map Making a deep loss-analysis 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 losselimination. 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 nonvisible flows and value creations. The future state, where value addition to the customer is leading, now should be integrated in an organization that systematically approaches this value creation.

The Next levels

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. Improvements with Makigami

Improvements

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.

Issue Throughput time Transfers Output errors Value added time

Improvement 50% - 90% faster 90% less 90% - 100% less 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.

Opportunity

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.

How long does it take?

Time Needed

Depending on the complexity of the process and the experience of the participants, it will take app. 3 to 10 days to perform a full Makigami Process Mapping, including a draft implementation plan and ToDo list. The actual team-based analysis takes some (simple) preparation.

Difficulties

The time consuming part is the preparation for implementation. It takes a good deal of communication to all the involved parties, since the new process ussually is fundamentally different from the old one! People tend to think in 'tasks' or 'functions', rather than in processes or even systems. Also taking the perspective of value and particularly value to the customer usually needs a paradigm shift that may take a while.

Although major changes can be achieved within 2 or 3 months, the real change of attitude and internalization of 'new behavior' takes at least a year to start with... And so an ongoing focus of the management is essential. Unfortunately many managers are 'too busy' to keep focused that long... Understandable when drawning in organized losses. But consider this: When you can afford all those losses, you could not afford to eliminate them...?? Isn't that the main task of managers? Just start doing it, it is worth while!
International Qualification Program

International Makigami Qualification Program

To assure consistency in your improvement efforts, Makigami.Info prepares an extensive hands-on qualification program.
Scope of the award

Awards will be granted per site. To achieve a corporate award, 80% of the sites need to have achieved the award applied for.
Levels

Level 1 Commitment Award

At least 2 processes have been analyzed (current and future state) Future state design showed plausible improvements >50% 100 days implementation programs have been written 2 facilitators have been trained Management has given approval and resources to fulfill implementation plan

Level 2 Bronze Award

The Analysis and Design phases have been performed according to the Makigami Standards At least 2 processes have been designed according to the Makigami Design Principles At least 2 processes have been implemented and show consistent major improvements No money, people, space or complexity have been added At least 2 new processes have been approved and scheduled to be analyzed Upper-and middle management actively support the improvement process.

Level 3 Silver Award

At least 1 key-process has been designed and implemented according to the Makigami Design Principles, showing consistent major improvements At least 4 supporting processes have been designed and implemented according to the Makigami Design Principles, showing consistent major improvements A feasible masterplan has been designed and approved to improve all key-processes

Level 4 Gold Award

All key-processes have been designed and implemented according to the Makigami Design Principles, showing consistent improvements A feasible masterplan has been designed and approved to improve all support-processes

Diamonds Diamonds can be applied for at any level. They are tokens of achieving outstanding breakthroughs, like;

Full conversion from push to pull planning; MRP system switched off. Full conversion to process teams Zero Emission Factory Zero Defect primary Process Etc.

Makigami for treatment of 'lumbosacral radicular syndrome (LRS)'

Neurosurgical Science centre Tilburg (St Elisabeth Hospital)

Treatment of lumbosacral radicular syndrome (LRS, 'Hernia') from an average 107 days to 14 days!

Two multi disciplinary teams of each 6 people went December 11 and 12, 2006 through a Makigami analysis of the treatment of 'a hernia'. The process starts with the visit at a neurologist and ends when the patient is correctly being treated. Both teams came up with more than 10 meters of analysis each! Although involved in the process at a daily basis, they where flabbergasted about the complexity of such a 'regular, standard treatment'. On average a patient is 'on the way' for 107 days, with fluctuations between 37 and 270 days. In the teams participated:

hospital manager, manager neurosurgery, floor manager,

nurses, secretaries, department assistants, and neurosurgeons.

None of them had knowledge of the whole process, most where even not aware of parts of the process.

It took the teams about 1,5 days to fully understand and describe the current process. During this phase many ideas where raised and discussed. Valuable issues where parked for further investigation. Sharing different perspectives is a crucial goal in this 'exercise'. Many ideas for the future state of the process are born in this phase.

At the end of the second day, both teams presented the results at each other and invited guests. They all firmly believed it should be possible to go through the whole process in between 4 to 14 days, depending the route it would take. The future state of the process could be described at 1,5 Makigami sheets, compared to 9 sheets in the current situation. Lots of complexity is eliminated! Makigami Team-kit

Per team needed: Team-box, including:

Pair of Scissors Pritt Crepe Tape Postits Yellow Postits Green Postits Red Postits Blue Marker thin point Red, Blue, Green (i.e Edding 3000) Marker fat point Red, Blue, Green (i.e. Edding 500) A4 Red, Yellow, Green Makigami A0: o 2 head o 2 tail o 4 middle sections

Presentation:

3 boards 244x122 or similar 3 flip-over stands to put boards on

International Format for Process Improvement Case Descriptions

International Format for

Process Improvement CASE DESCRIPTIONS

Name of the Process

Start Situation General Process Description Organization Branche General description of the process

Why this process needed to be improved What at are the problems? How severe are those problems

What is known? KPI's ISO meets Reality? Is there a target to aim for?

KPI Comparison
Average Throughput time Fastest Slowest Value Added Time Non Value Added Time # Forms/Data carriers # Transfers # Proces Touches #Transactions Total

Current State

Designed Future State

Realized Future State

% +/-

OTIF Correct & Complete Corrective Cost per Transaction

Opinions - Responses - Experiences

Customer(s) to the process Person who gave assignment People who work in process Improvement Team

Essence of the solution/improvement

Estimation of the value of this improvement (in money or auditable outcome)

According to Future State Design

Direct costs Cost in earlier/later process Improved Revenues

Realized

v1.1 Arno Koch

office workshop

Der CETPM-Newsletter
Aktuelle Mitteilungen des CETPM

es gibt wieder einmal viel Neues vom CETPM zu berichten:

Office-TPM-Seminar mit dem Makigami-Guru Arno Koch

Dem CETPM ist es gelungen, den anerkannten Office-TPM- und Makigami-Sepzialisten Arno Koch fr das kommende Seminar "TPM in administrativen Prozessen / World Class Office" zu gewinnen. Wir haben noch einige Pltze fr das Seminar am 11. und 12. Juni frei. Nach einer bekannten Studie stecken etwa 30 % Produktivittspotential in administrativen Prozessen. Arno Koch konnte bespielsweise bei seinem letzten Office-TPM-Workshop bei einem bekannten Getrnkehersteller mehrere Millionen Euro sofortige Einsparungen erzielen. Nutzen auch Sie die Mglichkeiten von Office-TPM! Nhere Infos und Anmeldemglichkeit hier. Freie Pltze gibt es auch noch in unserem "TPM-Schnupperkurs" am 20.06.2007 und in dem Rstzeitoptmierungsworkshop bei KAMAX am 27. und 28.06.2007 in Homberg/Ohm.

Fachtagung Operational Excellence am 24. und 25. Oktober 2007

Sie erhalten als Leser des CETPM-Newsletters exklusiv die Mglichkeit einen Blick auf das vorlufige Programm der Fachtagung in Mannheim zu werfen. Wenn Sie neugierig sind, was das CETPM fr Sie auf die Beine gestellt hat, schauen Sie mal hier: http://www.cetpm.de/Vorabinfo_CETPM_Fachtagung_%202007.pdf?u=nl172

Merken Sie sich diese Tagung jetzt schon vor! Ein anspruchsvolles Programm rund um TPM, Lean und SixSigma bietet in dieser Form nur das CETPM. Erstmals bieten wir auch eine begleitende Fachausstellung. Wenn Sie Interesse haben, als Fachaussteller auf dieser Tagung aufzutreten, senden Sie bitte eine Email an Frau Barbara Turck .

Herzliche Gre aus Ansbach Ihr Constantin May mit seinem Team Centre of Excellence for TPM Fachhochschule Ansbach Prof. Dr. Constantin May Residenzstrae 8 D-91522 Ansbach Tel. +49 (0) 981 - 4877-230 Fax +49 (0) 981 - 4877-233 E-Mail constantin.may@cetpm.de http://www.cetpm.de/

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