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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
it ussually has even more losses than any other factory.and administrative organisations. It is the key-instrument towards a systemic -or if you wish a holistic. Systemic Thinking The Makigami process map. 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.Due to an enhanced application of the technique. visualizes the current process in offices. where processes are usually not transparent. presenting a 100-day implementation plan at the end of the week. The same goes for other service providers. Most of such weeks are performed as 'boosterweeks' where up to 6 simultaneous cross functional teams go through the process. The Purpose of Makigami Purposes The Makigami process map. it is the basic vehicle towards a completely different approach of support. within as little as one week. hospitals: Any place where the 'product' is not directly visible or physical. laboratories. Any of the ‘7 deadly losses’ may (and will) become visible.is not directly visible. basic technique in a wider approach to bring an organisation towards 'systemic thinking and working'. the true next level of successful organisations. Makigami Process Mapping is used to analyze and visualize any 'business' process and is very suitable to use in environments. Since the product -and the wast. nowadays it is possible to make quite deep analyses of the current state and redesign for the future state. Although it is a simple tool and could be used as such. . An office is a factory for information. is the first.view of the organisation and its surrounding.
. Historically grown processes can become transparent. Issue Throughput time Transfers Output errors Value added time Improvement 50% . Lots of transfer points (one desk to the other) can be eliminated.100% less If the time stays the same. fast and more stabile by taking out the identified losses. The steps are described in a manner that the steps can be used separately if needed. the truth seams to be that in 100% of adverse effects this seams to be the case.Dr Deming once said: 'In only 6% of the situations where something goes wrong. because people always act according to the system they are being placed into.90% faster 90% less 90% .5% of the time is non-value adding. Step 0 1 Function Birds eye view Preparing Makigami Process Mapping .. it can directly be assigned to a person. throughput time can dramatically be improve since 95 to 99... For the same output. quality of output goes drastically up. 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. Opportunity The time that has become available can be reinvested in the addition of extra value . 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.things we would like to do. If we study this carefully.or it can be used for new loss-reduction activities.. the VA time sometimes can go down 25% or more. but did not find the time for . Improvements with Makigami Improvements In virtually any value adding process.
5% of the time is non-value adding. where value addition to the customer is leading. Historically grown processes can become transparent. Lots of transfer points (one desk to the other) can be eliminated.100% less If the time stays the same. The full-proof process is to be embedded in the organization that performs a multitude of processes. Compared to a Value Stream Map. The process and the system performing it should be structurally 100% correct and operating full-proof.90% faster 90% less 90% . Typically it stays with the current state. The future state. now should be integrated in an organization that systematically approaches this value creation.or it can be used for new loss-reduction activities. Issue Throughput time Transfers Output errors Value added time Improvement 50% . The Next levels 1. For the same output. Improvements with Makigami Improvements In virtually any value adding process. This is where the PSD is being used. 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. where the low hanging fruit is picked away. the organization is part of a larger system. throughput time can dramatically be improve since 95 to 99. Persons are part of the system. 2.. but did not find the time for . quality of output goes drastically up. fast and more stabile by taking out the identified losses. Opportunity The time that has become available can be reinvested in the addition of extra value . the makigami can also handle nonvisible flows and value creations. .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.things we would like to do. This all has to be integrated seamlessly. the VA time sometimes can go down 25% or more.
And so an ongoing focus of the management is essential. It takes a good deal of communication to all the involved parties. But consider this: When you can afford all those losses. The actual team-based analysis takes some (simple) preparation.?? Isn't that the main task of managers? Just start doing it.. it is worth while! International Qualification Program . Also taking the perspective of value and particularly value to the customer usually needs a paradigm shift that may take a while. the real change of attitude and internalization of 'new behavior' takes at least a year to start with. Difficulties The time consuming part is the preparation for implementation. you could not afford to eliminate them. Although major changes can be achieved within 2 or 3 months. including a draft implementation plan and ToDo list. Unfortunately many managers are 'too busy' to keep focused that long... it will take app. rather than in processes or even systems.. Understandable when drawning in organized losses.. since the new process ussually is fundamentally different from the old one! People tend to think in 'tasks' or 'functions'. 3 to 10 days to perform a full Makigami Process Mapping.How long does it take? Time Needed Depending on the complexity of the process and the experience of the participants..
Scope of the award Awards will be granted per site. To achieve a corporate award. showing consistent major improvements At least 4 supporting 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 . 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. Makigami. 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. people.International Makigami Qualification Program To assure consistency in your improvement efforts. Level 3 Silver Award At least 1 key-process has been designed and implemented according to the Makigami Design Principles.Info prepares an extensive hands-on qualification program. 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. 80% of the sites need to have achieved the award applied for.
they where flabbergasted about the complexity of such a 'regular. Full conversion from push to pull planning. manager neurosurgery. floor manager. 'Hernia') from an average 107 days to 14 days! Two multi disciplinary teams of each 6 people went December 11 and 12. They are tokens of achieving outstanding breakthroughs. . 2006 through a Makigami analysis of the treatment of 'a hernia'. like.Diamonds Diamonds can be applied for at any level. In the teams participated: hospital manager. with fluctuations between 37 and 270 days. Makigami for treatment of 'lumbosacral radicular syndrome (LRS)' Neurosurgical Science centre Tilburg (St Elisabeth Hospital) Treatment of lumbosacral radicular syndrome (LRS. 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. standard treatment'. On average a patient is 'on the way' for 107 days. MRP system switched off. Full conversion to process teams Zero Emission Factory Zero Defect primary Process Etc.
Many ideas for the future state of the process are born in this phase. compared to 9 sheets in the current situation. both teams presented the results at each other and invited guests. Sharing different perspectives is a crucial goal in this 'exercise'. and neurosurgeons.5 days to fully understand and describe the current process. During this phase many ideas where raised and discussed. None of them had knowledge of the whole process. most where even not aware of parts of the process.5 Makigami sheets. depending the route it would take. The future state of the process could be described at 1. department assistants. Lots of complexity is eliminated! Makigami Team-kit . secretaries. Valuable issues where parked for further investigation. At the end of the second day. nurses. It took the teams about 1. They all firmly believed it should be possible to go through the whole process in between 4 to 14 days.
Blue. 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 . Green (i. Green (i. including: Pair of Scissors Pritt Crepe Tape Postits Yellow Postits Green Postits Red Postits Blue Marker thin point Red. Blue.Per team needed: Team-box. Yellow.e Edding 3000) Marker fat point Red.e. Edding 500) A4 Red.
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 % +/- .
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) .OTIF Correct & Complete Corrective Cost per Transaction Opinions .
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 .
06.Dem CETPM ist es gelungen.06. Nach einer bekannten Studie stecken etwa 30 % Produktivitätspotential in administrativen Prozessen.de/Vorabinfo_CETPM_Fachtagung_%202007.pdf?u=nl172 Merken Sie sich diese Tagung jetzt schon vor! Ein anspruchsvolles Programm rund um TPM. als Fachaussteller auf dieser Tagung aufzutreten. Arno Koch konnte bespielsweise bei seinem letzten Office-TPM-Workshop bei einem bekannten Getränkehersteller mehrere Millionen Euro sofortige Einsparungen erzielen. . Oktober 2007 Sie erhalten als Leser des CETPM-Newsletters exklusiv die Möglichkeit einen Blick auf das vorläufige Programm der Fachtagung in Mannheim zu werfen.2007 und in dem Rüstzeitoptmierungsworkshop bei KAMAX am 27.may@cetpm. Constantin May Residenzstraße 8 D-91522 Ansbach Tel.4877-233 E-Mail constantin. schauen Sie mal hier: http://www. Nutzen auch Sie die Möglichkeiten von Office-TPM! Nähere Infos und Anmeldemöglichkeit hier. Erstmals bieten wir auch eine begleitende Fachausstellung. den anerkannten Office-TPM. +49 (0) 981 .de http://www.4877-230 Fax +49 (0) 981 .und Makigami-Sepzialisten Arno Koch für das kommende Seminar "TPM in administrativen Prozessen / World Class Office" zu gewinnen. und 12. was das CETPM für Sie auf die Beine gestellt hat. Juni frei. Wenn Sie neugierig sind. Wenn Sie Interesse haben. Lean und SixSigma bietet in dieser Form nur das CETPM. Herzliche Grüße aus Ansbach Ihr Constantin May mit seinem Team Centre of Excellence for TPM Fachhochschule Ansbach Prof.de/ Um sich von diesem Newsletter abzumelden. klicken Sie bitte auf diesen Link. Dr. senden Sie bitte eine Email an Frau Barbara Turck .cetpm. Fachtagung „Operational Excellence“ am 24. und 25. und 28.2007 in Homberg/Ohm. Freie Plätze gibt es auch noch in unserem "TPM-Schnupperkurs" am 20.cetpm. Wir haben noch einige Plätze für das Seminar am 11.
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