Where the method comes from

Makigami means "paper roll" in Japanese. It is a structured method that records and helps to analyse all losses occurring in the value-added process.

This is central

Makigami is a process mapping technique. The improvements with Makigami have an effect on throughput times, errors, process stability, costs, etc.
This method is often used for processes where the product or service is not immediately apparent, such as in administrative departments, hospitals or laboratories.
It is a group work that involves all actors in the process.
The duration of a Makigami analysis depends on the complexity of the process and the experience of the participants.

This is the procedure

Analysis in 6 steps:

Step 1: Preparation

  • Select a process and clearly define the start and end points
  • Identify the team members who will participate in the analysis: involve all disciplines, not forgetting suppliers and customers.
  • Find all media

Step 2: Describe the current state of the process by making the invisible visible.

  • Identify all actors in the process in the left column, starting with the customer.
  • Describe all activities chronologically for each actor in detail: The activity or the action of the actor is descibed with a verb and a subject. For example: instead of [Sale] [Receives request] set [Sale] [Confirms receipt].
  • Drag the communication lines from one activity to another: Who transmits what to whom? You can use colour codes to indicate whether the information is always correct, punctual and complete (green) or, on the contrary, if there is a discrepancy (red).
  • For each activity, evaluate the time needed (start and end of the activity) and bottlenecks.
  • Collect all documents, systems and data used in this process.

Step 3: Distinguish what is of value from losses

  • As a team, distinguish between activities that are necessary and those that can be eliminated, problematic activities where the team is divided in terms of use, and non-problematic activities that have little potential for improvement.
  • Calculate what proportion of time is of value.

Step 4: Develop and visualise the ideal situation

  • By removing all activities without added value, the team shapes the new process by adding maximum value to the process.
  • The team then determines how to move from the current process to the ideal process.

Step 5: Create and implement a detailed improvement plan

  • A detailed plan of who does what when for each activity is drawn up by the team and validated by the people in charge.
  • Updating standards and providing the necessary training.

Step 6: Further improvement - Once the improvement plan is implemented, continue to identify potential for improvement through Kaizen workshops or ideas.


Makigami Introduction auf Deutsch

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