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Eliminating Losses through Makigami Analysis (Process Flow)

Companies have been practicing improvement projects / themes for loss elimination to cut costs and to build competitiveness. This practice has been giving companies good results. But, it has been observed that these projects / themes are generally considered in isolation leading to full benefits not being reaped by the companies. One of the best tools to get the full or overall benefit of an improvement is the process mapping tool or the Makigami Analysis.


MAKIGAMI ANALYSIS technique is a structured approach to detect all the losses that are occurring in the flow of an activity; be it a manufacturing process from the raw material purchase stage to the finished product dispatch stage or a cheque processing from the invoice receipt to the cheque dispatch or many more such cases. It captures all the sub activities of a process in depth; and analysis is done for identifying the non – value – adding activities or losses and action taken to solve them. The methodology adopted in this process would lead to the best design of a future state process based on loss elimination.

It is a simple but very effective tool that has given excellent benefits for those companies which have applied them to their processes of manufacturing or the administrative offices.

The primary objective of the Makigami Analysis is to:

  • Understand the existing process
  • Identify as many sub processes as possible within the process
  • Look for scope of improvement in each of the sub process
  • Identify and take action on the losses to develop a highly efficient process

To spread the knowledge of “Makigami Analysis” for the benefit of Indian Industry, TPM Club India is organizing the “ Makigami Analysis Seminar”.

Faculty: Mr Ganapathy L S, Counsellor, TPM Club India.

Target Audience: Seminar is designed for Functional Heads, Senior Managers & Managers from Manufacturing, Quality, Stores, Purchase, Accounts, Marketing, Warehouse and HRD & Personnel functions from the industries.

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