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    The Toyota Way to Effective Strategy Deployment Using Hoshin Kanri: Toyota Production System Concepts
    The Toyota Way to Effective Strategy Deployment Using Hoshin Kanri: Toyota Production System Concepts
    The Toyota Way to Effective Strategy Deployment Using Hoshin Kanri: Toyota Production System Concepts
    Ebook81 pages50 minutes

    The Toyota Way to Effective Strategy Deployment Using Hoshin Kanri: Toyota Production System Concepts

    By Mohammed Hamed Ahmed Soliman

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    About this ebook

    The purpose of this book is to present a set of guidelines to be used in the application of lean strategy principles and tools in modern organizations. This book aim is to highlight the potential role played by lean strategy tools for strategic planning and strategic management in the reference to the Hoshin Kanri policy deployment system.

    This book discusses several themes driven and concluded from Toyota that are required to deploy strategies and align goals.

    The book highlights the potential for the Hoshin Kanri deployment process in manufacturing environments. It emphasizes the importance of leadership development and the usefulness of using the correct coaching behavior to support learning acquisition and decision-making.

    The book demonstrates how Hoshin Kanri may be effectively used for strategic management and to improve communication from top to down when professionals are sufficiently trained and frontline staff is engaged.

    In general, lean strategy deployment is still an emerging research topic addressed by only a limited number of references. Some of these references have explained Hoshin Kanri as a tool for strategic management and planning to achieve the goals and they explain how the method aligns corporate strategic objectives as defined and managed by senior managers (at the strategic level) with the plans and activities of middle management and teams (tactical level) and the work done by the employees (operational level). This process is called catching balls, as all three levels of management must negotiate back and force until they agree about the goals and the action plans. However, catching balls is just one aspect of Hoshin Kanri. What is usually miss is the philosophy and the culture which are the most important parts for a successful Hoshin Kanri process across the organization. This book is closing this gap.

    LanguageEnglish
    Publisherpersonal-lean.org
    Release dateOct 25, 2023
    ISBN9798223388517
    The Toyota Way to Effective Strategy Deployment Using Hoshin Kanri: Toyota Production System Concepts
    Author

    Mohammed Hamed Ahmed Soliman

    Mohammed Hamed Ahmed Soliman is an industrial engineer, consultant, university lecturer, operational excellence leader, and author. He works as a lecturer at the American University in Cairo and as a consultant for several international industrial organizations. Soliman earned a Bachelor's of science in Engineering and a Master's degree in Quality Management. He earned post-graduate degrees in Industrial Engineering and Engineering Management. He holds numerous certificates in management, industry, quality, and cost engineering. For most of his career, Soliman worked as a regular employee for various industrial sectors. This included crystal-glass making, fertilizers, and chemicals. He did this while educating people about the culture of continuous improvement. Soliman has more than 15 years of experience and proven track record of achieving high levels of operational excellence to a broad range of business operations including manufacturing, service and healthcare. He has led several improvement projects within leading organizations and defined a lot of savings in the manufacturing wastes stream. Soliman has lectured at Princess Noura University and trained the maintenance team in Vale Oman Pelletizing Company. He has been lecturing at The American University in Cairo for 8 years and has designed and delivered 40 leadership and technical skills enhancement training modules. In the past 4 years, Soliman's lectures have been popular and attracted a large audience of over 200,000 people according to SlideShare's analysis.. His research is one of the most downloaded works on the Social Science Research Network, which is run by ELSEVIER. His research is one of the most downloaded works on the Social Science Research Network, which is run by ELSEVIER. Soliman is a senior member at the Institute of Industrial and Systems Engineers and a member with the Society for Engineering and Management Systems. He has published more than 60 publications including articles in peer reviewed academic journals and international magazines. His writings on lean manufacturing, leadership, productivity, and business appear in Industrial Engineers, Lean Thinking, Industrial Management, and Sage Publications. Soliman's blog is www.personal-lean.org.

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      Book preview

      The Toyota Way to Effective Strategy Deployment Using Hoshin Kanri - Mohammed Hamed Ahmed Soliman

      About This Book

      The motivation behind this book is to give a lot of rules to be utilized in use of lean strategy standards and instruments in modern associations. This book expects to feature the pretended by lean strategy technique for vital strategic planning and management, especially in reference to the Hoshin Kanri strategy deployment system. This book is addressing a gap in the knowledge of effective Hoshin Kanri process over the association.

      This book review subjects driven and finished up from Toyota that are required to implement strategies and adjust objectives all through the association. The book center around Hoshin Kanri deployment process. It underlines the significance of leadership/pioneer and the helpfulness of utilizing the right training daily practice to help lean progress and improve strategy execution in the whole association. This is the first book (along with Hoshin Kanri book) to comprehensively review Hoshin Kanri with reference to the Toyota business practice.

      Hoshin Kanri might be successfully utilized for deploying strategies and to improve correspondence from top to down which must be accomplished if experts are adequately prepared and frontline staff is engaged into daily continuous improvement efforts. 

      Introduction

      In numerous associations , lean usage is frequently trademark by discontinuity, confinement, and disconnection. The usage of lean in an association requires social change, which, thus, requests leadership characteristics and the capacity to roll out maintainable improvement (Keiser, 2012; Mann, 2012); an improvement culture is a piece of this behavior change (Dombrowski and Mielke, 2013).

      The inability to connect the top administration objectives with day-by-day management at the operational level is a significant reason for lean disappointment at the endeavor wide. Means, associations that are utilizing lean strategy to improve business activities won't have the option to accomplish their business destinations and improve the whole association without the best possible connection (Witcher, 2002). The effect of lean is regularly too diffuse when hurrying off in various ways, seeking after various thoughts of the most significant issues to tackle without arriving in a desperate predicament line and soon the lean activity will look like simply wild activity without course (John and Roger, 2010). Simultaneously, when organizations have the goals to peruse without every day critical thinking to accomplish the objectives they won't succeed.

      Associations are regularly portrayed by the bureaucracy of the executives rehearses (Flamoholtz and Randle, 2007). Anyway, these kinds of practices require change as associations advance, as improvement is accompanied by expanded strain to institutionalize work division, administrative undertakings, and frameworks (Daily et al., 2002; Joyce and Woods, 2003; Phelps et al., 2007). A significant piece of such change is the presentation of a strategic administration framework, for example the identification of strategy deployment system and usage (Lorange, 1982; Romano and Ratnatunga, 1994; Kaplan and Norton, 2008; Achtenhagen wt al., 2014; Soliman, 2017).

      As of late, there has been an expansion in the utilization of lean standards and strategies – the idea of improving value-added work and eliminating waste. A few papers recommend this has been a constructive encounter (Graban, 2011; de Bucourt et al., 2012; Brown and Duthe, 2009; Melanson et al., 2009; Rutledge et al., 2010); in any case, authors have contended that lean possibly accomplish the ideal outcomes if its utilization improves the critical thinking capacities of individuals in the whole foundations, and that leadership is basic in achieving and continuing lean outcomes (Mann, 2009; Simon and Canacari, 2012; Morrow et al., 2012; Davis and Adams, 2012; Baird et al., 2011; Dombrowski and Mielke, 2013). Hoshin Kanri is a way of thinking that permit senior pioneers, directors and representatives to concentrate energies on the key needs. The utilization of Hoshin Kanri, which connects the most significant level, true north goals of security, quality, consumer loyalty, and monetary stewardship to explicit activities, help keep senior pioneers concentrated on needs, information, and results, and it's an extraordinary strategy. Associations that are attempting to utilize lean approach to improve their organizations without shared vision or clear purposes that adjust individuals, plans, techniques, and endeavors with procedures to accomplish their business targets are not profoundly fruitful associations (Liker and Convis, 2012; Ahmed, 2013)).

      Concentrating just on the tools; applying value stream mapping and the other lean toolboxes won't make great associations more prominent. In the event that

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