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    Hoshin Kanri

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    saifie
    Hoshin Kanri is a method of strategic quality management developed in Japan in the 1960s that brings together concepts of total quality management and business strategy. It uses consensus and self-assessment to review progress against identified areas for change and improvement. A key aspect is the "catch ball" process of iterative discussion and debate to develop appropriate targets and plans for deployment across all organization levels. Performance is measured by self-assessment against targets and plans. The goals of the vision and strategic objectives are deployed through daily work processes to ensure all activities contribute to achieving vital goals and transforming the vision into reality.

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    Hoshin Kanri

    Uploaded by

    saifie
    93 views3 pages
    Hoshin Kanri is a method of strategic quality management developed in Japan in the 1960s that brings together concepts of total quality management and business strategy. It uses consensus and self-assessment to review progress against identified areas for change and improvement. A key aspect is the "catch ball" process of iterative discussion and debate to develop appropriate targets and plans for deployment across all organization levels. Performance is measured by self-assessment against targets and plans. The goals of the vision and strategic objectives are deployed through daily work processes to ensure all activities contribute to achieving vital goals and transforming the vision into reality.

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    Hoshin Kanri is a method of strategic quality management developed in Japan in the 1960s that brings together concepts of total quality management and business strategy. It uses consensus and self-assessment to review progress against identified areas for change and improvement. A key aspect is the "catch ball" process of iterative discussion and debate to develop appropriate targets and plans for deployment across all organization levels. Performance is measured by self-assessment against targets and plans. The goals of the vision and strategic objectives are deployed through daily work processes to ensure all activities contribute to achieving vital goals and transforming the vision into reality.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    93 views3 pages

    Hoshin Kanri

    Uploaded by

    saifie
    Hoshin Kanri is a method of strategic quality management developed in Japan in the 1960s that brings together concepts of total quality management and business strategy. It uses consensus and self-assessment to review progress against identified areas for change and improvement. A key aspect is the "catch ball" process of iterative discussion and debate to develop appropriate targets and plans for deployment across all organization levels. Performance is measured by self-assessment against targets and plans. The goals of the vision and strategic objectives are deployed through daily work processes to ensure all activities contribute to achieving vital goals and transforming the vision into reality.

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    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
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    The key takeaways are that Hoshin Kanri is a strategic quality management method used to deploy organizational strategy through consensus building, goal cascading, and self-assessment. It involves setting a long-term vision and vital goals which are deployed through annual plans and individual tasks.

    Hoshin Kanri is a method of strategic quality management developed in Japan involving consensus building, goal deployment, and self-assessment. It uses an iterative 'catch ball' process to discuss plans and targets at all levels. Performance is measured through self-assessment against identified targets and plans.

    The six main steps in the Hoshin Kanri process are to formulate a 5-year vision and vital goals, define an annual plan to realize the vision, agree on optimum targets and means for their achievement, identify tasks to achieve the means, conduct monthly self-reviews, and hold annual reviews to confirm the vision and plan.

    Hoshin Kanri

    Introduction
    Hoshin Kanri is a method of strategic quality management. Developed in Japan in the 1960s it brings together the
    concepts of total quality management and business strategy. Consensus and self assessment is used to review
    progress against identified areas for change and improvement. Hoshin Kanri is not a strategic planning tool but a
    mechanism for execution and a system for deploying an existing strategic plan across the whole of the organisation
    (Tennant and Roberts, 2003; Tanner, 2005).
    A fundamental aspect of Hoshin Kanri is a consensus building process termed catch ball. This is an iterative process
    of discussing and debating plans and targets at each level. This process requires continuous communication at all
    levels in the organisation to ensure the development of appropriate targets and means of achievement as well as their
    deployment (Tanner, 2005). Performance measurement is based on self assessment, against identified targets and
    plans.

    Agree
    Long-term
    Vision

    Strategic Plan set


    by Top
    Management

    Individuals
    Personal

    Deployment in
    Annual

    Plans

    Plans

    Weekly

    Select Vital
    few Strategic
    Goals (5
    years)

    Develop Five
    Year Plan

    Monthly
    Annually
    TIME FRAME FOR SELF-ASSESSMENT

    Catch Ball process (Tanner, 2005)

    A key element is the deployment of goals from the vision and strategic objectives through the daily work
    processes people engage with. This ensures that all activities ultimately contribute to the achievement of the vital
    few goals and the transformation of the vision into reality. The catch ball process also ensures that the vision, vital
    few goals and relating processes are understood throughout all levels of the organisation. This helps to overcome
    any resistance due to uncertainty or lack of clarity and helps to allocate ownership of actions as people can
    understand how their process, their activities link and therefore contribute to achieving strategic vision and the
    desired business performance (Tennant and Roberts, 2003; Tanner, 2005).

    Manufacturing
    Manager

    Manufacturing
    Team Leader
    Manufacturing
    Associates

    MEANS
    Reduce the total costs
    of the business.

    GOAL
    Increase ROI
    GOAL
    GOAL
    Increase ROI
    Reduce the total
    by 25 %
    costs
    GOAL
    Reduce
    rework

    MEANS
    Reduce rework

    MEANS
    Associates are trained

    Goal and Means deployment (Tennant and Roberts, 2003)

    Further Information
    Tennant, C. and Roberts, P., (2003), Managing Knowledge through Hoshin Kanri, Industry and Higher
    Education, pp. 59-66
    Tanner, S., (2005), Performance Improvement in an SME through implementation of Strategic Quality
    Management, MSc Thesis, Warwick Manufacturing Group, University of Warwick.

    TRANSFORMING CAPABILITY SUPPORT MATERIALS


    LEADING VISION CREATION

    Hoshin Kanri

    Instructions
    Key steps
    The six step process below is based on an adaptation of Hoshin Kanri.

    1
    2
    3
    4
    5
    6

    Stage
    Five year vision
    Annual plan
    Deployment
    Implementation
    Monthly review
    Annual review

    Interpretation
    Formulate the vision and vital few goals
    Define what is necessary and sufficient to realise vision
    Agree optimum targets and means for achievement
    Identify the necessary tasks to achieve the means
    Teams measure results by self-assessment
    Confirm five year vision, vital few goals and annual plan

    Hoshin Planning System (Tennant and Roberts, 2003)

    The template below may be used to document Stages 1-4 and to enable communication of the vision (and the plan
    which will enable it to be achieved) to the rest of the organisation.
    Completion of stages 5 & 6 will enable progress towards the vision to be assessed on a regular basis, and plans to
    be modified as appropriate.

    TRANSFORMING CAPABILITY SUPPORT MATERIALS


    LEADING VISION CREATION

    Hoshin Kanri

    Five Year Vision


    What is the 5-Year
    Vision?
    What are the key
    goals?

    Annual Plan
    What actions are
    necessary over the
    next 5 years to
    realise the vision?

    Deployment
    What are the
    optimum targets?
    By what means will
    the targets be
    achieved?

    Implementation
    What tasks are
    necessary to
    achieve the
    means?

    TRANSFORMING CAPABILITY SUPPORT MATERIALS


    LEADING VISION CREATION

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