Hoshin Kanri Hoshin Kanri

(Policy Deployment) ( y p y )
What is Hoshin Kanri? WhatisHoshinKanri?
H hi K i i J h i HoshinKanriisaJapanesephrasemeaning
Hoshin Compass
Kan Control
Ri ReasonorLogic
ThereforeHoshinKanriisaPlanningandimplementationprocess g p p
thatbuildsinalignment.
Focus on the Horizon FocusontheHorizon
Often when an organisation attempts Long term or strategic OftenwhenanorganisationattemptsLongtermorstrategic
planningthereismuchwasteintheprocess,broughtabout
bysilothinking. y g
Th f H hi i i d t b ki thi d d TheprocessofHoshinisaimedatbreakingthisdownand
aligningeverybodytotheorganisationsoverarching
objectives objectives.
Ithelpstomaintainfocus onthehorizon.
Get all your ducks in a row Getallyourducksinarow
HOSHIN KANRI
Before Hoshin.
Departments focus only on
themselves, unaware of
After Hoshin.
All our ducks are in a row.
We can work towards whats
their effect on others or
higher level objectives.
We can work towards whats
best for the organisation.
Working together Workingtogether
When departments are not aligned they often work against Whendepartmentsarenotalignedtheyoftenworkagainst
eachother,unwittinglyhinderingprogressoftheorganisation
asawhole.
The power of one Thepowerofone
Objective=MoveaHousefromAtoB
Before Hoshin BeforeHoshin
Effort=1+1+11=250%efficiency
Af H hi
B
A
AfterHoshin
Effort=1+1+1+1=4100%efficiency
B
A
7 Stages of Hoshin Kanri? 7StagesofHoshinKanri?
TheHoshin planningcycleconsistsof7clearlydefinedstages.
1. OrganisationalVision
2. Developmentofthe35yearPlan
3. Development of Annual objectives 3. DevelopmentofAnnualobjectives
4. Catchballing Engagesallinplanningprocess
l f l 5. Implementationofplans
6. Regularreviews Timetoreflect.Oftenmonthly.
7. Annualreview
Senior Level Planning SeniorLevelPlanning
3 5YearPlanningallowsseniormanagerstoidentify
projects and strategies which meet the organisations projectsandstrategieswhichmeettheorganisations
objectives.
N A l bj i d id d hi h ill h l h NextAnnualobjectivesaredecidedonwhichwillhelpthe
organisationachieveitsLongertermobjectives.
Catchballing Catchballing
Nowthetoplevelplanisgiventoallstakeholderstocreatea
topdownbottomupapproachtoplanninginordertomeet p p pp p g
theannualobjectives.
All stakeholders then need to develop plans to remove gaps Allstakeholdersthenneedtodevelopplanstoremovegaps
betweenthecurrentstateandthefuturestateasdefinedby
theannualobjectives.
Plansarethenpassedbacktothemanagementteamsfor
furtherdevelopmentandeventuallyagreement. p y g
Thisprocessshouldbeundertakenatalllevelsandrepeated
untilsatisfactoryplansaredevelopedatalllevels y p p
Teamwork Teamwork
Byfollowingthisprocessweareensuringthatevery
stakeholderisinvolvedintheplanningprocess.
Eachunderstandstheirroleinthetargetsandtheir
achievement.
Thereisleadershipatalllevels.
Everyone is aligned to the overarching objectives of the Everyoneisalignedtotheoverarchingobjectivesofthe
organisation.
The inverted triangle Theinvertedtriangle
IndividualObjectives
DepartmentalObjectives
C
a
s
FunctionalObjectives
c
a
l
a
t
e
s
c
a
d
e
AnnualPlan
E
s
c
35YrPlan
Vision
2 way process ensures
ll t k h ld all stakeholders are
aligned.
Hoshin X chart HoshinXchart
Thisprocesscanbeachievedinmanyways,howeverthereis
apopulartoolthatcanbeutilisedandtiesallofthistogether
inonedocument.
TheHoshin XChart
Lean Objectives LeanObjectives
Leanobjectivesmustfocusonspecifics
Therefore they must be S M A R T ThereforetheymustbeS.M.A.R.T.
SPECIFIC
MEASURABLE
ACHIEVABLE
RELEVANT
TIMEBOUND
End End