Вы находитесь на странице: 1из 4

HoshinPlanning

From the Japanese phrase Hoshin Kanri Hoshin = Kanri = Shining metal compass or pointing direction Management or policy

2011

Hoshin Planning is like a management compass, which points everyone in the organization in the same direction, toward a common goal or destination.

DEFINITION:
Hoshin Kanri is a Planning and Management System that focuses and aligns the organization to achieve outstanding breakthroughs for all its customers. Hoshin Planning does not replace other management strategies; it is a type of strategic planning system that orchestrates continuous improvement and breakthroughs. It selects the area that needs improvement, makes sure the right people get involved, and that the improvement is implemented. Often multiple long-term goals result from the strategic planning process. HOSHIN PLANNING process can be used to identify which goals from the long-term plan will be addressed by the entire organization during the annual planning cycles. The assumption is that the long-term plan contains more than can be accomplished in any one year that the HOSHIN PLANNING process helps to focus on vital few goals for that year.

HoshinPlanning

2011

Six key elements that are components of HOSHIN PLANNING


1. Focus for the organization
In the form of a few breakthrough goals that are vital to the organization's success.

2. Commitment to customers
Including targets and means at every level of the organization that are based on meeting the needs and expectations that customers rank as most important.

3. Deployment of the organization's focus


So that employees understand their specific contributions to it. Referred to as the Golden Thread which links employees to what is important to customers and to one another.

4. Collective wisdom to develop the plan


Deployed through a top-down, bottom-up communication and negotiating process called Catch Ball.

5. Tools and techniques


A set of helpful, clear, and easy to use, Management and Planning Tools, such as Affinity Charts, Tree Diagrams, Decision Matrices, and Process Decision Program charts.

6. Ongoing evaluation of progress


This is done In order to facilitate the learning process and work on the continuous improvement.

HoshinPlanning

2011

Hoshin-Kanri/Managing Based on Objectives (MBO) Comparison


Hoshin-Kanri Purpose Focus Execution Responsibility Methodology Time Review Objectives Decision Basis Supplementary Notes: Participation by all team leaders/work team leaders; all staff participate in the vision creation Performance goals and quality standards are set by teams Catch ball = communicate extensively across the organization; back and forth often to help assure understanding and keep in front of people and organization Organizational problem-solving for breakthroughs Capabilities in meeting customer expectations Teams Quality principles/tools Annual aligned with long-term goal Periodic progress reviews on process and results Vital few for competitive advantage Facts and data MBO Management of individual performance Individual achievements

Individuals Not specified Final reviews on results Final reviews on results Numerous Data not required

HoshinPlanning

2011

HOSHIN KANRI Planning Steps


1. Choose the Focus
Make current state of the organization visible (CSA) Define what the organization wants to be in the future (Vision) Identify what the organization needs to focus on to achieve its vision and goals

2. Align the Organization


Develop annual targets with clear measures of success (library-wide quality standards) Develop means - how to achieve these targets Catch ball the targets and means throughout the organization Finalize 3-5 year plan

3. Implement the Plan


Execute Monitor progress

4. Review and Improve


Diagnose and correct problems as soon as possible and at the level closest to the problem Disseminate learning throughout the organization Monitor and improve results, the plan, and the planning process Recognize and celebrate progress.