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Hoshin Kanri: The Strategic Approach to Continuous Improvement David Hutchins
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One such system is "Hoshin Kanri." Developed by the Japanese in the 1960s and '70s, Hoshin Kanri ( also called the Hoshin Process) is a useful process It can also be used within your various business units, functions, and teams to ensure that their specific strategies have the same goal alignment and commitment to continuous improvement. Compare: Balanced Scorecard; Continuous organizational improvement. It is a powerful, systematic Strategic The two-pronged Hoshin Kanri approach is considered one of the pillars of the Total Quality Management philosophy. We will soon be implementing Hoshin Kanri. The traditional approach just won't work, they say: “How can you have honest give-and-take when one person has a gun to the other's head, when the structure doesn't require, or even encourage, one party to listen to the other? Mike Hoseus Talks Hoshin Kanri. The method can also be thought of as the shared strategic goals. This is a video from our Executive event with We specialize in implementing Lean strategies and helping companies embark on their journey to excellence by providing authentic, Japanese-style coaching. Our approach is not to operate as consultants, but instead, to fulfill the role of a sensei (coach in Japanese) within companies, on a long-term basis, as if we were a part of your team. Many companies do an “annual goal setting”, but I want to tell you about a better, and more effective, approach called Hoshin Kanri or Hoshin Planning. We have a Continuous Improvement Director who I will be working very closely with. This is where it's useful to have a system to co-ordinate different parts of your organization and keep them on course. Hoshin Planning or Hoshin kanri is the process that management uses to manage the achievement of Goals and Objectives, while having an eye on the future for breakthroughs. It is a management method devised to capture and cement strategic goals as well as flashes of insight about the future and develop the means to bring these into reality. The process needs to be managed for continuous improvement (Kaizen) using PDCA. A familiar saying for many that have studied TPS, have heard, “without standards you can't have continuous improvement.” So if you have a group that is about Kaizen I sure hope one of the important lessons So these champions should help coach, support and direct the lean activities that align with the Hoshin Kanri or strategy deployment as it cascades downward and upward. This is basically a strategic Management/Strategic Planning method that relies heavily on team work.