Hoshin Kanri
From Wikipedia, the free encyclopedia
"Hoshin kanri is a 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."[1] Also called Policy Deployment or Hoshin Planning, it is a Strategic planning/Strategic management methodology, developed by Dr. Yoji Akao, that uses a Shewhart cycle (Plan-Do-Check-Act) to create goals, choose control points (measurable milestones), and link daily control activities to company strategy.[2]
The discipline of hoshin kanri is intended to help an organization:
- Focus on a shared goal
- Communicate that goal to all leaders
- Involve all leaders in planning to achieve the goal
- Hold participants accountable for achieving their part of the plan
It assumes daily controls and performance measures are in place. "With hoshin kanri... the daily crush of events and quarterly bottom-line pressures do not take precedence over strategic plans, rather, these short-term activities are determined and managed by the plans themselves."[3]
In Japanese, hoshin means shining metal, compass, or pointing the direction, kanri means management or control.[4] The name suggests how hoshin planning aligns an organization toward accomplishing a single goal.
Key proponents/practitioners of hoshin kanri include:
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[edit] Notes
- ^ Akao, Yoji, ed (Jap: 1988, Eng: 1991) (in English(tr. from Japanese)). Hoshin Kanri, policy deployment for successful TQM. New York: Productivity Press (Originally Japanese Standards Association). pp. xiii. ISBN 1-563273-11-X. http://books.google.com/books?id=hmAsDAVO-IEC&printsec=frontcover.
- ^ Akao, Yoji, ed (Jap: 1988, Eng: 1991) (in English(tr. from Japanese)). Hoshin Kanri, policy deployment for successful TQM. New York: Productivity Press (Originally Japanese Standards Association). pp. xiv. ISBN 1-563273-11-X. http://books.google.com/books?id=hmAsDAVO-IEC&printsec=frontcover.
- ^ Akao, Yoji, ed (Jap: 1988, Eng: 1991) (in English(tr. from Japanese)). Hoshin Kanri, policy deployment for successful TQM. New York: Productivity Press (Originally Japanese Standards Association). pp. xiv. ISBN 1-563273-11-X. http://books.google.com/books?id=hmAsDAVO-IEC&printsec=frontcover.
- ^ Akao, Yoji, ed (Jap: 1988, Eng: 1991) (in English(tr. from Japanese)). Hoshin Kanri, policy deployment for successful TQM. New York: Productivity Press (Originally Japanese Standards Association). pp. xiii. ISBN 1-563273-11-X. http://books.google.com/books?id=hmAsDAVO-IEC&printsec=frontcover.
[edit] See also
- Quality function deployment
- Strategic planning
- Strategic management
- Business Process Improvement
- Process Improvement
- Yoji Akao
- Total Quality Management
[edit] Articles and books
- Industry Week (October 2007): Strategic Deployment: How To Think Like Toyota
- Manufacturing Engineering (Mar 2006) Strategy Deployment: Linking Lean to Business Strategy
- Quality Digest (May 1997): Strategic Planning With the Hoshin Process
- Hoshin Kanri - The Strategic Approach to Continuous Improvement by David Hutchins published by Gower Press http://www.gowerpublishing.com/isbn/9780566087400
[edit] External links
- Site/Definition: Hoshin Planning Process - a short step-wise how-to of Hoshin Kanri that includes a number of good best-practice suggestions/assumptions.
- Site/Definition: What is Hoshin Kanri?
- Site/Definition: Hoshin Kanri - Policy Deployment
- Software: PlanBase Hoshin
- Software: TQE Hoshin Kanri
