Why do people need Hoshin Kanri
When company strategy is not owned by all your people, and you want a shared understanding of the needs of each function, allowing them to get in the same direction to fulfil the strategic targets.
Hoshin Kanri is an innovation leadership system where The 4 C’s enable complete involvement and commitment for your people across all functions and organizational levels.
Hoshin Kanri is an essential part of the Lean philosophy.
Clarity on our true North
Hoshin Kanri is the pattern that enables a clear and common picture of where we want to go as a company and organisation, what problems we need to work with to get there, and what each leader and employer needs to do to support getting there.
Courage to trust and challenge
Leaders to trust their people finding the critical problems to solve to reach their breakthrough objectives. This requires courage to challenge existing ways of thinking and willingness to take risks making a big step forward.
Commitment to do what’s needed
We need everybody in the organization to understand and feel committed to be doing what is needed to achieve the strategic objectives. Hoshin Kanri enables complete involvement and commitment for your people across all functions and organizational levels.
Consensus is fundamental for success
We have consensus when all leaders stand behind what needs to be done, how should it be done and when should it be done, even though it was not “my idea that won”. During the consensus process you will create clarity, courage and commitment for your true north, breakthrough objectives and annual targets.
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Our approach: The enabling process
A transformative approach that helps organisations build their capabilities, achieve
operational excellence and drive sustainable success.
The Enabling Process for Hoshin Kanri is divided into 3 main phases, built on the 40% – 20% – 40%
learning model, which illustrates how the outcome of a development activity should
not just be seen as a singular event — but as a continuous learning process.
1. Getting ready
Clarify the problem and agree on what you need to achieve
Define, plan, and prepare the program
2. Skill building
Be clear on Vision and Mission
Define Breakthrough Targets
Catchball with the organization
Practice Kanri Cycles to meet annual targets
Learnings cycles to improve the Hoshin Kanri process
3. Cascading & sustaining
Train the Trainer
The Hoshin Kanri approach
“Great leaders give everyone something to believe in, not something to do” by Simon Sinek
The Hoshin Kanri program provides leaders with a structured way of working with their current strategical challenges. The program is a mix of workshops, homework, and coaching normally over a 12-month period.
Hoshin Kanri aligns departmental & individual efforts with corporate vision. Organization performance is maximized by total participation and cooperation. Organization performance is improved by built-in improvement cycles (PDCA) that enhance the organizational performance by problem solving.
Hoshin Kanri requires a strategic vision, a True North, to succeed. From this vision, strategic breakthrough objectives need to be clearly defined. A breakthrough objective has mid-term perspective, e.g. 2 to 5 years.
Once the mid-term objectives are completed, the team can shift focus to the annual targets. Management needs to avoid picking too many targets, and instead stay focused on what are the vital few. The annual targets need to be broken down into functional targets throughout the organisation, so that everyone, from management to the factory floor, agrees on what needs to be accomplished. Performance measurement is also a crucial part of the process where targets should be followed up on a monthly, and sometimes weekly, basis. A more extensive review will occur mid-year and at the end of the year.
Hoshin Kanri is both a top-down approach, with the goals being mandated by management, and a bottom-up approach where problem-solving are being performed by leaders and team members together. As a result, systems need to be in place to ensure that objectives from management are effectively communicated all the way down the chain of command. As such, catchball communication is used to aid in deploying the strategic plan. Catchball seeks to get the opinions of both leaders and team members through meetings and interactions to ensure clarity, courage, commitment, and consensus throughout the organisation, on how to reach the breakthrough objectives.
What are the patterns in Hoshin Kanri?
Set direction and define breakthrough objectives
Use catchball to challenge and get ownership in the organisation
Achieve consensus for people across all functions
Solve problems in a systematic way to improve and learn rough objectives
Follow up cycles to track progress to ensure year end targets are reached
Learning & Sharing sessions
Enabling is not just about facilitating and teaching you about Hoshin Kanri, but also giving you the tools and skills to maintain and keep developing your learnings in the future.