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Hoshin Promotion: Advice On Making This Advanced Planning Method Work For Your Organization
Hoshin Promotion: Advice On Making This Advanced Planning Method Work For Your Organization
Hoshin Promotion
S
advice on making ince hoshin kanri first appeared in the late 1960s, it has become a man-
agement system for companies to establish annual policy, pass it down
this advanced through their organizations and implement it across all departments
and functions.1
planning method
Hoshin kanri is different from what most people think of as strategic planning.
work for your It goes far beyond the typical strategic planning process and implementation.
During the last couple of years, theres been a resurgence of hoshin kanri as a
planning tool for many organizations. They are discoveringor rediscovering
the power of hoshin kanri and its usefulness. They are finding that with correct
implementation, the tool can lead them further and faster than traditional
strategic planning.
There are two main reasons for the renaissance of hoshin kanri: lean Six Sigma
and healthcare.
With lean Six Sigmas rise in popularity, companies continue to learn more
and want to continue on the lean path. They usually start with Green Belt or
Black Belt projects, along with the basic building blocks of leansuch as 5S,
By Anthony layout, problem solving and value-stream mappingand then move toward
more advanced methods such as cellular and flow, kanban and total productive
Manos, maintenance. After they have achieved a certain level of lean success, they are
looking for additional approachessuch as hoshin kanrito deploy. This is the
Profero Inc. natural progression of a lean Six Sigma journey.
Lean Six Sigma used to be a marketing advantage, but now its a business
imperative. Those who dont pursue lean may not survive. This is why organiza-
tions practicing lean Six Sigma keep looking for breakthrough strategies that
will set them apart from competitors. Hoshin kanri can be that advantage.
In healthcare, several hospitals are looking for benchmarks and using the
Baldrige model as a foundation for improvement, with many hospitals applying
for the Baldrige award (or their state version of the award).
As part of section 2 of the Baldrige criteriastrategic planningsome organi-
zations look at hoshin kanri as a preferred method of planning and deployment
instead of strategic planning, or they are looking to improve their strategic
development process. Organizations in the healthcare sector seem much more
open to the idea of using hoshin kanri than organizations in other industries.
Getting started
1. Start small and build: There is a lot to learn about 2. Learn the basics: There are as many ways for orga-
hoshin kanri if you want to do it properly. Over the nizations to perform hoshin kanri as there are organi-
years, we have developed our system of hoshin kanri that zations, but some of the basic principles remain the
follows a process and has several forms and templates same. First, hoshin kanri follows the plan-do-check-act
to help capture, identify, clarify, determine and rank (PDCA) method and is fundamentally built around
possible projects and tasks. Our system has matured PDCA. Most organizations focus on the plan phase, but
over the years. to do hoshin kanri effectively, you must execute (do),
Looking back, it would have been impossible for have measurements in place (check) and perform
us to perform the hoshin kanri planning sessions we reviews (act).
do today when we first attempted this approach years 3. Do the prework: An organization entering the
ago. Not only have our tools gotten better, but now our hoshin kanri planning cycle must perform prework.
people also understand the process better. This helps This is the first phaseplanof the PDCA process.
reduce training and buy-in time, and allows us to focus This process includes looking back on the previous
more on the actual work. years plan and reflecting honestly on what worked
In the late 1990s, Mike Osterling was the continuous and what didnt. Its not difficult to do. Remember, its
improvement manager for a facility of Square Ds, an not about assigning blame, but rather about capturing
electrical products distributor in Tijuana, Mexico. We lessons learned and improving your process.
were about two years into our lean journey when we 4. Environmental scan: Look at possible develop-
decided to use hoshin kanri. A big mistake we made was ments in the environment that may have had an influ-
just copying the criteria from a book and using them ence on the organization. An easy way to do this is
as our own. to have your team brainstorm ideas about how these
"Our first year was not as effective as we had hoped, developments relate to different categories including:
but the good news is that we didnt abandon the pro- economic, social-cultural, technological, political and
cess. We learned that we needed to create objectives legal, macro-industry, resources, market, competitors
that were specific to us. Each year we got better. As and suppliers. Encourage your team to think about
Square Ds quality manager said, There is no way we things that have recently happened or could happen
could have accomplished what we did if we didnt have to determine whether they could have an impact on
[hoshin kanri]. your organization.
2. 5.
Strengths Strategic HR
planning focus
7. Internal
1. Business success
Leadership results factors
3.
Weaknesses Customer 6. Process
focus management
New entrants
Opportunities
External
Suppliers Rivalry Buyers success
factors
Threats
Substitutes
Driver 0 in
1 out
Upgrade server
hardware and software
4 in Outcome
1 out
Streamline new
1 in Means product
1 out
development cycle
Warehouse
redesign
6 in
1 in 0 out
3 outs
Improve
Complete kaizen on-time delivery
events per value
stream maps
Outcome
Means
0 in Driver
1 out
0 in
3 outs Driver Create supplier
scorecard
0 in Driver
2 out
Some think you should skip this step because its definitely recommend it for companies just starting
like trying to predict the future. But it is a relevant to learn hoshin kanri. I created this model when I dis-
exercise that will help lead to better decisions. For covered organizations seem to have a difficult time
example, a few years ago when we brainstormed about performing SWOT analysis effectively:
the economic category, we asked, What happens if oil We have employees brainstorm our internal strengths
goes above $50 a barrel? In recent years, oil has gone and weaknesses based on the Baldrige categories. By
up a lot more than that, gas prices spiked, and driving using this framework, it is easier for people to think of
habits changed. strengths and weaknesses for the organization and not
Nobodys perfect at hoshin kanri, but exercises such individuals. Then we look at the external opportunities
as this allows you to explore what if scenarios. and threats using Porters Five Forces diagramas
5. Strengths, weaknesses, opportunities and threats shown in Figure 1to assist our brainstorming session.
(SWOT) analysis. We have adopted a model that has By using Baldrige and Porters Five Forces, it is easier
helped us get through this a little easier, and I would to get through this exercise.
Figure 3. X matrix
program chart
Improve supplier development
Add three new product lines
Logistics/purchasing
Human resources
Customer service
Balanced scorecard/
Focus strategies
Operations
strategy maps
Gap analysis/
Quality
IT
Review environmental
scan/SWOT/vision-mission-
values/brainstorm/affinity
Strategic initiatives
Q
D
C
L
F
F Financial
C Customer
I Internal processes
L Learning and growth
6. Review vision, mission and values: After the SWOT in your organization or an incremental change, which
analysis has been performed, we review our vision, may give you a competitive advantage.
mission and values to ensure they are still relevant to 9. Boldly important goals (BIG) breakthroughs:
us and can be used to prepare top management for After doing this, get the top management team to
the next step. All this is part of the pre-worka way think BIG. What, if not accomplished, would render
to prime the pump of creativity and breakthrough. everything else moot? What would set the organization
7. Brainstorming: At this point, the team brainstorms apart from competitors or make it truly outstanding in
ideas to address the situation: It is five years in the its industry? These become part of the strategic vision
future. We are wildly successful. What does this look for the next three to five years or more.
like, and how did we get here? By using a statement Try to keep this BIG list to three to five items. The
such as this, we have found that people are no longer number of projects and action items increases expo-
constrained by preconceived notions of what is pos- nentially from here. We learned our lesson by trying
sible or not. They get a chance to think of things that to accomplish too many things. It is better to stay small
would propel their organization past the competition. and complete your goals rather than have too many
From this exercise, we group the similar ideas together goals you dont do well.
in an affinity diagram and name the headers of the 10. X matrix: Populate an X matrix, as shown in
categories. Figure 3 (p. 10). This seems to be what many people
8. Gap and drivers-means-outcomes: In this step, focus on when performing hoshin kanri. This is one of
illustrated in Figure 2 (p. 9), we place the headers from many tools we use to craft our deployment plan. There
the affinity diagram around a large radar chart. Each seems to be many styles of X matrixes. Find one that
team member gets 10 dots to rank the organization you think would fit your organization and modify it to
on the categories from zeromeaning we dont do better meet your needs.
this at allto 10meaning we are world class. This is In our X matrix, we put the three to five-year strate-
relatively subjective; however, by allowing team mem- gic initiatives at the bottom. The top focus initiatives
bers to place their dots anywhere they want, it becomes for the near term (one to two years) are placed in the
more of a weighted ranking. After everyone has used left-hand-side boxes. Projects and initiatives for this
their dots, we have the team come to consensus on the year are placed along the top. Dont forget to put in
gap between where we are now and world class. projects that have carried over from last year and items
Next, we determine drivers, means and outcomes. you will be working onregardless of whether they are
Ask the questions, Does A cause B, does B cause A, part of your original plan.
about the same or neither? If A causes B, then draw Measures and metrics go on the right-hand side.
an arrow line from A to B. If B causes A, then draw an We try to use a balanced scorecard approach with a
arrow line from B to A. If they are about the same or mix of leading, lagging and real-time indicatorsalso
have no relation, you do not have to draw a line. We known as key process indicators. Try using a balanced
go around all the categories until each one is checked. approach so you do not drive the wrong behaviors.
Count the number of in arrows and out arrows. On the right-hand side, we also put departments
If it has all or mostly out arrows, it may be considered or functional areas within the organization to help
a driverit drives many of the other categories. If determine who should lead projects or be on the team.
it has all or almost all in arrows, then it is an out- You normally dont fill in the X matrix all at once,
comeit will probably happen if these other things and it may take a few iterations to complete it. When
occur. If it has about the same number of in and you do compare each of the items to see whether
out arrows, then it is probably a meansa way to there are any correlations between them. As a team,
get there. determine whether there is a very strong correlation,
Looking at the gaps and drivers-means-outcomes important correlation, weak correlation or no cor-
will help us determine the new breakthrough strategy relation.
for which were looking. A general rule is to first look This is another leap forward as you start to see how
at the drivers. Because every organization has limited your strategic initiatives, focus strategies and projects,
resources, this is one of the best ways to maximize what and measures and metrics are all in concert with one
you have. another. This allows all employees to visualize how their
Dont forget to consider the gaps. A large gap may work has an impact on the strategic direction.
give you an opportunity to make an enormous change 11. Catchball: Create tree diagrams and action plans
Resources
Leader/
Target Method(s) of required Date(s)/ Percentage Effectiveness
ID Key message Desired results point of
audience communication (time, people frequency complete rating
contact
and budgets)
Before
Everyone has Town hall meet- 15-minute
Managers,
a basic under- ings, depart- sessions
supervisors, What is
1 standing of ment meetings, each week George XX/XX/XX 50% B
hourly VSM?
VSM and its newsletter, for four
employees
purpose one-on-one weeks
Supervisors Select the data One-hour
Data Small team
2 and value and how to meeting each
collection meetings
adders collect it week
Communication Coordinate Coordinated
design team with com- efforts with Weekly/monthly
3 15 minutes
leader and munication communication status meeting
project leader design team design team
During
Role of value Brainstorming
New way of Two-hour
4 Supervisors stream session, role
thinking meeting
manager playing
Employees
How you
make Small group 20 minutes
5 Value adders affect the
suggestions for meetings each session
value stream
improvements
After
Area employees Posted on
see the status communcation
Area 30-day action
6 of finishing the board in Bulletin board
employees item list
standard work department or
project unit
Follow up
Solicit improve-
with shifts on
ment ideas and Short stand-
Area what needs
7 communcate up meetings 10 minutes
employees to be done
any new each week
and has been
changes
done
Show improve-
Managers,
ments made Add to agenda
supervisors, Continual 10-minute
8 due to of monthly
hourly improvement review
standardized meeting
employees
work (SW)
VSM plan Dedicated SW training
Managers and
9 implementa- execution Demonstration kit, training
supervisors
tion of the plan room
to complete the projects and initiatives. Catchball proactive in mitigating any deleterious effects. Several
involves tossing the information to the next level and organizations can attest to the effectiveness of this
allowing others to work on their part, and then send catchball step.
it back for review. A tree diagram visually represents Getting catchball all the way to the floor has been
strategies and projects down to the tactics level. This also one of our biggest breakthroughs, said Deb Hohenthal,
allows us to look for areas in which we might have issues. a director of Tanner Improvement Systems at O.C.
By identifying these areas ahead of time, we can be Tanner in Salt Lake City. It took training, coaching,
contact time and us reiterating the message to make in helping achieve the vision.
this happen. It is important that we have constant communica-
Bonnie OBrien, a manager with Custom Products tion and that the leaders understand that their priority
at O.C. Tanner, knows how catchball can make a dif- is to provide support to the team, OBrien said.
ference. This empowered the teams to come up with Create a communication plan (see Table 1) that
great ideas and to have hands-on use of the tools. includes the following information:
Gary Peterson, vice president of order fulfillment The key message: What is hoshin kanri? What are
at O.C. Tanner, agreed. We decided that we really the top-level strategies? What are the employees
needed to improve our hoshin kanri process, he said. roles in helping achieve the goals?
One of the areas that we needed to get better in was
The target audience: Managers, supervisors and
how we got everyone involved in the catchball process.
hourly employees.
12. Rollout and communication: This step is the do
phase of PDCA. If you did this exercise correctlyby Details on presenting the information: Will you hang
getting your people involved with the planning pro- posters, organize town hall or department meetings,
cessthe rollout shouldnt be a surprise. write newsletters and e-mails or create a video?
Still, the key is to effectively communicate plans with Whos in charge?: Identify the person leading this
all employees and ensure they understand their roles communication effort.
Monitor the effectiveness of the plan: How effective obeya (which means big room in Japanese) wall is a
was the communication? Did the intended audi- large wall used to post timely and useful information,
ence understand and comprehend the message? such as charts, graphs, milestones, progress to date and
Another way to communicate is to use a visual tool. counter-measures.
Whatever format you decide to use (an X matrix, Hold regular reviews: In the beginning, you might
tree diagrams, strategy maps or Gantt charts), make want to schedule more frequent reviews. The project
sure the plans are visible, readily available and easy to manager or sponsor should review each of the projects
update and maintain. on an ongoing basis. Management should be perform-
ing monthly reviews of progress toward the goals. A
Periodic reviews more in-depth review should be performed quarterly.
Of course, there is the annual review and preparation
After the planning process is complete and the teams for the next year. Make the meetings quick and mean-
are working on their projects, management must hold ingful with an eye on the check and act phases of
periodic reviewsthe check phaseto see how PDCA.
everything is progressingthe "act" phase. As a mini- Have training ahead of time: It is better to have
mum, a monthly review should be performed to make training sessions on hoshin kanri early in the process so
sure things are on track and management performs a people will be better prepared rather than having them
full review quarterly. walk into the planning sessions without any knowledge
Beware of the shiny object syndrome. These are of the method. Each person also may have a varying
things that may seem like great opportunities, but degree of exposure to strategic planning or hoshin
they could take you away from your focus on your kanri. Set a baseline understanding of the process.
plan. Sure, you can look for additional improvement
opportunities throughout the year, but you need to Shape the future
determine how these fit in with your current plan or
whether you need to modify your current plan. Hoshin kanri is a powerful tool that can help organiza-
If you spend too much time chasing shiny objects, a tions shape their futures instead of just reacting to
lot of resources will be expended and not put toward internal or external influences. The method can keep
what you have identified as most important during organizations on track with what they have identified
your hoshin kanri planning process. Your hoshin kanri as important and keep them focused on the best use of
plan is not written in stone, and things can be added as resources to reach their goals. The most effective way
needs arise. The plan is intended to help organization to get the future you want is to envision this future and
stay focused on what they consider most important. continually take steps toward it.