BIENVENIDOS

Metodología Hoshin Kanri

Coaching para la Mejora del Desempeño

Stephen J. Ansuini
 Hoshin Kanri
Policy Management
Presented by:

Center for Employee Development, LLC

4
Hoshin Kanri

Hoshin = Policy, Plan, Direction

Kanri = Management, Administration

Hoshin Kanri
Management & Control of the Company’s Direction
 Hoshin Kanri
Strategic Planning
Policy Management

Hoshin Kanri was created in 1965 by Bridgestone

Corp. (Japan), however Toyota started to use similar
policy management system in 1961.

Management technique to support

the processes of growth
and development of an organization.
Hoshin Kanri
Objectives Alignment

“Hoshin Kanri ”
• Provides guidance and focus to the goals!
• Following the thinking of leadership!
• Align goals among all the organization!
Hoshin Kanri Objectives

1. Make effective strategic planning, aiming to accelerate it

within the organization.

2. Maintain organization focus to be self sufficient to

manage development and progress.

3. Apply Lean management and initiate implementation

effective actions to achieve the planned goals
Hoshin Kanri System
Basic Premises : Company Vision, Mission
Principles and Values.

Company strategic planning with

Mid and Long Term directions
(Short Term directions must be routine management)

Internal deployment to directors level,

Division managers, Department managers ,
Section chiefs and finally to individual objectives
(Individual objectives thru two way communication)
Hoshin Planning
• Doing and Reviewing
• Closed loop system
• Corrections can be applied based on outcomes
• PDCA ( Plan, Do, Check, Act )
• Hoshin is a management system for determining
the appropriate course of action for an organization
and effectively accomplishing the relevant actions
and results
• As much about learning as it is about planning
Objectives, Strategies and Hierarchy of Purpose
• Selecting the “right” objectives is the primary
role of leadership in strategic planning
• Determine the best means of achieving the
objectives
• Facilitate effective implementation
• Review the means as the plan is executed

• Planners must do their work in the context of

the higher-order purposes of the organization
Hoshin Planning
Why Plan? Build
Swimming
Pool
To help us
determine
how to get
to a new
Purchase Sign up for
desired state Swimsuit and take
or objective. Swim Lessons

Breakthrough
Overcome
Fear of Water
12
PDCA Culture
Hoshin is one part of a larger Problem Solving
culture utilizing PDCA thinking
PDCA Culture

• PDCA thinking dictates that we constantly

keep the PDCA cycle going
• This can happen both formally and informally
• For the purpose of Hoshin planning there will be scheduled
check in times to see how we are performing according to plan
• Informal checks can happen more often and are usually
facilitated by visual management
PDCA - Types of Problems
SETTING
Ideal Situation TYPE

“Setting” Type of Problem PROACTIVE

GAP
Establishing a new and
higher ideal situation in order
to purposely create a “GAP”
Target
Normal Status EVEN
Situation T
GAP
TYPE
“Event” Type of Problem
A “GAP” develops between
the accepted standard and REACTIVE
the current situation

Current Situation
Purpose of Hoshin
Progress Toward Potential
Business Change, Need
Gap = Problem

Continue With
Current Daily
Management

Present Target Date

Exercise # 1
• Develop a bullet list of potential Hoshin items for your company,
division, or department
• Then get into groups of two or three and discuss items
• Do they meet Hoshin objectives? (slides 5 & 8)
• What types of PDCA systems are needed to accomplish?
• Can you identify the “Current Situation” and the “Target Situation” for each
bullet item?
The Difference between Hoshin
and Daily Management
• Hoshin is not an extension of Daily Management, but is an
undertaking to breakthrough the current conditions
• Clarify what must be done for each level and have company wide
participation
• Performing Daily Management well is the foundation for successful
Hoshin
Thinking Process Determine present situation

Develop desired future

situation (vision)
PDCA
What do we Determine items that
need to do? Prioritize and select
are related to Daily
“Breakthrough” items
Management

Create plan to improve the

How should Items
we do it?
Deploy the plan (Catchball)

Implement the plan Corrective Action

How are we Review the plan PDCA

doing? Weekly, Monthly, Quarterly

Annual Review Improve Process

Develop Desired Future-Vision / Mission

Make a contribution to the

NASA Vision well being of the Human Race
through Space Science
To send a man to the Technology Development
moon by the end
of the decade and
return safely to
earth.

NASA Mission
The Vision
• An ideal state of being or existence
• Inspiring and empowering
• Shared expression of the future
• Makes it relatively easy to determine strategic priorities
• Grounded in reality
• Create “stretch goal(s)” for organization
• Result of integrated thinking of management team
• Invite and inspire people
Hoshin Reflection p. 1 of 2
• Reflection on planning Process

• Describe your company’s planning and execution process

• What are the strong points?
• What are the weak points?

• How would you improve your planning process?

• Reflection on Results and exposing problems

• What is our vision / purpose?

Hoshin Reflection p. 2 of 2
Reflection on Results and exposing problems
• What is our vision / purpose?
In company groups (or assigned groups), on flip chart:
• What are your most critical success measures
and how are we doing? Some categories:
• Financial
• Operations
• Customer Satisfaction
• Employee Satisfaction
• Safety
• Others?
Hoshin Reflection
Reflection on Results and exposing problems
• What is our vision / purpose?
• What are your most critical success measures and how are we doing?

In company groups (or assigned groups), on flip chart:

• What are our company’s (or your division’s) key objectives for fiscal year ?
• How are the results so far?
Hoshin Reflection
Reflection on Results, Process, and Problems
1. Who are our customers and what are their needs? Their
Satisfaction levels?
2. How are our products and services performing?
3. What are our critical processes and how are they performing?
4. How do we compare with the competition?
5. How are we doing with employee feedback? Turnover rate?
6. What are the Social, Technological, Economic, Environmental,
and Political trends important to our future?
7. What are our organizations top 3 problems ?
Exercise # 2

1. Using the previous slide information on “Hoshin Reflection”

identify these components for each of your bullet items from the
previous exercise.
2. Then get into groups of two or three and discuss items
• How does your list compare to the seven items on the previous slide?
• How does “Hoshin Reflection” differ from “Hoshin Review”?
Hoshin Review – PDCA Cycle
Fiscal Year Planning :
- How will we solve our top problems in new fiscal year?
- What process will we use?

Using the information from the review questions leadership team decides
on the top priorities for the new cycle.

• When will you implement (Do)?

• How will you implement?
• When will you “Check / Adjust” Is it on the calendar?
• How will you “Check / Adjust”?
Hoshin Process Questions
• How do you assign and breakdown ownership for Hoshin items
throughout the organization?
• How deep into the organization does this go?
• How do you and the people in your organization know the
status of key company Hoshin objectives?
• Do they understand the impact of their activities on
the Hoshin?
Exercise # 3

1. Take the previous slide and develop a list for each of your bullet
items from Exercise # 1
2. Then get into groups of two or three and discuss items and share
how you will accomplish the points from the previous slide.
Hoshin Process Questions
What happens in your organization when key company Hoshin objectives
are off track?
• At what level do people know they, and thus the company,
are off track?
• How quickly do they know and how quickly do you know?
Review the Plan Weekly, Monthly, Quarterly
Rapidly turning over the cycle and Immediately taking Action is Important

Month 6 months Year

Day Week
Result Check
Top Management

・Monthly, semi-annual, Yearly Division

・Entire Company
Department
・Individual Departments and
Sections etc. Section

Individual
＋

Process Check

・Grasping the gap between the daily plan and actual performance
・Analysis of gap causes and clarification of actions to be taken the following day
Prioritize & Select “Breakthrough” Items
Items to be
Renew the internal garden
Item 1 controlled by
and paint the corridors
Hoshin Kanri

Increase production volume

Item 2
to attain sales market Items by
daily
Study and change the routine /
Item 3

Level of Importance
takt time work

Overhaul canteen
Item 4
equipments

Hire new employees to meet

Item 5
demand

Issue 2 3 6 5 1 4
Revise standardized work with
Item 6
new takt
Prioritize & Select “Breakthrough” Items
Example criteria ○=5 △= 3 ×=
1 Main
Effect Creativity Scope Total Items

Item 2 ○ △(3 ○ 13
(5) ) (5)
Item 3 ○ △ ○ 13
Item 6 ○ ○ △ 13
Item 5 ○ △ △ 11
Item 1 △ △ △ 9
Item 4 X △ △ 7
Tunnel Kanri
“Tunnel Kanri” > There are no links between strategies and targets.
Items and issues and target levels are just handed down to the lower
organization.
Tunnel Kanri example
Division Department Section Individual

Human Human Human

Development Development Development

Orders cannot be passed down without specific actions.

Create Plan to Improve the Items

Deploy the Plan Company Implement

(Catchball) the Plan
Goal

Vertical Alignment
Company
Hoshin

Division Hoshin

Horizontal Alignment
Department Hoshin
On Job Development
Individual Priority
Problem Solving
Relationship Between Targets & Strategies
Level
Targets -Problem Identification and Strategy Proposal
Key Strategies
Top Management -Clarification of Div. Responsible

Division Report Targets Key Strategies -Clarification of Dept. Responsible

-Examination of themes

-Clarification of Sec/Person
Department Report Targets Key Strategies Responsible
-Examination of themes
-Clarification of
Section Report Targets Key Strategies Person
Responsible
-Examination of
Themes
Individual Report Targets Key Strategies

Top Management Strategies are the Targets for lower ranks.

The contents of Strategies and Targets become detailed and clear as they go down the rank.
Important thing is to breakdown Top Management Hoshin to individual work problems
and establish appropriate strategies in order to achieve the Targets.
Leadership and Support
 Good leadership will recognize the
obstacles to achieving the vision.

 Establish continuous improvement

systems to handle the daily
burdens.

 Utilize break through activities

(Hoshin) to remove monumental
obstacles.

 Ensure the organization does not

get side tracked on issues not
relating toward the vision.
Deploy through “Catchball”
• The process by which the “vision” is translated into concrete activities
throughout the company / division / department

• Requires frank, reality based discussion between and within

management levels

• The leader normally defines the required result; the next level defines
the means with assistance from the leader
Deploy through “Catchball”
• Key Questions from leader:
• What prevents us from achieving the desired
result?
• Capability, Resources, etc.
• What do you need from me to achieve the
desired results?
• This is what I need from you…..
• Are there additional Hoshin items that we
haven’t considered?
• How can we best contribute to the company?
Operations effect on the Hoshin Example

Overall Hoshin Maximize ROI (Return On Investment)

Goal

Company Level $20M EBITDA (Profit) NA (North America) Operations

Operations Director Labor Reduction $5M

Managers Avoid adding positions for new model (avoid 20 positions)

Production Leaders Increase Value Added Work 50%

Production Reduce All Waiting Time to 10%

ROI = Return On Investment / EBITDA = Earnings Before Interest, Taxes, Depreciation and Amortization
Exercise # 4

1. Take the previous slide and develop a list for each of your bullet
items from Exercise # 1 going from the “Overall Hoshin Goal” to the
“Production” goal.
2. Then get into groups of two or three and discuss items and share
how you will accomplish the points from the previous slide.
Key Points - Hoshin to Operations
• Clear link from high level to operational level through….
• Clear responsibility and accountability (ownership)
at all levels that….
• Reinforces PDCA through….
• Timely escalation of condition (Who needs to know
what, when) through….
• Appropriate response to current condition that will lead to….
• Accomplishing Hoshin objectives
Hoshin Kanri - Team Board
Hoshin Check – by PDCA Cycle
Action
Standardization of good results,
Countermeasures on the goals
unreached, establishing the
actions in a new Hoshin.
Check
Check the processes and
results periodically. Involve
all leader levels to check
together.
Plan
Establish the Strategic Planning
(Hoshin Kanri) and development for
all areas of company
Do
Execution and Implementation of
Hoshin, deployed for all areas of
company
Hoshin Simulation - Contents
Hoshin Items Objectives
Why ? Reason What ? Evaluation/KPI (Indicators)
What ? Detected problem = Gap How much ? Objective level
How ? Actions & Countermeasures

Strategic Planning
( Hoshin Kanri Planning )

Planning Responsible Persons

When ? Due date Who ? Main Responsible / Related

Responsible Areas
Where ? Responsible Area
Hoshin Simulation - Contents
Some questions to confirm :
1. Do you know company Mission, Vision, Values, and Principles ?
2. Did you consider item 1 contents in your Hoshin (Strategic Planning)
3. Did you identify your objectives connected with company objectives.
4. Did you use KPI – Indicators to measure your performance and results ?
5. Did you delegate the activities to your team members ?
6. Did you make a plan for the actions and determine the due dates ?
7. Did you identify each objective and delegate them ?

Excellent! Your Hoshin was deployed correctly!

Top Management Thinking Hoshin Title
A3 Report Form AB Plant – Strategic Planning - XY Division - ZW Department – Fiscal Year 20NN

I. Mission, Vision, Values, and Principles :

1) To respect the culture, customs, and to contribute to the society
2) To value the human resources and its continuous development
3) To respect the spirit and intent of local legislation
4) To satisfy the customers needs with quality and security

Company ‘s Strategic Planning by Top Management Point

of View:
 Top Management Thinking
A3 Report Form
AB Plant – Strategic Planning - XY Division - ZW Department – Fiscal Year 20NN
II. Objectives of Medium and long run:
I. Mission, Vision, Values and Principles :
1) Sales: To reach 10% of the market up to 2.XYY
1) To respect the culture and the customs and to contribute for the society
2) Financial : To reduce 30% of the operational expenses up to 2.XYY
2) To value the human resources and its continuous development
3) Supply: To reduce 25% inventory of parts in the plant up to 2.XYY
3) To respect the nature and to obey the ambient legislation
4) Production: To increase 20% production efficiency up to 2.XYY
4) To satisfy the customers producing with quality and security
5) RH: To reduce 50% of absenteeism up to 2.XYY

Company ‘s Strategic Planning by Top Management Point of View:

II. Objectives of Medium and Long Term Objectives:
1) Sales: To reach 10% of the market up to 2NNN
2) Financial : To reduce 30% of the operational expenses up to 20NN
3) Supply: To reduce 25% inventory of parts in the plant up to 20NN
4) Production: To increase 20% production efficiency up to 20NN
5) RH: To reduce 50% of absenteeism up to 20NN
Top Management Thinking
KPI – Key Performance Indicators
Mid and Long Term Indicators with Objectives year by year
Hoshin Deployment to Division
Division KPI – Indicator must show last year’s results to set necessary actions to
achieve the new goals. This KPI is based on Top Management Thinking Hoshin
New goal
%
100 86% Efficiency
Eficiência % ( Last Year
da Produção )
- 2.009 Meta == 80%
Target 80%

90
80
70
60
50
40 77 77 79 82 80 81 80 81
73 76 74 76
30
20
10
0
Jan Fev Mar Abr Mai Jun Jul Ago Set Out Nov Dez
Hoshin Deployment to Division
A3 Report Form AB Plant – Strategic Planning - XY Division - ZW Department – Fiscal Year 20NN DIRECTOR DIV.MAN. DEPT.MA
N
.
II. Objectives of Medium and long run:
I. Mission, Vision, Values and Principles : 1) Sales: To reach 10% of the market up to 2.XXY
1) To respect the culture and the customs and to contribute for the 2) Financial : To reduce 30% of the operational expenses up to
society J.JONES – 19/12/XX
2.XXY
2) To value the human resources and its continuous development 3) Supply: To reduce 25% inventory of parts in the plant up to 2.XXY
3) To respect the nature and to obey the ambient legislation 4) Production: To increase 20% production efficiency up to 2.XXY
4) To satisfy the customers producing with quality and security 5) RH: To reduce 50% of absenteeism up to 2.XXY

Ref. Company Hoshin Division Hoshin Item with Actions Objectives

Target
Implementation Plan Approva Main Responsible Related Area

l
(Sign)
Reference
Company
Hoshin
Objective
based on KPI
(Indicators) Main
Responsible
Implementation (Name/Area) Hoshin
Division Hoshin Plan prepared by
Item. Indicate (Schedule) Related Area (Name/Date)
actions to achieve Responsible
the target, based on (Name/Area)
Corporate Hoshin
Hoshin Deployment to Division
A3 Report Form AB Plant – Strategic Planning - XY Division - ZW Department – Fiscal Year 20NN DIRECTOR DIV.MAN. DEPT.MA
N
.
II. Objectives of Medium and long run:
I. Mission, Vision, Values and Principles : 1) Sales: To reach 10% of the market up to 2.XXY
1) To respect the culture and the customs and to contribute for the 2) Financial : To reduce 30% of the operational expenses up to
society J.JONES – 19/12/XX
2.XXY
2) To value the human resources and its continuous development 3) Supply: To reduce 25% inventory of parts in the plant up to 2.XXY
3) To respect the nature and to obey the ambient legislation 4) Production: To increase 20% production efficiency up to 2.XXY
4) To satisfy the customers producing with quality and security 5) RH: To reduce 50% of absenteeism up to 2.XXY

Ref. Company Hoshin Division Hoshin Item with Actions Objective Implementation Plan Main Responsible Related Area
s
I.4. Customer I. Production : Target Volume up
Satisfaction with high I.1. Increase production volume Volume
quality of products aiming to attend growing sales up 22.9% Production Volume ( Units )
and services market ( April/September ramp up) 22,9%
204.000 204,000
I.2. Increase Efficiency by elimination Efficiency
of bottle neck processes and wastes 86%

Efficiency
I.4. Customer up
Satisfaction with 86%
high quality of I. Production :
products and I.1. Increase production volume
services aiming to attend growing Efficiency ( % )
sales market (April / September
ramp up)
I.2. Increase Efficiency by elimination
of bottle neck processes and
wastes
Hoshin Deployment to Department
A3 Report Form AB Plant – Strategic Planning - XY Division - ZW Department – Fiscal Year 20NN DIRECTOR DIV.MAN. DEPT.MA
N
.
II. Objectives of Medium and long run:
I. Mission, Vision, Values and Principles : 1) Sales: To reach 10% of the market up to 2.XXY
1) To respect the culture and the customs and to contribute for the 2) Financial : To reduce 30% of the operational expenses up to
society J.JONES – 12/12/XX
2.XXY
2) To value the human resources and its continuous development 3) Supply: To reduce 25% inventory of parts in the plant up to 2.XXY
3) To respect the nature and to obey the ambient legislation 4) Production: To increase 20% production efficiency up to 2.XXY
4) To satisfy the customers producing with quality and security 5) RH: To reduce 50% of absenteeism up to 2.XXY

Ref. Company Hoshin Division Hoshin Item with Actions Objective Implementation Plan Main Responsible Related Area
s Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
I.4. Customer I. Production : Target
Satisfaction with high I.1. Increase production volume (a) Takt Time change and processes adjustment.
Volume
quality of products aiming to attend growing sales up
(b) Standardized Work /Operation Manual revision.
and services market ( April/September ramp up) 22,9%
204.000 (c) Leaders/Operators hiring and training.

(d) Equipments and Installation arrangements

(a) Investigate and solve production line stop problems

I.2. Increase Efficiency by elimination Efficiency
of bottle neck processes and wastes 86% (b) Implement production process audit system

(c) Implement kaizen team in bottle neck processes

(d) Benchmark study for process improvement (other plants)

Implementation Plan (20NN) Implementation Plan (20NN)

(a) Takt Time change and processes (a) Investigate and solve production line stop
adjustment. problems
(b) Standardized Work /Operation Manual (b) Implement production process audit system
revision. (c) Implement kaizen team in bottle neck
(c) Leaders/Operators hiring and training. processes
(d) Equipment and Installation (d) Benchmark study for process improvement
arrangements (other plants)
Hoshin Deployment to Individual
A3 Report Form AB Plant – Strategic Planning - XY Division - ZW Department – Fiscal Year 20NN DIRECTOR DIV.MAN. DEPT.MA
N
.
II. Objectives of Medium and long run:
I. Mission, Vision, Values and Principles : 1) Sales: To reach 10% of the market up to 2.XXY
1) To respect the culture and the customs and to contribute for the 2) Financial : To reduce 30% of the operational expenses up to
society J.JONES – 12/12/XX
2.XXY
2) To value the human resources and its continuous development 3) Supply: To reduce 25% inventory of parts in the plant up to 2.XXY
3) To respect the nature and to obey the ambient legislation 4) Production: To increase 20% production efficiency up to 2.XXY
4) To satisfy the customers producing with quality and security 5) RH: To reduce 50% of absenteeism up to 2.XXY

Ref. Company Hoshin Division Hoshin Item with Actions Objective Implementation Plan Main Responsible Related Area
s Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
I.4. Customer I. Production : Target
Satisfaction with high I.1. Increase production volume Volume (a) Takt Time change and processes adjustment. R.Carlos G.Costa
quality of products aiming to attend growing sales up J.Moraes Depto.PCP
(b) Standardized Work /Operation Manual revision.
and services market ( April/September ramp up) 22,9% C.Souza H.Hasui
204.000 (c) Leaders/Operators hiring and training.
Depto.Prod.I Dpto.RH

(d) Equipments and Installation arrangements

M.Silva
Indicate Main Depto.ENG

I.2. Increase Efficiency by elimination Efficiency Responsible Person

(a) Investigate and solve production line stop problems
J.Cesar G.Costa
of bottle neck processes and wastes 86% (b) Implement production process audit system
and his Department D.Silva
F.Chaves
Depto.PCP
F.Silva
(c) Implement kaizen team in bottle neck processes
A.Alves Depto.QC
(d) Benchmark study for process improvement (other plants) Depto.Prod.I
A.Costa
Depto.Log.

Indicate related Area

Responsible Person
and his Department
Hoshin Deployment to Individual
A3 Report Form AB Plant – Strategic Planning - XY Division - ZW Department – Fiscal Year 20NN DIRECTOR DIV.MAN. DEPT.MA
N
.
II. Objectives of Medium and long run:
I. Mission, Vision, Values and Principles : 1) Sales: To reach 10% of the market up to 2.XXY
1) To respect the culture and the customs and to contribute for the 2) Financial : To reduce 30% of the operational expenses up to
society J.JONES – 19/12/XX
2.XXY
2) To value the human resources and its continuous development 3) Supply: To reduce 25% inventory of parts in the plant up to 2.XXY
3) To respect the nature and to obey the ambient legislation 4) Production: To increase 20% production efficiency up to 2.XXY
4) To satisfy the customers producing with quality and security 5) RH: To reduce 50% of absenteeism up to 2.XXY

Ref. Company Hoshin Division Hoshin Item with Actions Objective Implementation Plan Main Responsible Related Area
s Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
I.4. Customer I. Production : Target
Satisfaction with high I.1. Increase production volume Volume (a) Takt Time change and processes adjustment. R.Carlos G.Costa
quality of products aiming to attend growing sales up J.Moraes Depto.PCP
(b) Standardized Work /Operation Manual revision.
and services market ( April/September ramp up) 22,9% C.Souza H.Hasui
204.000 (c) Leaders/Operators hiring and training.
Depto.Prod.I Dpto.RH

(d) Equipments and Installation arrangements

M.Silva
Depto.ENG

(a) Investigate and solve production line stop problems

I.2. Increase Efficiency by elimination Efficiency J.Cesar G.Costa
of bottle neck processes and wastes 86% (b) Implement production process audit system D.Silva Depto.PCP
F.Chaves F.Silva
(c) Implement kaizen team in bottle neck processes
A.Alves Depto.QC
(d) Benchmark study for process improvement (other plants) Depto.Prod.I
A.Costa
Depto.Log.

Top Management
Thinking
Deployment
Deployment to Department
to Division and Section Deployment
to Individual
Catch Ball System in Hoshin
A3 Report Form AB Plant – Strategic Planning - XY Division - ZW Department – Fiscal Year 20NN DIRECTOR DIV.MAN. DEPT.MA
N
.
II. Objectives of Medium and long run:
I. Mission, Vision, Values and Principles : 1) Sales: To reach 10% of the market up to 2.XXY
1) To respect the culture and the customs and to contribute for the 2) Financial : To reduce 30% of the operational expenses up to
society J.JONES – 19/12/XX
2.XXY
2) To value the human resources and its continuous development 3) Supply: To reduce 25% inventory of parts in the plant up to 2.XXY
3) To respect the nature and to obey the ambient legislation 4) Production: To increase 20% production efficiency up to 2.XXY
4) To satisfy the customers producing with quality and security 5) RH: To reduce 50% of absenteeism up to 2.XXY

Ref. Company Hoshin “Catch Ball” system for Hoshin establishment and
Division Hoshin Item with Actions Objective
s Jan Feb Mar Apr May
Implementation Plan
Jun Jul Aug Sep Oct Nov Dec
Main Responsible Related Area

I.4. Customer I. Production :

Satisfaction with high deployment from Top Management to the
I.1. Increase production volume
Target
Volume (a) Takt Time change and processes adjustment. R.Carlos G.Costa
quality of products aiming to attend growing sales up J.Moraes Depto.PCP
and services
Individual activities and goals.
market ( April/September ramp up) 22,9%
204.000
(b) Standardized Work /Operation Manual revision.

(c) Leaders/Operators hiring and training.

C.Souza
Depto.Prod.I
H.Hasui
Dpto.RH
M.Silva
• Listen to ideas / expectations.
(d) Equipments and Installation arrangements
Depto.ENG

(a) Investigate and solve production line stop problems

I.2. Increase Efficiency by elimination Efficiency J.Cesar G.Costa
• Share best practices.
of bottle neck processes and wastes 86% (b) Implement production process audit system

(c) Implement kaizen team in bottle neck processes

D.Silva
F.Chaves
Depto.PCP
F.Silva
A.Alves Depto.QC

• Exchange experiences. (d) Benchmark study for process improvement (other plants) Depto.Prod.I
A.Costa
Depto.Log.

Top Management Deployment

Thinking Deployment to Department Deployment
to Division and Section to Individual
Hoshin Check & Follow-up
Action
Standardization of good results. Why we need to check / follow-up ?
Countermeasures on the goals
unreached, establishing the
actions in a new Hoshin. 1. To take quick actions to correct
the focus and revise the action
plan in according with needs.
2. To take quick discussions with
team members to grasp new ideas
and solutions for pending items.
3. To set new schedule to recover
Check any delay or negative results
Check the processes and
results periodically.
Involve all leaders level
to check together.
 Evaluation the results
using special Symbols.
Examples:
Hoshin Check & Follow-up Circle : more than
A3 Report Form
100%
AB Plant – Strategic Planning Check - XY Division - ZW Department – Fiscal Year 2.XXY DIRECTOR DIV.MAN. DEPT.MA
N
Triangle : more than
I. Mission, Vision, Values and Principles :
II. Objectives of Medium and long run:
1) Sales: To reach 10% of the market up to 2.XXY
.

1) To respect the culture and the customs and to contribute for the
society 80%
2) To value the human resources and its continuous development
2) Financial : To reduce 30% of the operational expenses up to
2.XXY
J.JONES – 15/06/XY
3) Supply: To reduce 25% inventory of parts in the plant up to 2.XXY
X : less than 80%
3) To respect the nature and to obey the ambient legislation
4) To satisfy the customers producing with quality and security
4) Production: To increase 20% production efficiency up to 2.XXY
5) RH: To reduce 50% of absenteeism up to 2.XXY

Ref. Company Hoshin
I.4. Customer
Satisfaction with high I.1. Increase production volume
quality of products
Put detailed explanation about
and services
good or bad results and explain
weak / good points. Root cause of
delay must be investigated and
Division Hoshin Item with Actions
I. Production :
aiming to attend growing sales
market ( April/September ramp up)
Objective Intermediary Results and Main problems Eval Justify and Next Actions
s
Target
Volume (a)1st. Ramp up increase of production with new Takt (a) Problema c/ máquina. Planejar start-up
up Times and adjustment of the processes.
22,9%
204.000
Problem with machine start up. Production delay.
c/teste antecipado D-7
(b) Tomada de tempo com falhas. Orientar a
(b) Standardized Work / Operation manual revised. forma de execução c/ treinamento
Delay in the revision of 2nd ramp up of production
(c) Hired and trained newcomers 2 weeks. (c) Sem problemas graves, dentro do plano.
Manter o controle diário
Trained leaders level and formation of new leaders.
(d) Problem with assembly robot (adjustment of the X (d) Falha nos testes de start-up. Simular
program). Delayed 1st day production (1 day)
For 2nd ramp up, preparation is ok
produção em D-7 e confirmar
funcionamento das máquinas.

explained. It can be used to get Production Volume ( Units

support of top managers and to )

get necessary additional

resources
Put justify of negative
results and set new
Put graphs with KPI Indicators actions as next step
showing the results month by month.
Graph must show the results
compared with set targets.
Exercise # 5

• Using slides 44 through 55, develop these

components for each of the items you identified in
Exercise 1.
• Then get into groups of two or three and discuss
items and share ideas as to how to improve each
Hoshin Check & Follow-up
1. Check Points / Objectives & Results: Consider numerical
results and practical results. Always check and
investigate the results yourself on plant floor / office by
Genchi Genbutsu.

2. Standardization : Positive and good results must be

immediately standardized. Check how was the approach
and standardize it.
Hoshin Check & Follow-up
3. Corrective actions: After Hoshin check and follow-up, grasp
negative results and set new schedule to correct them and
investigate clearly the root cause and take appropriate
countermeasures quickly.

4. Visual management : Hoshin must be visualized. Everybody

involved must be informed and problems must be visualized
at all times. Good results must be shown and people will be
motivated. Top mgm’t level must check themselves
periodically by Genchi Genbutsu. Pick up NG items and
check why ?
Hoshin Kanri - TPS Integration
Company Vision
Business
Hoshins
Establish Goals &
Pillars
Targets

Plant Goals & Objectives GAP Objectives Prior to Start

Targets

Safety Goals & Objectives

Department
TPS

Quality
Section Goals & Objectives PRIDE
of Fiscal Year
Cost
Group Goals & Objectives
Productivity Mid Year KPI Status
Team Goals & Objectives
PI
Targets

Broa New Model Review (Self Judgment)

Human Resources P
Targets

d
End of Year KPI
Targets

Specifi
c Performance Review
Detaile Vertical Alignment and
d
Integration

PIP = Personal Improvement Proposal

Ohbeya Style Planning Process
New project visual control room
Weekly planning & status meetings
Track plant & supplier readiness
Make problems & status visible
Focus attention & support
Efficiently close all open issues
Departmental window representatives
Window group for each business division
Reinforce strong relationships
Communicate between all related divisions
Lean Environment Simulator

 Scale Model Factory

 Powered conveyors
 Controlled Environment
 Plant-Like Facility
 Certified LES trainers
 Evaluate New Hires
 Train New Hires
 Continuously Train Existing
Workforce
Lean Environment Simulator
 Lean Hands-On Training features:
- Jidoka, Andon, Pokayoke
- Just-In-Time
- Standardized Work
- Job Instructions
- Kaizen
- Team Concept
- Visual Management
- Workplace Organization
- Leader Behaviors
- KPI Performance Tracking
Skills Training Center
Skills & Methods Improvement Trng
Improve Motion & Knacks
Improve Hand, Eye & Dexterity
Rhythmical Training Approach (Takt)
Digital Technology & CBTs
Basic Knowledge
Practice Fundamentals
Element Work Training
Standardized Work

CBT = Computer Based Training

Cultural Attributes
Mutual Trust
& Involvement
Respect

Teamwork

Safety Equity

Lean Cornerstones
Ji = Myself Shu = Autonomous Ken = Study
Jishuken Process Week long shop floor activity
Cross-functional participation
Work in small teams
Selected theme for each activity
KPI targets set (S,Q,P,C)
Executive Review (last day)
Goal: Two events / Manager / year
Purpose: Rapid Kaizen & Learning
Jishuken Process Objectives:
 Genchi Genbutsu
 Improve TM work condition
 Demonstrated improvements
 Involve all levels of the
workforce
 Focus talent on problems
 Raise Kaizen skill levels
 Develop deep understanding
 Generate thinking & ingenuity
 Generate enthusiasm
 Apply Lean tools
Q&A
 Metodología Hoshin Kanri
Coaching para la Mejora del Desempeño
Stephen J. Ansuini

Preguntas
 Excelencia Operacional
y Calidad a través del Desarrollo de
Competencias

Luz María Karg Barroso

PPT
 Excelencia Operacional
y Calidad a través del Desarrollo de
Competencias

Luz María Karg Barroso

Preguntas
 Taller de Trabajo
Metodología Hoshin Kanri

Arturo Reveles Luis Sánchez

 Caso práctico
para
implementación
de Hoshin Kanri
M.A. Luis Alberto Sanchez Ruiz
Empresa: PRODUCSA SA de CV
Producsa es una empresa que nace en Coahuila a mediados de la década de los años 2000
conformada por 3 socios: Pedro Morelli, Alberto Ibarra y María Cantú.

Es una empresa de manufactura que focalizó su negocio en la fabricación del producto ¨X¨
para la industria automotriz con el propósito de ofrecer a las principales armadoras un
producto de calidad y sin incurrir en altos costos por transportación.

Arrancó muy bien en el mercado pues las armadoras quisieron aprovechar esta ventaja de
contar con el producto ¨X¨ para sus coches de manera local y no tener que gastar en flete.
Inicialmente Producsa era la única que ofrecía este producto y sus ventas llegaron a ser
bastante significativas. Otras empresas empezaron a ver esta situación como una
oportunidad para ampliar la oferta como competidores.
En la actualidad Producsa tiene mayor competencia, pero la empresa busca diferenciarse y
no se limita a vender solamente el producto ¨X¨ sino también se ha enfocado en desarrollar
otros productos como el ¨Y¨ y el ¨Z¨ de creación propia y también buscaron agregar otras
opciones no solo para el mercado automotriz, sino para otros mercados como el de los
electrodomésticos, entre otros.

Tiene instaladas 2 plantas: una en Saltillo y una en Ramos Arizpe, en parques industriales
con una localización geográfica privilegiada para la distribución de sus productos.

La venta de productos está orientada hacia el segmento de plantas tipo ¨Tier 1¨, al ser
plantas con una necesidad mayor y una capacidad de adquisición mayor.

Uno de los socios Pedro, dirige las operaciones de las dos fábricas, entre ambas cuentan
con 150 personas que se encargan de la producción y de la parte administrativa del
negocio. La sobrina de Pedro, Pilar, que es diseñadora colabora en el diseño de
los productos. La parte administrativa la conduce un viejo amigo de Pedro que
es contador.
 Empresa: PRODUCSA SA de CV
La parte de producción la lleva adelante Alberto y cuentan con jefes de área que tienen la particularidad de ofrecer un valor agregado al
negocio ya que tomaron a supervisores con experiencia y antigüedad y fueron asesorados por María quien es gerente de RH para las dos
plantas. Irma, una colaboradora con mucha antigüedad y experiencia empírica está a cargo del área de calidad, actualmente está lidiando
con algunas quejas de clientes; las áreas de logística, Ingeniería y Mantenimiento cuentan con personal con experiencia, aunque en una
de estas áreas están teniendo problemas por quejas del personal y de algunos clientes internos. Evalúan la posibilidad de despedir al jefe
de dicha área.

Tuvieron algunos inconvenientes con la recesión que se dio a partir del año 2008 y principalmente con la crisis del año 2009, que le
disminuyó las ventas, pero en función de la diversificación que agregó productos para otros mercados pudieron superarla.

Las relaciones con el personal operativo y el sindicato son buenas; no han tenido demasiados conflictos y los pocos que han tenido fueron
convenientemente superados o están en vías de superarse. Mucho de esto es por el buen trato que se procura siempre por parte de los
líderes de área para con la gente.

Sin embargo, existen algunos roces entre algunas jefaturas, sobre todo aquellas donde los responsables de área tienen alguna relación
directa con los socios. Estos roces, si bien no llegaron a peleas, estriban principalmente en la diferente personalidad de estas personas.
Una es más retraída, más conservadora y pone mucho empeño y cuidado en la parte financiera. La otra, por el contrario, es más abierta,
más espontánea, más proclive a tomar decisiones asumiendo riesgos.

Actualmente, si bien las restricciones a las que se ve sometido el mercado como consecuencia de la política económica del país,
repercuten en el negocio, especialmente en el aumento de los costos de fabricación y mano de obra, siguen adelante ya que los
productos que comercializan son muy rentables y aunque financieramente están más limitados, pueden manejarlo.

Incluso, están evaluando, la posibilidad de extenderse abriéndose a la inversión pública, ya cuentan con algunos interesados, entre ellos
algunos empresarios que los reconocen como proveedores de un alto nivel competitivo y que tienen potencial para crecer hacia el centro
del país.
 Empresa: PRODUCSA SA de CV

Se pide:

1. Realizar un análisis FODA de la empresa

2. Esbozar la planeación estratégica para el negocio.
3. Definir la matriz X para hacer el despliegue correspondiente.
 - Proceso

Hoshin Kanri
 Matriz
FODA
Contexto
 Proceso de integración:
Hoshin Kanri
Visión Quienes somos y dónde queremos estar?

Misión Lo que somos y a lo que nos dedicamos?

En que creemos y con que

Valores principios actuamos?

Objetivos Que resultados esperamos obtener?

Que hacer para lograr los objetivos y

Estrategias y Metas como medimos el progreso?

Que, quien y cuando realizar las

Tácticas y Planes de acción actividades para lograr las metas
y que recursos se necesitan?
Matriz
Hoshin
Estrategias

Objetivos
Metas
Med plazo

Objetivos
Largo plazo
 Taller de Trabajo
Metodología Hoshin Kanri

Arturo Reveles Luis Sánchez

Conclusiones
CONCLUSIONES
GRACIAS