MOS Yellow Belt Certification

Hoshin Kanri
Setting the True North…

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

Disclaimer and Approved Use

• Disclaimer
• “© Copyright 2011 by MAS Holdings (Private) Limited. All rights reserved.
This material may not be copied or duplicated for any purpose without
the prior written authorization of MAS Holdings (Private) Limited.”

• Copyright
• This presentation is created and copyrighted by MAS Holdings
(Private) Limited.

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

MAS Holdings Pvt Ltd. All Rights Reserved. 1

MOS Yellow Belt Certification

Content

• What is Hoshin Kanri

• Objectives of Hoshin Kanri
• Introduction to Policy Objectives Matrix
• Deployment Process
• Deployment Structure
• Example Hoshin
• Hoshin Standard Formats

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

Hoshin Kanri

Hoshin
A compass needle pointing in the
direction that should be taken

Kanri
Administration, deployment, management
& control

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

MAS Holdings Pvt Ltd. All Rights Reserved. 2

MOS Yellow Belt Certification

Hoshin Kanri
“Hoshin Kanri (also called Policy Deployment) is a method for
ensuring that the strategic goals of a company drive progress
and action at every level within that company”

“Everyone is pulling towards the same direction at the same time”

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

Objectives of Hoshin Kanri

• Provides a platform to deploy strategic plans and strategy transformation

• Mechanism to track expected results & methods used to achieve the

results
• Aligns continuous improvement of all personal and departments with top
managements goals

• Allows flexibility & adaptability to change in the current environment

• Allows everyone to contribute & feel part of achieving the goals
established by top management

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

MAS Holdings Pvt Ltd. All Rights Reserved. 3

MOS Yellow Belt Certification

Hoshin Kanri – From Strategy to Action

• Understand the core
Tools
competencies
SWOT
• Understand competition Analysis,
• Identify the internal & Porter’s 5
Where are you now? external environment Forces,
• Identify competitive BCG
advantage Matrix,
• Identify new directions Influence
Strategy Where do you want to go? • Define Vision & Mission Matrix

Tools
• Create Strategies
How do you get there? • Align work towards strategies
PO
Matrix,
• Drive teams to achieve goals A3s

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

Identifying the Environment

Internal Environment External Environment

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

MAS Holdings Pvt Ltd. All Rights Reserved. 4

MOS Yellow Belt Certification

Policy Objectives Matrix (PO Matrix)

“Is a tool used to visualize and link top managements
commitments and supporting action plans down
through each level of the organization”

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

PO Matrix
3

Strategies or Selected
Projects
(HOW) 4
Responsibility

General Policies &

Goals & Measurable
1 Objectives
(HOW MUCH of HOW)
(WHAT)

Global Effect or Results

(HOW MUCH of WHAT)
5

2
Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

MAS Holdings Pvt Ltd. All Rights Reserved. 5

MOS Yellow Belt Certification

Policies

“A Policy can be considered as a Statement of Intent or a

Commitment“

• Must be targeted to the most critical issues facing the organization

• Should be limited in number as each one will grow as the Matrix expands
(best would be 5-6)
General Policies &
Objectives
(WHAT)

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

Results

• Important financial objectives of the Organization/SBU

• Capacities and future growth

• Non business objectives are equally or more important than business

objectives

Global Effect or Results

(HOW MUCH of WHAT)

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

MAS Holdings Pvt Ltd. All Rights Reserved. 6

MOS Yellow Belt Certification

Strategies

• Need to articulate the internal & external, the short, medium &
long terms actions
• Long Term Strategy – Plan of Action aimed over a long period of
time 5+ years
• Mid Term Strategy - 3 to 5 year semi complete plan of action with
financial targets, measures of process improvement.

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

Goals & Measures

• Numerical goals are preferable (clarifying what we want to obtain

is critical)
• Metrics/measurements mechanisms should be established to
support the strategies/goals

Goals & Measurable

(HOW MUCH of HOW)

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

MAS Holdings Pvt Ltd. All Rights Reserved. 7

MOS Yellow Belt Certification

Responsibilities

• All persons involved in the process will contribute to obtain the established
goals (its critical everyone know their role & responsibility in order to
contribute to the objectives)

(R)responsible - the person who is assigned to do the work

(A)accountable - person who makes the final decision & has the ultimate ownership

(C)consulted - the person who must be consulted before a decision or action is taken

(I)informed - person who must be informed that a decision or action has been taken

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

Deployment Process
MAS Policies
MAS
Holdings
Strategies

MAS MAS
Apparel Apparel
Policies Strategies

MAS Division MAS Division

Policies Strategies

MAS
MAS SBU
SBU
Policies
Strategies

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

MAS Holdings Pvt Ltd. All Rights Reserved. 8

MOS Yellow Belt Certification

Snapshot of MAS Hoshin deployment

• MAS Holdings strategies will eventually become the Policies for the next level, MAS Apparel
and MAS Investments.
• Strategies of MAS Apparel & Support Service functions (MAS Group HR, MAS Group
Finance & MAS Group IT) will become the policies for the Divisions.
MAS Holdings -
Strategies

MAS Apparel - MAS Investments -

Strategies Strategies of MAS Strategies
Support Services
(GHR, GIT &
GFIN)

MAS Active - MAS Fabric - MAS Intimates -

Strategies Strategies Strategies

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

Hoshin - example

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

MAS Holdings Pvt Ltd. All Rights Reserved. 9

MOS Yellow Belt Certification

A3 Team Charters
• The project charter is the first step and one of the most important parts of the Hoshin
Process.

• The document provides an overview of the project and serves as an agreement

between management and the team regarding the expected project outcome

• The charter is used to set the project direction and defines the measures of success.

• The charter offers the project team a roadmap of the project boundaries and aligns the
goals with critical business needs.

• By approving the document, the project Champion and process owner commit to the
project and agree to ensure that the organization assigns the appropriate resources.

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

Hoshin Review Cycle

Catchball
It is a critical element that
Monthly requires continuous
Annual
Review – By communication to ensure
Review - the development of
“Catch Ball”

The Hoshin
Shareholders appropriate targets and
“Catch Ball”

Team means, and their

deployment at all levels in
the organization. Processes
must be developed to
ensure feedback in multi-
Quarterly directional horizons, which
requires a company
Review – commitment to employee
Lean involvement and continuous
Enterprise improvement
Team

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

MAS Holdings Pvt Ltd. All Rights Reserved. 10

MOS Yellow Belt Certification

Thank You!

Copyright © 2014 MAS Holdings (Private) Limited. All Rights Reserved.

MAS Holdings Pvt Ltd. All Rights Reserved. 11