A Practioner's View on Hoshin Kanri

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Anthony Mano, a Catalyst with Profero, Inc. was interviewed in the Business901 podcast, Tricks from the Trenches on applying Hoshin Kanri. This is a transcription of the podcast.

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A Practioner's View on Hoshin Kanri

  1. 1. Business901 Podcast TranscriptionImplementing Lean Marketing Systems A Practioner’s view on Hoshin Kanri Guest was Anthony Manos Related Podcast: Tricks from the Trenches on applying Hoshin Kanri Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  2. 2. Business901 Podcast TranscriptionImplementing Lean Marketing Systems Anthony Manos is a Catalyst with Profero, Inc., where he provides professional consulting services, implementation, coaching and training to a wide variety of organizations, large and small, private and public, in many industries focusing on Lean Enterprise and Lean Healthcare. Mr. Manos hasextensive knowledge of Lean and quality in a wide range of workenvironments. Tony is trained and certified by the NationalInstitute for Standards and Technology (NIST) U.S. Departmentof Commerce in all elements of Lean manufacturing.Over the past ten years, he has helped more than 150 companiesin several aspects of Lean implementation including: teambuilding, standardized work, 5S workplace organization & visualworkplace, quick changeover, plant layout, cellular, kanban, totalproductive maintenance, kaizen events and Hoshin planning.Tony is an internationally recognized speaker and expert on Leanpresenting workshops and sessions at several conferences a year.As a member of American Society for Quality’s (ASQ) faculty, heteaches a two-day course in Lean Enterprise and a one-daycourse on Kaizen.Tony is the co-author of the book “Lean Kaizen: A SimplifiedApproach to Process Improvement” and author of many articleson Lean and its allied subjects. He wrote the script for SME’s DVDTotal Productive Maintenance Blitz and is the co-editor of ASQ’supcoming Lean Handbook. He writes commentary on Lean in hisblog: blog.5Ssupply.com. Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  3. 3. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe Dager: Welcome everyone. This is Joe Dager, the host ofthe Business901 podcast. With me today is Anthony Manos, hesa catalyst with Profero Incorporated, where he providesprofessional consulting services, implementation, coaching andtraining focusing on Lean enterprise and Lean health care. Mr.Manos has extensive knowledge of Lean and quality in a widerange of work environments. Anthony is the co-author of thebook "Lean Kaizen: A Simplified Approach to ProcessImprovement." And author of many articles on Lean and satellitesubjects.He wrote the script for SMEs DVD "Total Productive MaintenanceBlitz" and is the co-editor of ASQs upcoming "Lean Handbook."He is part of the team that originally developed the Leancertification for AME, SME, the Shingu Prize, and ASQ, where heserves on the Certification Oversight and Appeals Committee forthe Lean certification.He also writes commentary on Lean on his blog at 5SSupply.Tony, I would like to welcome you, and I appreciate theopportunity to interview you. Thats quite a list of Leanbackground. Can you start out by maybe cleaning up that introfor me?Anthony Manos: Yeah, absolutely, Joe. Thank you very muchfor having me. I do appreciate that we took the time to get achance to connect. Let me clean it up for you this way, Ill justsay, "Im a student of Lean." Lots of people go, "Im a Leanexpert." Im like, "No. Im always learning more about Lean."Joe: That shows a lot about your Lean credentials. [laughs] OK.It really reinforces them. Well, were here to introduce a subjectthat were here to talk about which is Hoshin. Can you start outthe podcast and just try to explain what Hoshin is? Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  4. 4. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsAnthony: Many of your listeners might have heard about Hoshinor Hoshin Kanri. Its also known as Policy Deployment, Hoshinplanning. There are different terms that people use. Hoshin is ageneral term that people might use. But its really about longterm planning so you can set a long term initiative, but thendrilling it back so that we know what our day to day items aregoing to be. Then the best way to put this is it actually drivesalignment from the top to the bottom of the organization.Hoshin Kanri is more of the literal translation from Japanese iskind of a shiny metal or shiny object in the sense of a compass.So, its all pointing us in the same direction. One of the ways Iheard it explained is trying to get all the ships to arrive at theharbor at the same time.If you think about all of these different entities, business units,departments, and youre trying to get them aligned so that we allend up at the same place at the same time.Joe: A fancy word for a business plan or not?Anthony: Thats a great question. The way I would typicallydescribe Hoshin to new people would be, I call it "strategicplanning on steroids." Thats a little bit different than a businessplan, too. For some people, they try to create the business planfor the year. Other groups or organizations might do things likestrategic planning. But to me, Hoshin brings it up a whole newlevel. The way I describe this Joe is that theres a lot of differentplanning methods out there. Everything from "no planning at all"which, believe it or not, has some advantages because you save alot of time.The disadvantages, youre not really sure what the results aregoing to be. All the way through to things like "the oldmanagement by objective," and strategic planning in Hoshin. Ithink Hoshin really elevates the concepts of the business plan or Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  5. 5. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsstrategic planning. By applying more of the rigorousplan-do-check-act or a good PDCA cycle...Joe: Is it just another problem solving journey? Or is it moreelaborate than an A3 or PDCA cycle?Anthony: In a sense, it is part of problem solving. But I dontknow if I would call it more elaborate. To me its more elegant.There are different tools that we would use. For instance, in A3,might be one of the ways that we would communicate out theplan. But it really does follow the rigorous PDCA. There are a lotof different tools that we go through to try to get an organizationto put their longer term plans together, and then be able to drill itdown.Joe: So, there is a prescribed method to Hoshin planning?Anthony: Yeah, I would say theres a prescribed method. But Iwould almost say that for every company that uses Hoshin, theyall have their own versions of it. But the way I try to explain it,theres what I call the "pre-worker homework." Things we need todo before we get into a Hoshin planning session. Especially whenwe begin to work with the top level executives, I want them to bethinking of longer term. Or sometimes Ill mention over thehorizon, things that you dont actually see right now, but couldhave an effect on us in the future. So, theres the usual thingslike, "Lets do our environmental scan where were looking atdifferent things from an economy point of view, social economics,everything from whats going on in the marketplace, oursuppliers, et cetera, and start to brainstorm ideas that we thinkthese things might have an effect on us in the future.Thats just starting to kick it off. Then they do ask them to dothings like review their vision statement if they have one,missions, values, and those kinds of things. Once again, we justwant to check to make sure do they really make sense with theorganization. Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  6. 6. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe Dager: People start with Lean and they start with the, "Oh,weve got to drive the culture and weve got to do that." Otherpeople start with the tools. Is Hoshin something that youintroduce early in a Lean journey or is this more of a matureorganization that wants to use Hoshin?Anthony: Thats an interesting balance there. A lot of peoplelike to have the tools in the beginning so that they can actuallylearn the concepts. If you had Hoshin in place first, obviously, itwould be pointing us in the right direction. For manyorganizations, it would be like, yes, this would be great if we hadHoshin first. Then we could plan everything out and it would beready to go. That doesnt always work that way becausesometimes the organizations are just not ready for it. The reasonthat it seems like Hoshin really takes off, again, because this isanother iteration or cycle for people using it over the last coupleyears, is theyve gotten used to a lot of the Lean tools, per se,and theyre looking for whats next.Hoshin wasnt actually whats next, they just havent delved intoit as a tool that they should use yet. Yeah, thats a good point.Should they start out with it or does it take a while for them towork into it? I think the idea would be for them to start with itbut most organizations arent ready for that so we have to getthem used to using some of the other tools in Lean to implementit so they get the experience so they can move into somethinglike Hoshin.Joe: What would make them not ready for it?Anthony: Ive got to tell you right away the good old Plan-Do-Check-Act cycle. As much as people say that they know it, theydont always practice it. Just recently, I was working with anorganization. I loved it because they admitted were really goodat planning, we do a lot of the P but not so much anything else.Or companies are like we dont really plan, we do a lot of do and Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  7. 7. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsthen we have to redo and redo. I think that the concept of PDCAtakes companies a little bit of time to mature.Joe: I look at it that you could actually make big mistakes withHoshin.Anthony: Yeah, I guess so. Fortunately, for any of theorganizations Ive worked with and helping them on their Leanjourney and the Hoshin portion of it obviously will stop them frommaking any egregious errors. But for most companies, what Ithink has been amazing because weve actually used this processfor organizations that werent actually specifically pursuing Lean.They were just looking for something. They didnt have a goodplanning system in place or something that would get them pastthe initial first year. Even though they werent a Leanorganization or a company pursuing Lean we were able still toapply Hoshin principles.Joe: Hoshin is supposed to be a breakthrough strategy. Is it thator is it still just PDCA?Anthony: Thats the adventurous part. We are looking for thebreakthrough. When were working with the high level to start theprocess whats really going to set you apart? Whats going tomake you different? What is going to raise your organizationabove and beyond any of your competitors? What is it thatsreally going to set you apart? Thats a breakthrough. That doesreally let’s think different; lets go beyond what weve done in thepast from our planning, year to year planning, those types ofthings. Lets actually start to focus on something thats going tovault us ahead or give us a nice quantum leap over ourcompetition. Thats the breakthrough portion of it.Joe: How does Hoshin help do that? We can all talk about it buthow does it actually create breakthrough? Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  8. 8. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsAnthony: Once again, I think an important part is getting backto pre-work. Prime the pump whether it be they did theirenvironmental scan looking at the different things that are goingto be happening over the next few years, taking that and thengoing into a brainstorming session and really trying to come upwith what are the things that are going to set us apart. Then fromthere I think what really helps out is determining what are thepriorities or what are the most important things to be working on,not only from a five year and on point of view but if this is wherewe would like to be in five years what do we need to do this yearto move us forward? Thats a big aspect of what Hoshin will do isfollowing that approach really ties all of these things together.Joe: One of the things Ive been talking lately aboutappreciative. Ive heard that Toyota is applying appreciativeinquiry with their Hoshin.Anthony: One of my favorite things is if you look back on thehistory of planning and strategic planning, and then all thosetypes of things. Strategic planning was declared bad back in the1990s. Theres a "Harvard Business Review" article that said,"Hey, listen, you cant predict the future, so why are you eventrying?" Like, "Why are you putting all this effort into planningwhen you know that things have to change anyway?" But thereare different kinds of paths or methodologies, so just companiesmight have done their SWOT analysis, and they think thats astrategic plan, or they integrate that with an environmental scan,and then create a strategic plan, or if they do Hoshin, orappreciative inquiry. Its all like moving forward.Now, for that portion of it, I dont know how successfulcompanies or organizations are with it yet, being, from my pointof view, more relatively new compared to something like Hoshin,thats been around since the 1960s. Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  9. 9. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe: Were moving to this more agile-type thinking, and with theLean start-ups, its, "Build, measure, learn." Its, "Inspect andadapt" in the gaming industry. Theres all these things that saysthat planning, like you mentioned in the "Harvard BusinessReview," that people look at planning as obsolete, because youcan collaborate and throw things out, and test with yourcustomers so quickly. Weve even more acceptable of being partof beta. We live in beta on Google. But were saying that Hoshinsgetting a comeback. It seems contradictory to me a little bit.Anthony: I think also it works on where the organization is at. Iftheyre a small organization versus large, if theyve had any typeof planning before in the past that either worked or didnt work,and how are they responding to the marketplace? Adapting to themarketplace is obviously extremely important, but you also stillhave to have your longer-term vision, or where youre trying toget to, so you can adapt and change to it. Part of that is actuallygoing, "Well, where do we want to be, and what are the thingsthat are going to help us get there?" By being able to meet withthe customer is one, and obviously thats going to be one way.But on the other hand, an example would be, "Well, sometimesthe customers dont know what they want, and were the onesthat have to discover it for them." Thats where things like theplanning can come into place. Like, "Lets go out there and wehave some new products or services, and we think these aregoing to be a hit. Well, lets go find out."Joe: You think you could just give me an overall view of theHoshin process?Anthony: Absolutely. I mentioned a couple of things like doingthe pre-work, priming the pump of understanding whats going onin the environmental stand, checking the different things out.Environmental scan, things like the economy, whats going onsocially-cultural, whats going on with suppliers, competition. We Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  10. 10. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsjust get the teams to go, "What do you think is going to happenover the next few years that might have an impact on you?" Illadmit it, and this is one of those things that, "Hindsight is 20/20."Obviously, when youre trying to predict things, youre nevergoing to be perfect. But Joe, I remember, this is a few years ago,and when we were going through our planning session, someonementioned, "Well, what happens if oil goes above $50 a barrel?"Of course, we had a laugh. Its a good laugh now, but back then,we were wondering what would happen.I think its very interesting, because from peoples different pointsof view of where theyre at, when you make a statement likethat, "Well, what would happen when oil goes above $50 abarrel?" Back then, by the way, one of my initial thoughts was,"Wow, plastics costs might go up because of the oil." But its veryinteresting.Another team or group, when they were talking about whathappens to things like gas prices, they mentioned, "Well, lesspeople are going to drive."So, its very funny how, by putting these concepts out there, youcan have different points of view and try to determine how itwould affect your organization. Getting that stuff out in thebeginning really helps. Of course, doing the standard things like aSWOT analysis, what I notice is a lot of people use SWOT,strengths, weaknesses, opportunities, and threats, but I dontthink they really know about how to go about to do it.A couple of the tricks of the trade that we picked up over theyears is, when youre doing your strengths and weaknesses,which are supposed to be internal to the organization, one of thetools wed use to help a company, especially if theyre new atthis, is we used the Baldridge Award criteria categories. Theresleadership, planning, customer focus. Theres the measurement,analysis, knowledge management, human resource focus, Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  11. 11. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsprocess management, and results. So we do ask them, "What areyour strengths and weaknesses in each of those areas?"This just makes it easier for them to put something in a bucket."Give us some strengths and weaknesses of your leadership. Giveus strengths and weaknesses of your customer focus." Companiesdont have to do it this way, but weve found that when you cangive them a little structure to start out with, that really helps outa lot.Then what we do is, with opportunities and threats, which shouldbe external to the organization, we use a model like the PortersFive Forces, where they can look at things like suppliers,strengths and weaknesses of their suppliers, of substitutes thatcan people can replace your product or service with someoneelses, new entrants, buyers, and rivalries. Once again, its just alittle bucket that they can put their opportunities and threats.Joe, at this point, I want to mention that a lot of times, peoplejust think the opposite of an opportunity is a threat, or a threatjust flipped around becomes an opportunity. We really try tomake sure that they understand that its not always that way.There are certain things that threats are a threat, an opportunitymight be an opportunity. Once we get to that point, I think theirbrains are full, and theyre ready to go to the brainstormingportion of it.Typically, well start out with just a little statement like, "Its fiveyears in the future. You guys are tremendously successful. Whatdoes it look like, and how did you get there?" Then we just letthem go to town, just let them brainstorm and come up withideas. We just use a little Post-it Note method. They can writethem up there, we throw them up on the wall. We get the teamto go up there and make an Affinity diagram, start to group thesethings so they can see. Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  12. 12. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsIts like, "Wow! You see all these wild and crazy ideas. These aregreat ideas. This has really liberated us from doing theday-to-day things so that we can really think, Whats thatquantum leap? Whats that thing thats really going to give usthat breakthrough to move us forward?"Then from there, we do some other things, like a Gap analysis.Where are you guys at today in this category? Then, maybe,where would you like to be? Then another little tool that we use isdrivers, means, and outcomes, so we just try to look at thecategories.Does A cause B, or does B cause A? Or does A drive B, and Bdrive A? We try to determine if things are drivers, which meansthese are the things that will make things happen. The means,which is these are things that are the way to get it done, andthen outcomes, like, these things are going to happen.That really opens up peoples eyes to like, "Wow! What should wereally start to focus on?" From there, we can start to put togethertheir high-level plan. If companies want to use an X-Matrix ortree diagram, whatever its going to be, we help them put thattogether.Then from there, they go into that term called "catch ball." Catchball is when they actually just pass it down to the other levels ofthe organization, to communicate, get buy-ins, get their plan set.They throw it back up, and theres usually communication to it."Yes. This is looking good," or, "No. Wed like for you to take alook at this portion of it again."Based on the size of the organization, it might go down anotherlevel, and et cetera, et cetera. This is one of those ways that youget alignment within the organization. Anyone thats avalue-adder would actually see what their day-to-day task or jobis, how it actually... Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  13. 13. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe: This really sounds like a high-level leader standard worktype operation.Anthony: Yeah, thats a great way to say it. One of the things Ido want to mention is, for anyone out there that says, "Well, Idont think our top-level executives would ever do anything likethat," thats OK. If theyre not willing to do it, you can still do itwithin your own department, business unit, wherever yourelocated, and your group. You can actually put together your ownlittle Hoshin plan, because all youre trying to do is align yourselfwith whatever the powers-that-be above you need. Even whenyoure the CEO and CFO and all the C-suite folks, they still havepeople they have to report to. Everyone always has a boss. Aslong as were trying to align, "where do they want to go?" we canput our plan together to help us get there.Joe: To simplify a little bit, Hoshin is just really getting everyoneon the same page.Anthony: Yeah, thats a great way to say it. It takes a littlemore work than that, but yeah, its a great way to get thealignment, or get everyone on the same page, so that we canactually see the impact of. If we actually make a change here,how does it change things over here? Or did we actually moveany closer to our goals?Joe: You discussed catch ball. I was intrigued by that, becausein essence it sounds really simple. You design something, youthrow it out there. Then they work on it a little bit, and then theythrow it back, and it tells you what worked and what didnt work,and you modify it, and you throw it back. In its simplest form, isthat a good explanation?Anthony: Yes, thats a great explanation of catch ball. But I didlike what you said, that in concept, it seems relatively simple, butin practice, to do it correctly, I think people are a little bitshocked the effort that it takes to get it done. So, whatever level Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  14. 14. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsabove you that they created their plan and they bring it down toyou, or the portions that apply to you. Plus if youre a manager ora director and youve got some initiative that you wanted to doanyway, how do the things that youve got in mind and yourteam...Joe: I have all these great ideas how to improve the thing and Iget this Hoshin thing that gets thrown at me. I catch it and I lookat it and I dont really want it. I want to throw it back.Anthony: That does happen. One of the things that we look at,obviously, its at the highest level, theyre setting the long termgoals for the organization. But what will happen is we get a levelor two down youre going to realize theres certain things thatyoure going to need to do anyway. If you remember the old sayif it was the budgeting planning process or an operationalplanning process, companies and organizations used to do thatanyway. We need to get this new capital equipment this year orwere going to set up this whole new social media marketingcampaign. Those are things that would have to be done anywayor things were going to do.If theyre in direct opposite alignment of what top managementwants, yeah, thats going to be a tough sell, but if it at least isgetting us closer or making us more competitive, et cetera, thatsthe part that you can work it into your plan. I would never look ata plan that after we threw it down a level, they work on it andbrought it back to us and they said, "Yes, were going to work onthese things but we also have these initiatives that wed like toattend to."I would look at those initiatives and go, "Hey, these look prettygood. Yes, go ahead. Go with it." Or go, "Well, we have to makesure we have enough resources, which are time, people, andbudgets." Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  15. 15. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe: A lot of people take this cultural aspect, lets say Hoshinthings, and they really dont look at the time and the budget itrequires to get it accomplished. Should there be a return oninvestment on this type of work?Anthony: There probably should be something. Youve got tolook at it from if its just an ROI, and I dont mean the old type ofReturn on Investment. Im laughing only because I worked at anorganization where basically they would want to know the ROIhurdles for this year and theyd find out from management wellyou have to have at least a 20 percent ROI and theyd sit thereand make their calculations. Yeah, Ive got 25 percent ROI. Myprojects a go. I always joke around that if everyone always gotthe return on investment that they were hoping or that theyactually calculated out, I think every company would be a $17billion a year company. People dont always get the ROI out thatthey thought of and I can probably count on one hand thenumber of organizations that Ive worked with that actually everwent back to go verify that that ROI actually came out.One of the other things we look for, I talk about the measures, ormetrics, and sometimes its just what our measure of success is?How do we know that were moving this forward? Talking aboutthe just straight up return on investment is the financial portionof it. Wed also be looking at more of a Kaplan Norton BalancedScorecard approach, too, or look at the quality cost delivery.Joe: In essence, it still has to come back to the financial aspectsomewhere doesnt it?Anthony: Sure. Thats the results portion of it but there areother types of results, too. Once again, yeah if we just look at aBalanced Scorecard, we want financial results well we have totake care of our customers. In order to take care of ourcustomers, we have to have good, solid internal processes, inorder to have that we have to have good people. It all ties Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  16. 16. Business901 Podcast TranscriptionImplementing Lean Marketing Systemstogether. We can make short term gains financially and haveother things that suffer because of that. Were trying to look forthe balanced approach.Joe: If I want to start with Hoshin, how would you recommendsomeone start with it?Anthony: One of my recommendations would be definitely startsmall, meaning only have a few, a handful, maybe two, three, nomore than five major initiatives that youre thinking about overthe next five years. Thats a lesson learned. Our own company,we made the mistake of trying to bite off more than we couldchew. Thats definitely a risky mistake of when youre first tryingto do Hoshin. Just follow the steps. There are a lot of great booksout there that describe the Hoshin process. Just get through it.Understand the environment, your slot analysis, do yourbrainstorming, select the top ideas, and then start to put yourplan together to move it forward. All I can really say is the keyelement for Hoshin is just do your own hansei, your reflection,your own personal reflection.Youre doing your Hoshin planning next year. What can we do tomake it better? One of the key elements for this, too, is to makesure that you do your reviews, typically monthly reviews and thenquarterly reviews and of course an annual review. We have tolearn what worked and what didnt and what we need to improveupon for next year.Joe, I think thats probably one of the reasons why the companieshave a hard time with Hoshin is because youre trying to do thisin the bigger scale of things maybe only once a year.Joe: Great point because I think that is the essence of a lot ofthis planning. A lot of PDCA is that the planning process has todevelop itself. Youre going to get better at the planning process.The first couple times that you do something, youre more than Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  17. 17. Business901 Podcast TranscriptionImplementing Lean Marketing Systemslikely to fail at the planning process than you are what youredoing.Anthony: Right, the execution portion of it. We do want to buildin lessons learned, what worked, what didnt work. We usually dothat right up front before we get going into the next yearssession because were going to realize obviously its not perfect.What could we have done better?Joe: Is there something about Hoshin that I didnt ask that youdlike to add?Anthony: I think, once again, a lot of people maybe areintimidated by Hoshin, they think its overwhelming, or they getenamored with one tool like the X Matrix. These are the kinds ofthings I would say. Hoshin is not as hard as you think it is. Justtake the step by step approach. Put a plan together and get itthrough the organization. Dont rely on one tool like the X Matrix.Thats only one out of many tools that weve actually used to helpdevelop a Hoshin plan for a different organization. Joe, overall, Iwould say if you dont have anything this is a great way to getstarted. I would say, for myself personally, it makes me actuallyfeel good or even more secure knowing that our organization hasa plan in place instead of just trying to react and always react towhatever the marketplace is throwing out at us.It actually makes me feel a little bit more secure to go this is ourplan, this is how were executing it, did we meet our goals, did wenot, what do we have to do next time, what do we have to do asan interim condition to get it back rolling, to get it back on track?Joe: How often should you be looking at your Hoshin plan?Anthony: Thats a great question. I mentioned, too, the reviewmeetings at the lower levels are typically at a monthly level andthen at a higher level, they usually do at a quarterly. Those arejust some rules and guidelines. Every organization does it Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  18. 18. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsdifferent. One of the things I like is that Hoshin should be visual.Its a communication tool and thats a major portion of it. YourHoshin plan should be out so that people can see it. Based on thesize of the organization, if you need to go electronic go electronic.One of my favorite things is, because of all my travel, when Imon the airplane or waiting for the airplane, Ill pull up my Hoshinplan and go am I meeting this? Am I moving this processforward? What do I need to do to keep moving this forward sothat we can get on to the next thing?Joe: I know you travel a lot, go a lot of places, consult for a lotof organizations but whats coming up for you?Anthony: Weve got a lot of great things coming up. Matter offact, Im just heading out to ASQ, the American Society forQualitys Lean Six Sigma Conference in Phoenix. Theyre doing apresentation there on the Lean Handbook and Ive been luckyenough to be one of the co-editors for this upcoming book. TheLean handbook is based off of the body of knowledge for the Leancertification through the four partners which are the AME,Association of Manufacturing Excellence, SME, Society ofManufacturing Engineers, the Shingu Price, and the AmericanSociety for Quality. Im looking forward to that. Ive got a lot ofediting coming up here in a short period of time but hopefully,that book should be out in about April. Its really going to tietogether a lot of the Lean concepts that people have known overthe years. Weve been lucky. Weve been having a lot of greatcontributing authors, minds and Lean helping us out with that.Joe: Whats the best way for someone to get a hold of you?Anthony: The easiest way to get a hold of us is to visit ourwebsite, www.proferoinc.com. You mentioned earlier, too, we dohave a blog at blog.5ssupply.com and 5S Supply is our sistercompany. Thats an organization where we always had a hardtime trying to find the stuff that we needed to be able to do our Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  19. 19. Business901 Podcast TranscriptionImplementing Lean Marketing Systemskaizen events, our improvement events, so we started 5S Supplyover five years ago. Were always looking for the things that wewish we would have had to be able to make the Leanimplementation a little bit easier.Joe: Thanks everyone for listening. This podcast will be availablein the Business 901 blog site and also the Business 901 iPodstore. Please consider joining us at the Lean Marketing Lab for adiscussion on Lean marketing. Thank you. Tricks from the Trenches on applying Hoshin Kanri Copyright Business901
  20. 20. Business901 Podcast TranscriptionImplementing Lean Marketing Systems Joseph T. Dager Lean Marketing Systems Ph: 260-438-0411 Fax: 260-818-2022 Email: jtdager@business901.com Web/Blog: http://www.business901.com Twitter: @business901 What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joes ability to combine his expertise with "out of the box" thinking is unsurpassed. He has always delivered quickly, cost effectively and withingenuity. A brilliant mind that is always a pleasure to work with." James R.Joe Dager is President of Business901, a progressive company providingdirection in areas such as Lean Marketing, Product Marketing, ProductLaunches and Re-Launches. As a Lean Six Sigma Black Belt,Business901 provides and implements marketing, project and performanceplanning methodologies in small businesses. The simplicity of a singleflexible model will create clarity for your staff and as a result betterexecution. My goal is to allow you spend your time on the need versus theplan.An example of how we may work: Business901 could start with aconsulting style utilizing an individual from your organization or a virtualassistance that is well versed in our principles. We have capabilities toplug virtually any marketing function into your process immediately. Asproficiencies develop, Business901 moves into a coach’s role supporting theprocess as needed. The goal of implementing a system is that the processeswill become a habit and not an event. Business901 Podcast Opportunity Expert Status Tricks from the Trenches on applying Hoshin Kanri Copyright Business901

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