Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Hoshin Training - Vision


Published on

Brief training on the importance of having a Hoshin Plan and the impact of an effective vision.

Published in: Business, Technology

Hoshin Training - Vision

  1. 1. Hoshin Planning By Harold Philbrick Mission Vision Key Result Areas Key Result Measures Key Strategies
  2. 2. Agenda <ul><li>What is a Hoshin Plan? </li></ul><ul><li>Key Terms </li></ul><ul><li>Vision </li></ul><ul><ul><li>What Is It </li></ul></ul><ul><ul><li>Why Do We Need It </li></ul></ul><ul><ul><li>Importance of Shared Vision </li></ul></ul><ul><ul><li>Things to Consider </li></ul></ul><ul><ul><li>Examples </li></ul></ul>
  3. 3. Hoshin Plan <ul><li>Hoshin </li></ul><ul><ul><li>Ho – direction </li></ul></ul><ul><ul><li>Shin –needle </li></ul></ul><ul><ul><li>Hoshin </li></ul></ul><ul><ul><ul><li>“ direction needle” or compass </li></ul></ul></ul><ul><ul><ul><li>“ way of setting direction” </li></ul></ul></ul><ul><li>Kanri </li></ul><ul><ul><li>Management or control </li></ul></ul>
  4. 4. Hoshin Plan <ul><li>Hoshin Kanri in terms of an organization: </li></ul><ul><ul><li>Management / control of the direction needle </li></ul></ul><ul><ul><li>Aligned toward accomplishing a single or shared goal </li></ul></ul><ul><li>Aligns company resources at all levels </li></ul>
  5. 5. Hoshin Plan <ul><li>Places focus on the vital few business priorities </li></ul><ul><li>Defines who we are </li></ul><ul><ul><li>Not based on products or services </li></ul></ul><ul><ul><li>Based on our customer’s needs </li></ul></ul><ul><li>Enables everyone to ‘see’ where we are going and our plans to get there </li></ul>
  6. 6. Hoshin Plan <ul><li>Pushes us to address some fundamental questions </li></ul><ul><ul><li>Who are we? </li></ul></ul><ul><ul><li>What do we want to be? </li></ul></ul><ul><ul><li>How will we act? </li></ul></ul><ul><ul><li>How will we measure ourselves? </li></ul></ul><ul><ul><li>How will we achieve our goals? </li></ul></ul>
  7. 7. Typical North American Company
  8. 8. …or Maybe it’s Like This
  9. 9. Toyota’s Use of Time
  10. 10. Plan <ul><li>Gemba </li></ul><ul><ul><li>Observe problem or issue first hand </li></ul></ul><ul><li>Determine root causes of problems </li></ul><ul><li>Establish goals and targets </li></ul><ul><li>Create implementation plan </li></ul><ul><li>Create follow-up plan </li></ul><ul><li>Discuss with all those affected </li></ul>
  11. 11. Do <ul><li>Execute the implementation plan </li></ul><ul><li>Use as an experiment to test working theories </li></ul>
  12. 12. Check <ul><li>Study the effects to determine whether the problem was satisfactorily addressed </li></ul><ul><li>Compare results to our goals or targets </li></ul><ul><li>Analyze all deviations from plan </li></ul>
  13. 13. Act <ul><li>If targets were met: </li></ul><ul><ul><li>Standardize all procedures and methods to maintain gains </li></ul></ul><ul><ul><li>Reflect - what other areas or locations could benefit from these ideas? </li></ul></ul><ul><li>If targets were not met: </li></ul><ul><ul><li>Adjust using PDCA </li></ul></ul><ul><ul><li>Act on all deviations from expected results </li></ul></ul>
  14. 14. Key Terms
  15. 15. Mission Statement <ul><li>“ Why do we exist?” </li></ul><ul><li>Describes an organization’s capabilities, customer focus, activities and business makeup </li></ul><ul><li>Brief description of the organization's fundamental purpose </li></ul><ul><li>Address all stakeholders </li></ul>
  16. 16. Vision <ul><li>“ Where do we want to go?” </li></ul><ul><li>“ What do we want to do?” </li></ul><ul><li>A picture of your company in the future </li></ul><ul><li>The inspiration or the framework for all your strategic planning </li></ul><ul><li>Address all stakeholders </li></ul>
  17. 17. Core Values / Principles <ul><li>Behavioral attributes </li></ul><ul><ul><li>Uniquely inherent to the organization </li></ul></ul><ul><ul><li>Must be maintained at all costs </li></ul></ul><ul><li>Explain why we do things the way we do </li></ul><ul><li>Act as a guide when making decisions </li></ul>
  18. 18. Targets / Critical Success Factors <ul><li>The &quot;vital few&quot; (2 or 3 max) performance points where it's vital to succeed in as a business </li></ul><ul><li>Meant to break the vision down into actionable items that should be accomplishable in 3-5years </li></ul>
  19. 19. Hoshin Terms <ul><li>Key Result Areas </li></ul><ul><ul><li>Areas of activity in which favorable results are absolutely necessary for achieving on vision </li></ul></ul><ul><li>Key Result Measures </li></ul><ul><ul><li>Used to determine improvement and progress of the Value Stream </li></ul></ul><ul><ul><li>We must establish SMART goals </li></ul></ul>
  20. 20. Hoshin Terms <ul><li>Key Strategies </li></ul><ul><ul><li>The overall approach we will take to achieve the expected results for the KRA’s </li></ul></ul><ul><li>90-Day Activities </li></ul><ul><ul><li>Core activities that will be the focus of the next quarter </li></ul></ul>
  21. 21. Eight Steps to Transforming Your Organization Establishing a Sense of Urgency Examining market and competitive realities Identifying and discussing crises, potential crises, or major opportunities Forming a Powerful Guiding Coalition Assembling a group with enough power to lead the change effort Encouraging the group to work together as a team Creating a Vision Creating a vision to help direct the change effort Developing strategies for achieving that vision Communicating the Vision Using every vehicle possible to communicate the vision and strategies Teaching new behaviors by the example of the guiding coalition Empowering Others to Act on the Vision Getting rid of obstacles to change Changing systems or structures that seriously undermine the vision Encouraging risk taking and nontraditional ideas, activities, and actions Planning for and Creating Short-Term Wins Planning for visible performance improvements Creating those improvements Recognizing and rewarding employees involved in the improvements Consolidating Improvements and Producing Still More Change Using increased credibility to change systems, structures, and policies that don’t fit the vision Hiring, promoting, and developing employees who can implement the vision Reinvigorating the process with new projects, themes, and change agents Institutionalizing New Approaches Articulating the connections between the new behaviors and corporate success Developing the means to ensure leadership development and succession 7 1 2 3 4 5 6 8
  22. 23. What is a Vision Statement? <ul><li>A guiding image that defines what our success will look like </li></ul><ul><ul><li>Uses visual metaphors, imagery to create a picture of the future that we can see </li></ul></ul><ul><li>It gives us two points that help us to “plan our trip” </li></ul><ul><ul><li>Current reality and the future </li></ul></ul>
  23. 24. What is a Vision Statement? <ul><li>It tells us where we want to go without inhibiting the path we take to get there </li></ul><ul><ul><li>Multiple routes that will get us there </li></ul></ul><ul><li>Serves as a “landmark” or guide as to whether we are effectively implementing our Hoshin </li></ul>
  24. 25. Why Do We Need a Vision? <ul><li>Requires the organization and it’s members to stretch their expectations, aspirations and performance </li></ul><ul><ul><li>The loftiness of the vision can compel new ways of thinking and acting </li></ul></ul><ul><ul><li>Can foster risk taking and experimentation </li></ul></ul>
  25. 26. Why Do We Need a Vision? <ul><li>The pursuit of that image is what helps motivate people and teams </li></ul><ul><li>Provides clear decision making criteria by providing direction </li></ul><ul><ul><li>As people begin seeing it, it becomes a shared experience, a shared vision </li></ul></ul>
  26. 27. Shared Vision <ul><li>High performing teams often have a shared vision and purpose </li></ul><ul><li>Everyone is focused on the “ultimate” goal </li></ul><ul><ul><li>Connected by a common purpose </li></ul></ul><ul><li>Everyone must feel the contributed to the vision </li></ul>
  27. 28. Shared Vision <ul><li>People must be able to internalize </li></ul><ul><ul><li>Each person sees his or her own “picture” of the vision </li></ul></ul><ul><li>Helps people to see themselves as a part of it </li></ul><ul><ul><li>Must allow multiple, personal visions to exist </li></ul></ul><ul><ul><li>Allows everyone to find the role they will play </li></ul></ul>
  28. 29. Shared Vision <ul><li>Must connect with the personal visions of those throughout the organization to become truly shared </li></ul><ul><li>When all employees are committed to the long term direction we are more like to make daily decisions that are inline with that direction </li></ul>
  29. 30. Compliance, Enrollment & Commitment <ul><li>Commitment </li></ul><ul><ul><li>Wants it </li></ul></ul><ul><ul><li>Will make it happen </li></ul></ul><ul><ul><li>Creates whatever path is needed </li></ul></ul><ul><li>Committed people bring energy, passion and excitement to the effort </li></ul>
  30. 31. Compliance, Enrollment & Commitment <ul><li>Enrollment </li></ul><ul><ul><li>Wants it </li></ul></ul><ul><ul><li>Will do whatever can be done today </li></ul></ul><ul><ul><ul><li>“ within the spirit of the law” </li></ul></ul></ul><ul><ul><li>The process of becoming part of something by choice </li></ul></ul>
  31. 32. Levels of Compliance <ul><li>Genuine – “Good soldiers” </li></ul><ul><li>Formal – “Pretty good soldiers’ </li></ul><ul><li>Grudging – “Does enough to get by” </li></ul><ul><li>Noncompliance – “I won’t do it, you can’t make me” </li></ul><ul><li>Apathy – “Is it 5 o’clock yet?” </li></ul>
  32. 33. Things to Consider <ul><li>Employees must believe they can shape their future in order to believe the can impact the vision </li></ul><ul><li>Leader must “build” the vision daily </li></ul><ul><li>People must be able to see current reality while holding onto the vision </li></ul>
  33. 34. Why Visions Die <ul><li>People’s visions are too far apart </li></ul><ul><ul><li>Creates conflicting visions </li></ul></ul><ul><ul><li>Need to harmonize the personal visions </li></ul></ul><ul><ul><ul><li>Dig deeper and find the common thread to tie them back together </li></ul></ul></ul><ul><ul><li>Build it together </li></ul></ul>
  34. 35. Why Visions Die <ul><li>People become discouraged by the gap between current reality and the vision </li></ul><ul><ul><li>Become disheartened or cynical </li></ul></ul><ul><ul><li>Help them define their role </li></ul></ul><ul><ul><ul><li>Personal visions help with this </li></ul></ul></ul>
  35. 36. Why Visions Die <ul><li>People become overwhelmed by current reality demands and lose focus on the vision </li></ul><ul><ul><li>Exhausted and frustrated </li></ul></ul><ul><ul><li>Find ways to focus less on firefighting </li></ul></ul><ul><ul><li>Break up responsibilities </li></ul></ul><ul><ul><ul><li>Day-to-day versus attaining vision </li></ul></ul></ul>
  36. 37. Examples <ul><li>John F. Kennedy </li></ul><ul><ul><li>“ by the end of the decade… man on the moon </li></ul></ul><ul><li>Martin Luther King </li></ul><ul><ul><li>“ I have a dream…” </li></ul></ul>
  37. 38. Examples <ul><li>Henry Ford </li></ul><ul><ul><li>“ I will build a car for the great multitudes” </li></ul></ul><ul><li>AT&T </li></ul><ul><ul><li>“ universal telephone service” </li></ul></ul><ul><li>Kyocera </li></ul><ul><ul><li>Appeals to employees to look inward and “always aim for perfection” </li></ul></ul>
  38. 39. Effective Vision Statements <ul><li>Have clarity and lack ambiguity </li></ul><ul><li>Vivid and clear picture </li></ul><ul><li>Describe a bright future </li></ul><ul><li>Memorable and engaging wording </li></ul><ul><li>Realistic aspirations </li></ul><ul><li>Aligned with organizational values and culture </li></ul>
  39. 40. How to Create a Vision Statement <ul><li>Done with a group, not alone </li></ul><ul><li>Brainstorming </li></ul><ul><ul><li>Where do we want to go? </li></ul></ul><ul><ul><li>What do we want to do? </li></ul></ul><ul><ul><li>What are the key opportunities in the future? </li></ul></ul><ul><ul><li>What would success look like? </li></ul></ul>
  40. 41. How to Create a Vision Statement <ul><li>Look for things that make the organization unique </li></ul><ul><li>Identify some possible statements based on all the feedback </li></ul><ul><ul><li>Kick the ideas around </li></ul></ul><ul><ul><li>Debate and discuss </li></ul></ul>
  41. 42. Balancing Act <ul><li>Grow, Get , Keep </li></ul>Better, Cheaper, Faster Customers Employees Shareholders Sell Make/Buy Good Records