1.
CONTACT ME!
Dr.-Ing. Javier Villalba-Diez
www.hoshinkanriforest.com
h4lean@gmail.com
(CPD)nA
My name is H4.
and I can show you how to
achieve your Lean Strategic
Goals while increasing trust
with...

2.
When we talk about
processes, we talk about a system
that transforms an input into a
more valuable output.
All
systems have
certain limits!
Raw
Materials
Cash
Technology
Management
Customers
Systems are, by
nature
inter-dependent
At any point in time, the most
important input for a system is the one
that limits it the most.

3.
There are
differences…
For this reason, our organizations need
more process thinkers, that are able to
identify proper frames to understand
such systems
… like
complexity, feedback loops
or the variability related to
the system.
It is a useful Metaphor to
think of (Check-Plan-Do-…-
Act) (CPD)nA as a frame.
(CPD)nA is the frame with which we
take the“bull by its horns”and guide
it…
… by making each Process Owner (PO)
response able for his or her process.
Now let me
show you how.

4.
The first thing to understand is
that (CPD)nA is a Process
oriented frame of thought. Not
a Problem Solving one.
We could solve acute
problems with
(CPD)nA…
… but it would be like
curing a broken
leg with an
aspirin…
The process goal of (CPD)nA is double:
(1) to reduce variability of the system and
(2) to improve the system´s performance.
Process KPI
Time
A process is a Value
Stream
But…
How can we
best measure the
process?
What is the
KPI?
Each KPI assigned to a PO…
… is like a knife that
constrains her moves.

5.
A good way to
know if a KPI is a
process KPI is to prove
it to be fractal.
The Sierpinski
triangle is a good
way to visualize a
fractal structure.
Process KPI Output KPI
Find your
balance!
Usually Leaders tend to define
only Output KPIs. It is important
to find a balance between
Output KPIs and Process KPIs.
HOSHIN KANRI will help you
find that balance.

6.
The DNA Routine of any Process
is Check-Plan-Do-Check-Plan-
Do-… Act
(CPD)nA
All you need is
an A3 paper and
a pencil.
Look for Muda-Mura-Muri and
understand why they happen.

7.
Your (CPD)nA should
look like this so far…
The foundation of (CPD)nA are two:
1. Our understanding of the current
state of Gemba.
2. Our will to perform KAIZEN.
In order to
continually
improve, the PO
must invest angry
in the system
constantly.
At this point, you might be worried,
that your (CPD)nA is almost empty.
Maybe your boss is pushing for
results.
Well, guess what. (CPD)nA is
designed to develop your character,
so do not give in to inner or outer
pressure and take time to analyze.

8.
In the moment you know
where the process is, guide
it towards KAIZEN.
Gather a group of POs
touching the process
and analyze in the Plan.
PO´s Round Table
At this point of the process it is important
to connect emotionally with others.
Nobody will care how much you know
until they know how much you care.
We can
standardize the
analysis process…
Step
Step
Step
Left Brain
RightBrain
Whole Brain
Prioritization Statistics
Correlations
With the left side of the brain, you
can understand Gemba in
numbers and graphics

9.
Brainstormingonwhy
youarefacingthe3M
´sisacreativetask.
First ask
situational
questions…
… then ask
WHY.

10.
By now your
(CPD)nA
should look
like this…
Your process is an inter-
connected reality where
everything influences
everything else.
Electric
Hydraulic
People
Mechanic
Too fast or too
much action
might get
things worse!
After the Analysis in Plan
the temptation of
creating magic long
action plans is huge.
Do not fall in this trap!

11.
In Do define
one action…
… and nail
it down!
Then go to
Gemba…
… and try to
understand how the
action influenced
the process.
Gain
If the action
was
successful,
include it in
the standard
in Act.

12.
Repeat this (CPD)nA until you have
achieved a“Plateau”in the KPI. Then
close the Standard in Act.
If you follow
this (CPD)nA I
guarantee
you a black
belt in KAIZEN
in a very short
time!
Never, never,
never stop
performing
(CPD)nA!
Think of (CPD)nA as
waves in the sea.