1. The document outlines a Hoshin Kanri roadmap for instituting a process of continuous improvement through standardized work and leadership development. 2. Key aspects include developing leaders and succession plans, empowering staff through training, conducting reviews at all levels, and embedding new knowledge into standardized work through the PDCA cycle. 3. The roadmap details the roles and responsibilities of executive, senior, supervisory, and staff teams in planning strategy with tools like environmental scans, defining tactics and measures, and playing "catchball" to develop and confirm operational plans.

1. Jim Basch
Cell: 408.425.4410
Email: jcbasch@yahoo.com
Hoshin Kanri
Roadmap
Pg 11of 1
9/25/2018
intitutionalize
1. promote
adherance to
standardized work
2. develop leaders
and make
succession plans
3. train, coach, and
mentor
4. repeat the hoshin
cycle
Standardized work provides
controlled conditions for
execution of experiment, else
promot through intensive training
in prod & Q methods
Empower staff to
check results & adjust,
manage exceptions
via service OS
Make new knowledge part
of stand. Work through
PDCA embedded in daily
ops, coach, mentor
Action TeamsAction Teams Hoshin
Team
1. Finalize project
plans
2. Apply PDCA
methods
3. Eliminate
waste/reduce
variability
4. Manage
internal &
external customer
connections
visually &
unambiguosly
5. Use scientific
methods & tools
Develop
leaders who
can teach
*aprenticeshi
p
*train the
trainer
Note: Teams
at all levels
participate in
leadership
development,
but
responsibility
lies with theh
hoshin team
leader
1. Manage visually
*OPC
*Visual project
*Visual hoshin
2. Conduct smart
review meetings
*daily 5 min meeting
*daily mgmt review
*weekly
*monthly
*quarterly
*annual
3. Conduct
president's diagnosis
*self diagnos
*prepare for
president's diagnosis
*site visits
*analyze and score
development
*recognize
achievement
SeniorTeamSupvrsStaff
Inclusion in planning phase optional; not recommended for hospitals just
starting to implement hoshin kanri
Included in implementation but not in the planning.
Play catchball rounds 2, 3, & 4
1. prepare for the meeting
2. Introduce the tactical project
plan
3. Discuss the operations plan
4. Charter operations teams
5. Study the plan
6. Complete and confirm the
operations plan
Hoshin team
Tactical teams
Operational teams
1. Define elements of
strategic intent
*mission/vision
*long-term strategy
2. Scan environment w
6 smart tools
1. Porter matrix
2. Product/market
matrix
3.market/technology
matrix
4. value stream P&L
5. value stream maps
6. president's
diagnosis
Build mid-term strategy
& annual hoshin
1. ID 3 to 5 yr break
through opportunities
2. Forecast financial
results
3. Determine measures
of process improvement
4. Study
interdependencies
5. ID 6-12 month tactics
6. Establish annual
targets for process &
results
7. Study new
interdependencies
Play catchball rounds 1,
& 5
Play catchball rounds 1,
2, & 5
1. prepare for the
meeting
2. Introduce the hoshin
3. Discuss the plan
4. Charter the tactical
teams
5. Study the plan
6. Complete & confirm
the tactical plans
Play catchball rounds 2, 3,
& 4
1. prepare for the meeting
2. Introduce the tactical
project plan
3. Discuss the operations
plan
4. Charter operations teams
5. Study the plan
6. Complete and confirm
the operations plan
PLAN
Define problem or challege
ExecutiveTeam
DO
hoshin kanri road map
ACTCHECK
Conduct experiement
Transform organization
through training
validate
promote
standardized work
SCAN
Define strategy with X-matrix
Charter successful teams through
policy deployment
check progress
real time