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Applying Strategy Deployment to Your Personal Goals


Published on

Presented by Jess Orr

This webinar covers topics including:

- Grasp the basic concepts of the Hoshin Kanri strategy deployment process
- Contrast the Hoshin Kanri approach with other strategy and goal-setting methods
- Learn how to use the Hoshin process for personal goal development and execution
- Gain actionable understanding of how you can apply Hoshin Kanri in your own life

Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.

In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at

Published in: Business
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Applying Strategy Deployment to Your Personal Goals

  1. 1. “Applying Strategy Deployment to Your Personal Goals” Host: Mark Graban Senior Advisor, KaiNexus Presenter: Jess Orr Continuous Improvement Practitioner
  2. 2. Webinar Logistics • Presentation (45 minutes) • Q&A (10 minutes) – Use the GoToWebinar Meeting Panel to submit a question at any time • Recording link & slides will be sent via email – Also – see the “Handouts” feature and Chat box
  3. 3. Presenter Background About Jess Orr: • Founder of Yokoten Learning ( – Provider of customized training solutions • Continuous improvement practitioner at WestRock • 12 years of industry experience, including Toyota and General Electric • Six Sigma Master Black Belt • Bachelor’s degree in Mechanical Engineering from Virginia Tech
  4. 4. Learning Objectives Understand the advantages of the Hoshin Kanri strategy deployment approach Learn the fundamentals of Hoshin planning and execution for personal strategy Gain actionable insight on how to apply Hoshin to your own goals
  5. 5. The Challenge Challenge: How can we improve the process to achieve better results? • Hypothesis: Using the Hoshin approach to personal strategy and goals will improve the results – Tested hypothesis in 2018 – Result: Achieved over > 80% of goals • My own resolutions have also had a limited success rate (no more than 50% achieved) • Similar challenges apply to organizations • About 40% of Americans set New Year’s Resolutions, but only ~8% actually achieve them* *Per Forbes ( achieve-their-new-years-resolutions-heres-how-they-did-it/#406dfb8596b2)
  6. 6. What is “Hoshin Kanri”? Hoshin Kanri - aka compass management, strategy deployment • Holistic system for strategy development and execution • High level Plan-Do-Study-Adjust (PDSA) cycle • Ensures strategic goals are directly aligned with daily work Hoshin Kanri defines where we’re going and how we’re going to get there
  7. 7. Gaps in Traditional Approaches Vision Goals Daily Activities and Improvement Result: Effort and resources not optimized to drive progress toward vision Lack of system to measure progress toward goals and respond to gaps Overall lack of alignment of vision down to working level Goals may be defined, but not how to achieve “Scattershot” approach to continuous improvement Activities not focused on what will drive progress toward goals Main gaps between vision and current state not translated to goals
  8. 8. Hoshin Aligns Strategy and Execution Vision Goals Daily Activities and Improvement High level vision cascades down to daily work level Daily work drives results and progress toward vision Hoshin emphasizes working on the right things to drive the right results
  9. 9. Key Characteristics of Hoshin • Begins with the long-term strategic vision (“True North”) • Focuses on the critical few goals vs. the trivial many • Maximizes effort and resources by aligning daily activities with high level objectives • Includes ‘catchball’ process to obtain input from all levels of the organization • Defines the process by which to achieve the results • Embeds ‘micro-PDSA’ cycles to evaluate progress and respond to gaps • Enables agility by evaluating changing conditions and deliberate consideration of hoshin adaptation Plan DoStudy Adjust
  10. 10. High Level Hoshin Process 1. Set the Vision 2. Scan the Situation 3. Identify the Targets 4. Build the Road Map 5. Work the Plan 6. Review and Adjust Study / Adjust Plan Do
  11. 11. Define your long-term (i.e. 10-year) vision Example 1: Example 2: A strategic vision sets the direction, gives inspiration, provides motivation A Vision: • Defines the long-term destination (“True North”) • Drives intermediate and short-term goals • Should be large enough that it creates obstacles
  12. 12. • Compare the elements of your vision to your current situation • Identify the primary (i.e. 2-3) gaps for focus Identify the main gaps between current state and vision VISION (TARGET CONDITION) CURRENT CONDITION GAP Example 1: Example 2: The gap between the future and current state drives the areas of focus
  13. 13. Identify current opportunities • What external opportunities are currently available that would help close the gaps progress toward the vision? • Identify opportunities with the highest potential impact Example 1: Example 2: Understand what opportunities might accelerate progress toward vision
  14. 14. • What are the intermediate goals to achieve within 3-5 years that will help close the gaps and take advantage of opportunities? • Generally no more than 2-3 Objectives • Do not define how you will achieve these objectives yet Determine your 3-5 year Objectives Example 1: Example 2:
  15. 15. • Develop Goals for this year that will progress you toward your Objectives • Generally no more than 2-3 Goals - ensure feasible scope Strong alignment Partial alignment Set the Annual Goals Example 1: Example 2: • When possible, quantify desired results • Verify alignment of Goals with Objectives
  16. 16. • Brainstorm ideas for activities that will enable you to meet this year’s goals • Consider your current Opportunities • Recommend soliciting input to generate a broader span of ideas • Do not yet evaluate or select activities – brainstorming only Brainstorm possible activities to achieve Goals
  17. 17. Evaluate and rank ideas based on: Evaluate and select Activities Activity Benefit 1=Low, 3=High Effort 3=Low, 1=High Total Score Train for a 5K race 2 2 4 Go on low-carb diet 2 1 3 Potential tools to use: • Using ranking as a guide, disposition each activity -> Yes, No, Maybe • Select final activities – lean toward selecting fewer activities to execute well Benefit / Effort matrix Numerical scoring system: 1. Overall benefit and alignment to goals 2. Amount of effort/resources required
  18. 18. Create a plan, monthly targets, and ‘triggers’ • Develop a timeline for activities • Consider schedule constraints and try to ‘even the workload’ • Set incremental (i.e. monthly) progress targets for both activities and Goals Example: Tracking progress to target allows quick identification and response to gaps • Decide how to measure and track progress • Determine ‘triggers’ – level where response is needed Trigger for action
  19. 19. Purpose: For ease of communication and ongoing review Document the hoshin plan X matrix template 2. Strategic A3 • More accessible and easier to use – ‘tells the story’ • Alignment may not be as clear – make sure to confirm 1. X-Matrix • Traditional template for hoshin planning • Clearly shows cascading alignment from vision down to tactical level • Complex and can be difficult to understand – more appropriate after more advanced Hoshin experience Main types of template structures:
  20. 20. Strategic A3 Example
  21. 21. • Solicit input from trusted advisors and ‘stakeholders’ – i.e. mentors, coworkers, family, friends • Questions to ask: – Am I focusing on the right things? – Do you see any concerns? – What might I missing? – What additional ideas do you have? Catchball – the process of reviewing hoshin with others and modifying based on feedback Pause and ‘play catchball’ Playing catchball improves the quality and robustness of the hoshin plan
  22. 22. Execute the plan and check progress • Check overall progress toward target monthly and flag any gaps that have reached the trigger level • Attempt to identify true root cause for gap (Why-Why analysis, etc) o Note: If trigger was reached for gap in progress toward Annual Goal, may need to re-evaluate if activities should be adjusted • Track corrective actions and monitor results Example: Trigger not reached Trigger reached Month trigger reached Root cause Countermeasure Result June 2018 Missed reading target ->Why? Did not have books available ->Why? High travel month – don’t like to pack books Purchase and load books onto e-reader OK Trigger: 2 consecutive months of missing target
  23. 23. Evaluate overall Hoshin status • Questions to ask: ü Am I still aligned and making progress toward my overall vision? ü Do I need to adjust, eliminate, or add any goals and/or activities? ü Have there been any environmental changes (i.e. obstacles or opportunities) that I need to adjust for? Goal 1: “Obtain promotion to Master Black Belt and develop competency in role” Changing condition: Need to support younger sister – MBB role too demanding Adaptation: Pursuing Practitioner promotion instead – updated Goal and Activities Plan DoStudy Adjust • Regular (i.e. quarterly) deeper reflection and adjustment if needed Hoshin is a dynamic process- deliberately reflect and adjust as needed Example:
  24. 24. Reflect on Hoshin at the end of the year Take time to deeply review your hoshin process and results • Questions to ask: ü Did I meet all of my annual goals? Why or why not? ü What went well? ü What challenges did I have? Reflect to continuously learn from and improve hoshin practice each year ü How can I improve my Hoshin process next year? ü Do I need to reevaluate my vision and/or 3-5 year objectives? Example:
  25. 25. How You Can Apply Hoshin • Take an experimental yet committed approach • Reflect deeply throughout development process • Start small (i.e., 1-2 annual goals) • Take an experimental approach to activities • Be disciplined in tracking, reviewing, and responding to progress • Periodically evaluate overall Hoshin during the year and adapt as needed • Aim for progress, not perfection Hoshin – a powerful approach to accelerate the achievement of your vision
  26. 26. Key Takeaways • Hoshin Kanri – a high level PDSA approach to strategy • Starts with defining the vision (“True North”) – where we are going • Provides a road map – how we are going to get there • Cascades strategic vision down to tactical activities • Incorporates the catchball process to obtain input • Emphasizes regular “review and response” to evaluate progress respond to gaps • Includes review of plan and process throughout year and encourages adaptation as needed Hoshin Kanri – a power approach that aligns strategy with execution to accelerate progress toward the vision
  27. 27. Additional Resources • Getting the Right Things Done by Dennis Pascal • Beyond Strategic Vision by Cowley, Michael, Domb, Ellen • KaiNexus ( - strategy deployment software and other solutions Connect with Jess: • Yokoten Learning ( • LinkedIn: • Email:
  28. 28. Announcements (Then Q&A)
  29. 29. Future Webinars • Register at • The Banna-Rippey Show • January 31 (for KaiNexus Customers) • Meghan Scanlon, Zero Harm & Transformation • February 27 (open to all)
  30. 30. Other Resources
  31. 31. KaiNexus Podcasts • • Subscribe via: – iTunes – Google Play – Stitcher
  32. 32. Q&A • Web: – – – • Webinars on Demand: – • Social Media: – – – Mark Graban Senior Advisor, KaiNexus Jess Orr Continuous Improvement Practitioner