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Hoshin planning presentation


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Hoshin planning presentation

  1. 1. Strategy Deployment<br />Hoshin Kanri Planning<br />
  2. 2. Hoshin Kanri<br />“Ho” means direction<br />“Shin” means needle<br />“Hoshin” means compass<br />
  3. 3. Hoshin Kanri<br />“Kan” means control or channelling<br />“Ri” means reason or logic<br />
  4. 4. Hoshin Kanri<br />Hoshin is a planning and implementation process which gives ‘direction’ to an organization when looking at future strategy<br />The analogy that is used is directing a fleet of ships to all arrive at the same destination, at the same time!!<br />
  5. 5. Hoshin Planning<br />Facilitates the creation of business processes that result in a sustained competitive advantage in Quality, Delivery Cost and Innovation.<br /> Aligns the major strategy objectives with the specific resources and action plans.<br />Consists of a seven step process that begins with high level strategic objectives and ends with the local level improvement targets.<br />‘Catchballing’ is the driving force of alignment, clarification, and employee involvement.<br />
  6. 6. 1. Establish Organizational Vision<br />2. Develop 3-5 Year Strategic Plan<br />Optional in some models<br />The 7-Step Hoshin Planning Cycle<br />PHASE 1: Well-done Strategic Planning<br />3. Develop Annual Objectives<br />PHASE 2: Heart of Hoshin Planning Process<br />4. Deploy to Depts. <br />to Develop Plans Including Targets and Means<br />5. Implementation<br />6. Regular Progress Reviews Monthly + Quarterly<br />7. Annual Review<br /> The seven steps of the Hoshin planning process (Jolayemi, 2008) <br />
  7. 7. Strategic Plan<br />3-5 Year Strategic Plan sets a plumb line against which objectives are set for the year <br />Objectives set the roadmap and allow the Senior Management Team to identify Projects and Strategies that will meet them.<br />2. Develop 3-5 Year Strategic Plan<br />
  8. 8. Transition to Hoshin<br />Typically, this is the transition point from Strategy development into Strategy deployment<br />The heart of Hoshin Planning lives here!!<br />Annual Objectives are those objectives that we need to achieve this year which will enable us to reach our overall 3-5 year Breakthrough Objectives<br />This is the typical point where the Hoshin Matrix is initiated to begin the Strategy and Objectives Deployment<br />3. Develop Annual Objectives<br />
  9. 9. Hoshin Planning X-Matrix<br />Matrix appears complicated at first<br />Developed as the strategic planning document<br />Articulates intent of the companies action through linking vision, strategic objectives and actionable activities<br />Assigns High level ownership to key areas of focus<br />Output is the actionable improvements that are reviewed and modified, through “catchballing” to a finalize a plan<br />
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  13. 13. “Catch ball”<br /><ul><li>A top down and bottom up approach
  14. 14. Stakeholders ‘catch’ the improvement topic and through Kaizen, VSM etc develop ideal current state, identify other issues etc
  15. 15. This is then thrown back to the management team with a plan for improvement</li></ul>4. Deploy to Depts. <br />to Develop Plans Including Targets and Means<br />
  16. 16. Catchballing<br />4. Deploy to Depts. <br />to Develop Plans Including Targets and Means<br />
  17. 17. Benefits of Hoshin Planning<br /><ul><li>Every employee is clear of their role and objectives
  18. 18. Leadership evident at all levels
  19. 19. Everyone understands the goals of the organisation
  20. 20. Aligns resources, objectives and metrics to all goals and at all levels of the organization
  21. 21. Employees are involved in setting targets, improvement schedules and reviews
  22. 22. There is a clear line of sight</li>