[To download this poster, visit: https://www.oeconsulting.com.sg/training-presentations] Hoshin Planning, also known as Hoshin Kanri or Policy Deployment, is a strategic management methodology that empowers organizations to set and achieve their annual goals collaboratively. It involves the alignment of objectives across departments, emphasizing both process improvements and desired outcomes. Senior management leads the development of these goals in consultation with their subordinates, fostering a culture of shared vision and accountability. Hoshin Planning offers a comprehensive approach to strategic management that yields several key benefits. It ensures strategic alignment throughout the organization, enhances focus on critical objectives, fosters a culture of accountability, promotes continuous improvement, and maintains transparent monitoring of progress. This methodology also encourages learning and growth through the evaluation of successes and failures, eliminates inefficiencies, and ultimately enhances organizational efficiency and effectiveness. This poster serves as a visual reminder of the Hoshin Planning process and the valuable benefits it brings to organizations seeking strategic alignment and sustained improvement. The Four Phases of Hoshin Planning poster is available in two distinct themes: a vibrant color scheme and a professional monochrome version. In both formats, the poster comes in a convenient PDF as well as an editable PPTX format, enabling effortless printing on A3/A4-sized paper from standard office copier machines. This versatile resource can be prominently displayed on employee workstations or distributed alongside Hoshin Planning training materials. Furthermore, the Hoshin Planning poster is an ideal supplement to Lean-related training presentations. It serves as a valuable takeaway, summarizing the core principles of Hoshin Planning and reinforcing the key takeaways from your training.

1. Hoshin Planning
© Operational Excellence Consulting. All rights reserved.
1. HOSHIN GENERATION
Define annual goals collaboratively for
the company and its departments,
addressing processes and outcomes,
developed by senior management and
subordinates.
§ Collaborate on goal setting involving senior
management and subordinates.
§ Define specific objectives for all
departments.
§ Align with the overall strategic vision.
§ Prioritize goals.
§ Document and communicate goals
effectively.
2. HOSHIN DEPLOYMENT
Establish lower-level goals and plans
within and across departments
through catchball, cascade the hoshin,
and translate goals into actionable
tasks at each organizational level.
§ Engage in catchball process for sharing and
refining goals.
§ Cascade goals down the organizational
hierarchy.
§ Break down goals into actionable tasks.
§ Ensure alignment of departmental goals.
§ Maintain ongoing communication and
feedback loops.
4. HOSHIN EVALUATION
Conduct a year-end assessment of each
hoshin, analyze whether process and
outcome goals were achieved, and use
the "5 Whys" approach to understand
successes or failures for learning and
improvement.
§ Perform a year-end assessment of hoshin
performance.
§ Analyze goal attainment using the “5 Whys”
method.
§ Identify key lessons learned.
§ Reflect on how to enhance organizational
capabilities.
§ Prepare for the next cycle of Hoshin
Planning.
3. HOSHIN IMPLEMENTATION
Manage the implementation of hoshins
through PDCA cycles, conduct formal
and informal reviews throughout the
year to monitor progress, and make
countermeasures visible.
§ Apply PDCA (Plan-Do-Check-Act) cycles to
achieve goals.
§ Regularly review progress and adjust
strategies.
§ Identify and address deviations from plans.
§ Ensure transparency in tracking
performance.
§ Foster a culture of continuous
improvement.
Hoshin
Evaluation
Hoshin
Implementation
Hoshin
Deployment
Hoshin
Generation
FOUR PHASES
OF HOSHIN
PLANNING
“The greatest danger in times of turbulence is not the
turbulence itself, but to act with yesterday’s logic.”
Peter Drucker
Hoshin Planning, also known as Hoshin Kanri or Policy
Deployment, is a strategic management methodology that
is frequently used in business environments to align
organizational goals and objectives with tactical actions
and performance metrics.

2. Hoshin Planning
© Operational Excellence Consulting. All rights reserved.
Phases
Hoshin
Generation
Hoshin
Deployment
Hoshin
Implementation
Hoshin
Evaluation
Description Define annual goals
collaboratively for the
company and its
departments, addressing
processes and outcomes,
developed by senior
management and
subordinates.
Establish lower-level
goals and plans within
and across departments
through catchball,
cascade the hoshin, and
translate goals into
actionable tasks at each
organizational level.
Manage the
implementation of
hoshins through PDCA
cycles, conduct formal
and informal reviews
throughout the year to
monitor progress, and
make countermeasures
visible.
Conduct a year-end
assessment of each
hoshin, analyze whether
process and outcome
goals were achieved, and
use the "5 Whys" approach
to understand successes
or failures for learning and
improvement.
Key Activities 1. Collaborate on goal
setting involving senior
management and
subordinates.
2. Define specific
objectives for all
departments.
3. Align with the overall
strategic vision.
4. Prioritize goals.
5. Document and
communicate goals
effectively.
1. Engage in catchball
process for sharing
and refining goals.
2. Cascade goals down
the organizational
hierarchy.
3. Break down goals into
actionable tasks.
4. Ensure alignment of
departmental goals.
5. Maintain ongoing
communication and
feedback loops.
1. Apply PDCA (Plan-Do-
Check-Act) cycles to
achieve goals.
2. Regularly review
progress and adjust
strategies.
3. Identify and address
deviations from plans.
4. Ensure transparency in
tracking performance.
5. Foster a culture of
continuous
improvement.
1. Perform a year-end
assessment of hoshin
performance.
2. Analyze goal attainment
using the “5 Whys”
method.
3. Identify key lessons
learned.
4. Reflect on how to
enhance organizational
capabilities.
5. Prepare for the next
cycle of Hoshin Planning.

3. Hoshin Planning
© Operational Excellence Consulting. All rights reserved.
1. HOSHIN GENERATION
Define annual goals collaboratively for
the company and its departments,
addressing processes and outcomes,
developed by senior management and
subordinates.
§ Collaborate on goal setting involving senior
management and subordinates.
§ Define specific objectives for all
departments.
§ Align with the overall strategic vision.
§ Prioritize goals.
§ Document and communicate goals
effectively.
2. HOSHIN DEPLOYMENT
Establish lower-level goals and plans
within and across departments
through catchball, cascade the hoshin,
and translate goals into actionable
tasks at each organizational level.
§ Engage in catchball process for sharing and
refining goals.
§ Cascade goals down the organizational
hierarchy.
§ Break down goals into actionable tasks.
§ Ensure alignment of departmental goals.
§ Maintain ongoing communication and
feedback loops.
4. HOSHIN EVALUATION
Conduct a year-end assessment of each
hoshin, analyze whether process and
outcome goals were achieved, and use
the "5 Whys" approach to understand
successes or failures for learning and
improvement.
§ Perform a year-end assessment of hoshin
performance.
§ Analyze goal attainment using the “5 Whys”
method.
§ Identify key lessons learned.
§ Reflect on how to enhance organizational
capabilities.
§ Prepare for the next cycle of Hoshin
Planning.
3. HOSHIN IMPLEMENTATION
Manage the implementation of hoshins
through PDCA cycles, conduct formal
and informal reviews throughout the
year to monitor progress, and make
countermeasures visible.
§ Apply PDCA (Plan-Do-Check-Act) cycles to
achieve goals.
§ Regularly review progress and adjust
strategies.
§ Identify and address deviations from plans.
§ Ensure transparency in tracking
performance.
§ Foster a culture of continuous
improvement.
Hoshin
Evaluation
Hoshin
Implementation
Hoshin
Deployment
Hoshin
Generation
FOUR PHASES
OF HOSHIN
PLANNING
Hoshin Planning, also known as Hoshin Kanri or Policy
Deployment, is a strategic management methodology that
is frequently used in business environments to align
organizational goals and objectives with tactical actions
and performance metrics.
“The greatest danger in times of turbulence is not the
turbulence itself, but to act with yesterday’s logic.”
Peter Drucker

4. Hoshin Planning
© Operational Excellence Consulting. All rights reserved.
Phases
Hoshin
Generation
Hoshin
Deployment
Hoshin
Implementation
Hoshin
Evaluation
Description Define annual goals
collaboratively for the
company and its
departments, addressing
processes and outcomes,
developed by senior
management and
subordinates.
Establish lower-level
goals and plans within
and across departments
through catchball,
cascade the hoshin, and
translate goals into
actionable tasks at each
organizational level.
Manage the
implementation of
hoshins through PDCA
cycles, conduct formal
and informal reviews
throughout the year to
monitor progress, and
make countermeasures
visible.
Conduct a year-end
assessment of each
hoshin, analyze whether
process and outcome
goals were achieved, and
use the "5 Whys" approach
to understand successes
or failures for learning and
improvement.
Key Activities 1. Collaborate on goal
setting involving senior
management and
subordinates.
2. Define specific
objectives for all
departments.
3. Align with the overall
strategic vision.
4. Prioritize goals.
5. Document and
communicate goals
effectively.
1. Engage in catchball
process for sharing
and refining goals.
2. Cascade goals down
the organizational
hierarchy.
3. Break down goals into
actionable tasks.
4. Ensure alignment of
departmental goals.
5. Maintain ongoing
communication and
feedback loops.
1. Apply PDCA (Plan-Do-
Check-Act) cycles to
achieve goals.
2. Regularly review
progress and adjust
strategies.
3. Identify and address
deviations from plans.
4. Ensure transparency in
tracking performance.
5. Foster a culture of
continuous
improvement.
1. Perform a year-end
assessment of hoshin
performance.
2. Analyze goal attainment
using the “5 Whys”
method.
3. Identify key lessons
learned.
4. Reflect on how to
enhance organizational
capabilities.
5. Prepare for the next
cycle of Hoshin Planning.

5. © Operational Excellence Consulting. All rights reserved. 5
Operational Excellence Consulting is a management training and consulting
firm that assists organizations in improving business performance and
effectiveness. Based in Singapore, the firm’s mission is to create business
value for organizations through innovative design and operational excellence
management training and consulting solutions. For more information, please
visit www.oeconsulting.com.sg