Hoshin Kanri is a Japanese management approach that involves cascading strategic objectives throughout an organization to align efforts. It starts with defining corporate vision and long-term objectives, which are then systematically broken down into objectives for different levels. This ensures all employees and managers are working towards the same goals defined by the corporate vision. The approach involves all employees in the planning process and uses continuous improvement cycles to monitor progress, provide feedback, and refine plans over time. When implemented successfully, Hoshin Kanri can transform organizations by focusing efforts, improving learning, and aligning employees to satisfy customers.

1. Team Members
Namish Sharma
Namrata Kumar
Nikhil Nagdeote
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2. 
What is HOSHIN KANRI?
 The word Hoshin results from the
combination of two Japanese words:
Ho means course or direction
Shin means needle
 The word Kanri results from :
Kan means control
Ri means reason or logic
 Hence it means
Management and control of the
organization's direction needle (compass) or focus.
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3.  Each person is the expert in his or her own job.
 To harness the creativity, skills, knowledge of all the people in
our organization to make us the best in our field.
Philosophy
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4. 
 All employees and managers are involved.
 Starting with the corporate vision key long term
objectives are deduced.
 These Breakthrough objectives are cascaded
systematically and stringent to different levels.
 At the end every employee or manager has his own
strategies and objectives deduced from the top level.
 All employees are aligned to the corporate vision
and the same objectives.
Planning and controlling system
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5. 
Well Known Users
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6.  Driven by Organization’s vision–not today’s problem.
 “Catchball” as the driving force of alignment, clarification and
employee involvement
 At the heart of the Hoshin Process is the PDCA cycle of Continuous
Improvement
Hoshin Kanri –Basic Elements
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7. 
Non-Hoshin v/s Hoshin
Management
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8. 
Process Base Management
 Functional Management: Department goals are
more important than corporate goals. When things
go wrong ,blame the other department.
 Hoshin Management :Corporate goals
are Department goals.If things go wrong ,find what
is wrong in the process.
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9. 
 A recent study by Dan Jones stated four characteristics of highly
successful businesses:
Hoshin Kanri , Process Management , Lean/TQM Systems , Supply
Chain Integration.
 Hoshin Kanri topped the list.
 -Hoshin Kanri
-helps transform any organization
-key to superior organizational learning
-sets direction to make customers happy / beat competition
-involves & aligns everyone in the organization
Hoshin Kanri –The Importance
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10. 
7 –Basic Steps of hoshin Planning
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11. 
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Operations Management
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12. 
3. Set Annual Improvement Plans
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13. 
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14. 
5. Review Results Weekly, Monthly & Annually
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15. 
Finally Countermeasure define the action to
be taken when performance behind target
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16. 
6. Problem Solving
 RCA analysis
 SWOT analysis
 GAP analysis
 Brainstorming
 PDCA
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17. 
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18. 
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19. 
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20. 
 Participative creates alignment &
involvement towards breakthrough
objectives
 The planning process is continuously
improved the built in CI cycle helps.
 The progress on plans is carefully
monitored & feedback is fast.
 Helps organization to focus on Vital
Few, rather than Trivial many.
 Integrates & encourages cross functional
cooperation to achieve breakthroughs.
Benefits
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21. 
 Complete Involvement &
Commitment required. Difficult in
some cultures
 Needs long term commitment,
patience and support from Top
Management
 Because, its a learning process, at
times it is slow
Limitations:
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22. 
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