Getting Ahead in a Competitive World through Hoshin Kanri In a competitive world, with an increasingly globalised market, organisations must evolve and adapt to survive, With Hoshin Kanri, you can translate your strategic plans into a set of clear objectives, realised through tactical actions and projects by following a process to help ensure success. This presentation shares some tips about implementation and some things to consider before embarking on this route. http://www.pmi.co.uk/courses/masterclass-hoshin-kanri/

1. Copyright © 1992 - 2015 Process Management International Ltd. All Rights Reserved. 0
Copyright © 1992-2015 Process Management International Ltd.
All Rights Reserved.
Hoshin Kanri
Tips for Successful Implementation

2. Copyright © 1992 - 2015 Process Management International Ltd. All Rights Reserved. 1
This process is called Hoshin Kanri
Setting the Scene
In a competitive world with a increasingly globalised market, organisations must
evolve and adapt to survive.
SETTING THE SCENE
Surely an ability to do the following would give us the edge we need?
 Understand the system your organisation is a part of
 Understand what your organisation aims to achieve
 Communicate the objectives to all staff
 Harness the knowledge of the staff to derive the best tactics
 Align your actions with your strategic objectives
 Execute the plan
 Learn from the process
 Adapt and continue (PDSA)
But how?
Is there a process we can follow to help us get ahead?

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The core of the Hoshin Kanri process involves
the translation of a robust strategic plan into a
set of clear objectives.
These objectives are then realised through the
execution of precisely defined tactical actions
and projects.
About Hoshin Kanri
The key value of the process is twofold:
1. The clear and transparent alignment
between activity and goal and the
management rigour associated with the
structured monitoring process - a vital part
of Hoshin Kanri.
2. The ownership and alignment generated at
each level of the organisation as tactical
plans which are created locally
1. Establish Organisational
Strategic Vision
2. Develop 3 – 5 year
Strategic Plan
3. Develop Annual Objectives
4. Deploy to Departments to
develop Plans including
Targets and Resources
5. Implementation
6. Regular Progress Reviews
Monthly & Quarterly
7. Annual Review
PHASE 1: Strategic
Planning
PHASE 2: Heart of Hoshin
Planning Process

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Operational Steps
3
A simple, stepwise process
Which can be complex to
introduce because of
existing systems, behaviours
and methods of working
So it needs strong leadership
and clear communication to
ensure success
Identify cross functional projects and actions to
deliver Year 1 objectives
Develop clear Strategic Objectives
Develop Year 1 Strategic Objectives
Cascade to Units/Departments and identify their
supporting objectives
Identify potential projects and actions in
departments to deliver Year 1 objectives
Prioritise and select projects
Analyse cross-functional resource demand and
constraints
Develop the delivery plan
Strategy Deployment Process

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 There is a strategic focus on the vital few areas the business needs to
improve
 Leadership is evident at all levels
 Employees are involved in setting targets, identifying improvement
initiatives and progress reviews
 Every employee understands the goals of the organization and has clear
view of their role and objectives
 Resources, objectives and metrics are aligned to the organisation’s goals at
all levels
 There are clear accountabilities
 It supports and promotes consideration of the organisation as a system
rather than as a set of silos, i.e. System Thinking.
Benefits of Hoshin Kanri

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1. Focus on the critical few
2. Simplify as much as possible
3. Identify champions at all levels of the organisation
4. Communicate it to death!
5. Commit to the process and see it through
6. Be rigorous in monitoring, corrective action assignation and tracking
7. Be persistent…it will be difficult for the first 12-18 months
8. Adopt PDSA (Plan Do Study Act) thinking: be prepared to modify the strategy if
it’s not working and adapt or abandon projects that are not delivering
9. Be aware that many people may not understand what is going on and plan how
to change that
10. Learn from the process and adjust it.
10 TIPS FOR SUCCESS

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Join our 1-day Master Class to learn more about the Hoshin
Kanri process and the methodologies and disciplines required
Click here for schedule details
Learn more about Hoshin Kanri
info@pmi.co.uk
www.pmi.co.uk/contact-us
Call: +44 1676 522766
Any Questions?
Please get in contact
Learn from Director Consultant, Mick Lyons,
who has many years of experience
implementing this approach.
Discover the common pitfalls and the methods you can use to
overcome the challenges and issues you may face along the
way!