Table 1. The Seven Experiments of Hoshin Kanri. Executing Hoshin Kanri Team and Experiment of Hoshin Kanri
4 Teams Hoshin Team Tactical Teams
Operational Teams Action Teams
1 2 3 4 5
6 7
deals with the implementation of Kaikaku (radical change) and Kaizen (improvement) projects. Table 1 illustrates the example company’s implementation of Hoshin Kanri, with at least four teams having spe- cific allocated duties. Other tools available for use during the planning and implementation of Hoshin Kanri include strategy maps, market analysis, competitor analysis, value stream mapping and a host of others. Te PDCA process improvement cycle enters repeatedly in the plan’s devel- opment, implementation and review. Table 2 is a proven roadmap for the implementation of Hoshin Kanri that applies to all levels of leadership within an organization. During the implementation of
Hoshin Kanri, review certain key issues in the organization. Some of those in the example included: • Review and update the organiza- tion’s purpose (vision and mission).
• Implement environmental analy- sis through SWOT and political, economic, social and technological (PEST) analyses.
• Devise strategic imperatives. • Develop long and medium-term strategies.
• Plan the tactics (six to 18 months’ intervention) to support strategies.
• Set process improvement projects to support tactics (six to 12 months).
Plan 7 Experiments
Long-Term Strategy Mid-Term Strategy Annual Strategy Tactics
Operations
Kaikaku (radical change) Kaizen (improvement)
• Review the correlation between different levels of Hoshin plan (correlation analysis).
• Define owners for different levels of the plan.
• Set control items and prepare a control item list.
• Deploy the policy. • Deploy the control items. • Implement the policy plan. • Check the results of implementa- tion on a monthly basis.
• Analyze deviation of the plan. • Communicate proactively with stakeholders and process owners.
Monitoring Progress Through Measurement and Review
Vigorous monitoring is required
at each stage of a PDCA process improvement cycle for the attainment of the desired results. Corrections or revisions usually are implemented whenever any non-conformance is noted. Te review of the company’s plan progress must follow the PDCA cycle, and it applies to all levels of leadership within the organization. After this company’s deploy- ment of the Hoshin Kanri planning process, it checked the results of implementation on a monthly and yearly basis. Deviations from the plan were analyzed and the value of each strategy and certain per- formance measures were debated.
Table 2. The Scan, Plan, Do, Check or Study & Act Cycle. Scan
Check market condition.
Design a midterm strategy.
Design the annual Hoshin (plan).
Align the organization through catchball.
34 | MODERN CASTING June 2014 Do
Engage the workforce to execute the strategy.
Check
Create a lean-thinking environment.
The president’s diagnosis.
Review tables were created and used to compare actual versus expected results and document any changes to the plan. Review tables make the plan a living document. Abnormality tables also were
created to document any occurrence outside the normal range of variation, and to facilitate root cause identi- fication and the implementation of corrective actions.
The Bottom Line Te centerpiece of any business
improvement effort is strategic plan- ning. In the metalcasting industry, seeing where the business is heading and developing strategic initiatives to address identified future needs will benefit all stakeholders. At the end of implementing a Hoshin Kanri planning process, a complete align- ment of all the company’s strategies and initiatives will be achieved. Undertaking Hoshin Kanri
often requires the commitment of resources with a focus on achieving larger organizational objectives. It is worthwhile to ensure the informa- tion gathered represents what the company wants to achieve, and that the information is updated as quickly as new data appears using the catch- ball process. Training and coaching must be
provided to individuals involved in the planning, execution and verifica- tion of results to ensure each partici- pant in the strategic planning process understands his or her role. Hoshin Kanri can and should be fine tuned to suit an individual company’s needs. Its effectiveness as a strategic plan- ning process can be seen at the end of the implementation in terms of improved revenue, usually achieved by involving all employees at every level of the organization.
Act
Institutionalize Hoshin Kanri (plan deployment) through standardized work, Kaizen (improvement) and leadership development.
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60