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CREATING A
STRATEGY DEVELOPMENT PLAN
THAT
GETS RESULT
3. Outline
1.Definition
2.History of Hoshin Kanri
3.Introduction to Hoshin Kanri
4.Hoshin planning.
5.Goals of hoshin Planning.
6. 7step Hoshin Planning Cycle
7.Hoshin Kanri Model
8.Catch ball process
9.Benifit of Hoshin planning.
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4. Definition
Hoshin Kanri is a step-by-step planning,
implementation and review process for managed
change. It is a systems approach to the
management of change in critical business
processes.
Hoshin Kanri is a proven technique that helps
organizations focus efforts and achieve results.
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5. History of Hoshin Kanri
• After World War 11, Japan was faced with the difficult
task of rebuilding its economy and infrastructure
without out allowing the military to be rebuilt.
• Hoshin Kanri is a planning process that was developed
in Japan but it is based on the US techniques of
Management by Objectives and the classical Plan-Do-
Check-Act (PDCA) improvement cycle.
• Hoshin Kanri is used to communicate company policy
to everyone in the organization
• Its primary benefit is to focus activity on the key things
necessary for successes.
• Japanese Deming Prize winners credit Hoshin as being
a key contributor to their business success.
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6. Introduction
Top Management sets the
overall vision and the annual
high-level policies and targets
At each level down,
managers and employees
participate in the
definition, from the overall
vision and their annual
targets, of the strategy and
detailed action plan
Each level pass on
targets to the next
level.
Each level under top management
is, in turn, involved with the level
above it to make sure that its
proposed strategy corresponds to
requirements.
Regular reviews take place to
identify progress and problems, and
to initiate corrective action.
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7. • People seem to need either a crisis or goals to
achieve extraordinary outcomes.
• Research shows that performance-focused
management practices can increase
performance by at least 30-40%*
• Hoshin combines long and short-term
planning methods with quality and objective
management methods to produce a plan-to-
do-act cycle.
Leadership must take steps to close the gap between
today’s performance and an organization’s vision.
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8. • The gap between the long-range plan and business
fundamentals plan provides motivation for change
• The long-range plan is the basis for the annual plan
which identifies what must be accomplished this year
to move the organization along the path to the future
as specified in the long-range plan
• It is very detailed and lays the foundation for what
must be accomplished in the way of improvement
(change) and how success will be measured
• Unlike the long-range plan, the annual plan likely will
change significantly year to year
Annual Plan
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9. Hoshin planning
The process used to identify and address critical business needs and develop
the capability of employees, achieved by aligning company resources at all
levels and applying the PDCA cycle to consistently achieve critical results.
Goals Hoshin planning
Align: employees throughout the company toward key company
goals.
Align: all jobs and tasks whether routine or improvement work.
Re-align: the company’s goals and activities effectively in the of event of rapid
external changes.
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10. 7 step Hoshin Planning Cycle
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13. Benifit of Hoshin Kanri
1. Every Employee is clear about their role & objectives.
2. Leadership evident at all levels.
3. Everyone understand the goal of the organization.
4. Align resources objectives and matrix to all goals at all levels of the
organization.
5. Employees are involved in setting targets improvements schedules &
reviews.
6. There is a clear line of sights.
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Eample : Sample
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THANK YOU
