Strategy Deployment and Alignment through Hoshin (2 Day Class)
This workshop will help leaders understand Hoshin Planning as a core process for defining and creating annual objectives and developing people based on those objectives.
This workshop will also clarify how Hoshin Planning (also referred to as strategy deployment) can be utilized to define a clear strategic framework that can strengthen an organization through enabling sustained high performance and produces long-term results.
Finally, this workshop will clarify the relationship of hoshin planning (which functions like the skeleton) to A3 problem solving(which functions like the muscle).
Many organizations struggle with how to best engage the workforce to an aligned direction that ensures business viability. In most cases upper management understands that it has responsibility to connect the company's people to the purpose of the organization. But how do you do that effectively? How can managers build the culture of an organization where management is purposeful in its approach?
Hoshin planning is a management system that aligns – both vertically and horizontally – an organization's functions and activities with its strategic objectives.
Hoshin planning is also ideally a process that releases creativity in each Team Member as goals are developed in a dynamic, catch-ball process that involves a dialogue between each level of management about annual corporate objectives. This engaged dialogue promotes the capability of the organization to manage based on purpose.
a) Discuss fundamental framework for hoshin kanri.
b) Clarify conditions for successful execution of hoshin planning and alignment in an organization.
c) Develop initial plan to implement hoshin kanri in your own organization.
d) See how to build structure of PDCA at individual and corporate levels.
e) Understand how hoshin planning connects to A3 problem solving.
Who should attend:
Lean leaders, managers, and executives involved with strategy deployment
Product and Services Strategy Manager
Lean Enterprise Institute
Jikku Mohan has been responsible for strategy deployment, lean product development, business development and managing the publications division at LEI over the last 3 years.
He has also worked with LEI clients in the consumer electronics and food industry to implement Hoshin, design management systems and apply lean principles in product development.
Prior to joining LEI, Jikku was a software engineer at Oracle where he developed enterprise software applications. He holds an engineering degree in Information Technology from India and an MBA from the University of Massachusetts, Amherst.
Jikku is interested in developing strategy, designing management systems and building products and he looks forward to engage with the lean community on these topics.
Chief Operating Officer
Lean Enterprise Institute
Mark oversees day-to-day operations at LEI, including marketing, finance, strategy, publishing, conferences, and training. He also supports new product development and leads the Co-Learning Partners program, assisting companies engaged in lean transformation.
Before coming to LEI, he spent 23 years at Toyota in Japan and North America, most recently as general manager of the Toyota Production System Support Center (TSSC). As a hands-on GM, Mark directly implemented the Toyota Production System (TPS) or managed its implementation in a variety of industries, including automotive, food, furniture, and healthcare, among others.
Mark doubled the number of companies supported by TSSC from 20 to 40. He transitioned it from for-profit to nonprofit status so it could better support its original mission to strengthen North American manufacturing and help any organization interested in implementing TPS. He expanded the client base beyond manufacturing to hospitals, schools, low-income food distribution, and nationally prominent nonprofits
Previously, he was assistant general manager of the corporate strategy division where he managed and implemented Toyota's North American strategic (hoshin) process, designed jointly with Toyota’s Japan headquarters. He launched efforts to strengthen Toyota Way principles in administrative areas in North America, and facilitated the integration of its design and manufacturing organizations.
Reich has a bachelor's degree from Ohio Wesleyan University and specialized in Japanese studies at Nanzan University. He is fluent in written and spoken Japanese.
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