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Lean Events and Training / Events / Executing Strategy: Connecting Hoshin to Daily Management and A3 

Executing Strategy: Connecting Hoshin to Daily Management and A3 

Available Dates

October 30, 2023 - November 20, 2023: 12:00pm - 2:00pm ET

January 18, 2024 - February 8, 2024: 10:00am - 12:00pm ET

Location

Coach-Led Online Course

Why you should attend

Join us for four sessions and enhance your understanding of how integrating A3 and daily management practices with the hoshin kanri strategic planning method helps ensure your organization achieves its strategic objectives. 

Cost

$999 Early bird price*
$1,299 Regular price

*Early bird expires September 15, 2023 for October 30 session.
*Early bird expires December 4, 2023 for January 18 session.

Select from available dates

Select a date for registration
  • October 30, 2023 - November 20, 2023
  • January 18, 2024 - February 8, 2024
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  • Overview
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Discover and begin implementing a systematic approach to improve your organization’s ability to achieve its strategic objectives by integrating three powerful lean practices — hoshin kanri with A3 and daily management practices. 

Research shows that leaders struggle more with executing strategy than with developing it. In this workshop, you will discover how to link your hoshin (strategic plan) to the A3 management and problem-solving process and daily management practices to ensure everyone stays focused on executing their part of the organization’s plan. When effectively used, A3 and daily management practices help overcome strategy execution problems while developing the capabilities of everyone involved, from the executive suite to the front line. 

You’ll learn how to link hoshin objectives to three types of A3s — strategy, proposal, and problem-solving — to ensure plans get executed. And you’ll discover how to link the A3s with a daily management system that ensures daily frontline problem-solving stays focused on consistently hitting daily performance goals (KPIs) that contribute to achieving the organizational objectives.  

By the end of the course, you’ll understand how to implement this framework and process for executing strategy by aligning and engaging teams at all levels of the organization — including those operating remotely — to improve strategy execution and set the stage for achieving long-term competitiveness. 

Learning Objectives

  • Understand the relationship between hoshin kanri and A3 and daily management practices, including the components necessary to ensure the success of long- and short-term planning.
  • Understand the roles and when to use each of the three types of A3 processes.
  • Use daily management processes to engage people at all levels in work improvements that help the organization achieve its hoshin objectives.
  • Set strategic metrics for your hoshin (strategy) and link them to key process indicators (KPIs) to guide daily management, ensuring that the goals encourage daily problem-solving that helps execute the strategy.
  • Establish PDCA improvement cycles and good problem-solving practices that enhance your teams’ ability to remove obstacles that keep them from achieving their KPIs.

Who Should Attend

  • Organizational leaders and lean practitioners in any industry 
  • Leaders, executives, and managers in any industry involved with strategy development who want to overcome obstacles that keep their organization from achieving their strategic objectives. 
  • Leaders and managers across the enterprise, such as operations, supply chain, purchasing, logistics, delivery, service, marketing, and sales professionals  
  • Continuous improvement professionals helping organizations adopt lean thinking and practices

Prerequisites

Although this class requires no prerequisites, it would be helpful for you to be familiar with the fundamentals of hoshin kanri, A3, and daily management. 

 

Partner Case Study: Logoplaste

Learn more or get a head start learning about hoshin kanri. This ebook shares Logoplaste’s experience in adopting the approach to improve their strategic planning and execution. 

Group Discount

Register three or more attendees for the same workshop and save 12.5% off every registration. To receive a group discount, register as a group through the registration link and the discount will automatically apply.

Cancellation Policy

You can cancel your registration for in-person workshops four weeks before the course start date for a full refund. A cancellation occurring within four weeks of the workshop dates will be subject to a $350 fee. To cancel, please call LEI at (617) 871-2900 or email registrar@lean.org.  

Schedule Overview

The 4 sessions are hosted over 4 weeks.

October 30 – November 20, 2023 Course
All sessions hosted 12:00 PM – 2:00 PM ET and instructed by Mark Reich and Josh Howell

  • Monday, October 30
  • Monday, November 6
  • Monday, November 13
  • Monday, November 20

January 18 – February 8, 2024 Course
All sessions hosted Thursdays, 10:00 AM – 12:00 PM ET and instructed by Josh Howell

  • Thursday, January 18
  • Thursday, January 25
  • Thursday, February 1
  • Thursday, February 8

Coursework

  • Introduce Hoshin Kanri   
  • Introduce the three types of A3   
  • Draft a strategic A3 based on your own business problem  
  • Introduce Daily Management  
  • Draft a structure of Daily Management that includes PDCA structure, Leader Behaviors  
  • Pilot this methodology in the class  
Josh Howell Headshot

Josh Howell

President and Executive Team Leader
Lean Enterprise Institute

Joshua Howell is president and executive team leader at the Lean Enterprise Institute (LEI). For over a decade, he has supported individuals and organizations with lean transformations for improved business performance. As a coach, he helps people become lean thinkers and practitioners through experiential learning, believing such an approach can lead to enterprise-wide improvement. Regular e-letters […]

Read more about Josh Howell
Mark Reich Headshot

Mark Reich

Senior Coach and Chief Engineer, Strategy
Lean Enterprise Institute

During his extensive career, Mark has led lean transformations and coached executives in various companies and business sectors. Clients include GE Appliances and Ingersoll Rand (manufacturers); Michigan Medicine and Mt. Sinai (healthcare systems); Turner Construction; Kroger (retail); Legal Seafood (hospitality); and Microsoft (software).   As LEI’s chief engineer, strategy, Mark leads the development of new learning […]

Read more about Mark Reich

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