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From the Lean Lexicon 5th Edition:

Hoshin Kanri:   see Strategy Deployment
Hoshin Kanri - Aligning Your Organizational Objectives
This workshop will help leaders understand Policy Deployment as a process for "de-selecting" initiatives down to the ones the organization can really achieve while aligning them with company strategic objectives and deploying them down through the organizational ranks. More »
Hoshin Kanri Remotely - Aligning and Executing on Your Organizational Objectives
How to get your team rowing together! This workshop will help leaders understand Policy Deployment as a process for "de-selecting" initiatives down to the ones the organization can really achieve while aligning them with company strategic objectives and deploying them down through the organizational ranks. More »
Ensuring Success of Hoshin Kanri – a Better Way to Plan and Execute Your Strategy
By: Patricia Panchak | July 12, 2021
Logoplaste's global vice president of lean and strategy shares a few vital lessons, learned through experience, about a proven way to set and achieve your organization's annual strategic objectives. More »
Lean Roundup: Hoshin Kanri As a Strategic Force
By: Tom Ehrenfeld | May 17, 2021
Hoshin kanri can support and vitalize your strategic vision as well as bolster your ongoing work, writes Tom Ehrenfeld in this Lean Roundup. More »
Lean Roundup: How Hoshin Kanri Creates a "Line of Sight"
By: Tom Ehrenfeld | April 19, 2021
"Like anything that is essential to lean, one must understand how hoshin kanri works from the very detailed, elemental levels of the work of the business.  " This article by Tom Ehrenfeld expands on this John Shook, drawing from LEI articles to show how hoshin kanri creates a "line of sight" between one's work and the broader company purpose. More »
Why Hoshin Kanri is a Better Approach to Planning and Execution
By: Pascal Dennis | March 25, 2021
Effective hoshin kanri builds on traditional strategy deployment by including key questions that conventional models fail to include, argues Pascal Dennis in a second article based on his key book Getting the Right Things Done. More »
3 Lessons Maersk Learned from Adopting Hoshin Kanri
By: Agne Nainyte | March 23, 2021
Deploying hoshin kanri at Maersk was challenging, recounts Agne Nainyte, who shares the details of this work that helped the organization shift from firefighting to preventative strategic planning. More »
Achieve Your Deeper Goals Through Daily Work With Hoshin Kanri
By: Jeffrey Liker | March 9, 2021
Hoshin kanri is a living process of planning, testing ideas, adapting, and learning, says Jeff Liker, in which people work towards clear targets addressing the next big obstacle. This approach reflects scientific thinking instead of mindless implementation. More »
How the Hoshin Kanri Process Coupled with Coaching Drives Lean Transformation, Part 2
By: Laura Mottola | January 18, 2021
Discover how a coach can help leaders execute a successful organizational transformation using the hoshin kanri process. More »
How the Hoshin Kanri Process Coupled with Coaching Drives Lean Transformation, Part 1
By: Laura Mottola | January 6, 2021
Learn about some of the intangibles you'll need to know to execute an organizational transformation using hoshin kanri. More »
Why You Should Link Hoshin Kanri with A3 Problem-Solving
By: Mark Reich | July 30, 2020
With A3 tightly linked to hoshin, an organization will not only solve problems but also will have the opportunity to innovate new ways of operating throughout the business More »
Lean Roundup: Hoshin Kanri
By: Tom Ehrenfeld | July 2, 2020
Hoshin Kanri, described as "a management system that allows the organization to quickly and effectively adjust its priorities while engaging the team," has been the subject of numerous articles and an upcoming online class. Tom Ehrenfeld compiles a roundup of some great articles which share the practice and promise of Hoshin. More »
Pivoting Just-In-Time with Hoshin Kanri at Toyota
By: Mark Reich | May 26, 2020
Articles; eLetters
Learn about the power of hoshin kanri, a systematic approach to defining a strategy and, more importantly, a management system that engages all people to support that strategy while building horizontal and vertical alignment. More »
How Hoshin Kanri Aligns Your Key Organizational Systems
By: Mark Reich | October 16, 2019
Think of hoshin (strategy alignment) like the human body, argues Mark Reich: The body needs a strong skeletal structure (hoshin) to hold it together (just like an organization). But a body can’t move effectively if its muscles (continuous improvement) are not kept active and developed as well. More »
What are the pitfalls of implementing hoshin kanri?
By: Ballé, Michael | March 28, 2016
Columns; eLetters
Dear Gemba Coach: I’ve heard of hoshin kanri, and I’d really like to try it in my company – what should I keep in mind? More »
Could hoshin kanri be too bureaucratic for my small tech company?
By: Ballé, Michael | June 9, 2015
Columns; eLetters
Dear Gemba Coach: I get frustrated with being the only one seriously concerned with experimenting and learning new systems, so I implemented hoshin kanri to get others on board. I'm getting a lot of pushback. Is this normal resistance? More »
I fail to see the difference between hoshin kanri and the strategic planning we used to do. What am I missing?
By: Ballé, Michael | August 18, 2014
Columns; eLetters
Dear Gemba Cocah: My boss has hired a consultant to take us through the Hoshin Kanri process. So far, I fail to see the difference with the strategic planning we used to do. What am I missing? More »
Developing and Cascading Hoshin Kanri Directional Management KPI's
This 2 day workshop will take a deep dive into helping clarify the relationship of Hoshin Kanri directional management planning to A3 problem solving within each level of the organization (vertically and horizontally) ensuring all of the functional areas begin to see through the same continuous improvement lens. More »
Addressing a Critical Problem in Strategic Planning and Execution
By: Patricia Panchak | July 6, 2021
Logoplaste's global vice president of lean and strategy deployment describes the experience -- and benefits -- six months into its adoption of the hoshin kanri process (aka strategy development and deployment). More »
Form A Bold Strategy for Uncertain Times
By: Jeffrey Liker | April 5, 2021
Jeff Liker shares a competing values model to help you assess your strategy and focus your operational practices on flawless execution of this path. More »
Once More: What is Strategy Deployment, and Why Should You Care?
By: Pascal Dennis | March 24, 2021
Strategy deployment helps keep lean practitioners focused on the prize—creating value for the customer, says Pascal Dennis in the foreword to his Getting the Right Things Done book. Strategy deployment, also known as hoshin kanri, aligns, focuses, and engages our team members. More »
Align Your Continuous Improvement Efforts: Practical Tips from 4 CEOs in 4 Major Business Sectors
By: Chet Marchwinski | October 1, 2020
Four CEOs who are leading lean management voices in the critical economic sectors of manufacturing, supply chain, healthcare, and education, offer advice on aligning your continuous improvement effort during the Virtual Lean Learning Experience conference. More »
Changing Routines
By: Josh Howell | August 11, 2020
Columns; eLetters
Living through a pandemic is giving me a new appreciation for the value of routines and how they come to be. On the one hand, while sheltering-at-home, I’ve developed and keep tweaking an extensive morning routine: wake up, pour a glass of homemade cold brew, read something and/or go for a run, clean myself up, plan out my workday, shoot off a few emails and messages on Slack, fire up Zoom, huddle up with my colleagues, and eat lunch with my family. I have never had this much consistency in my day-to-day. I’ve been a high-volume business traveler for the More »
What are the key factors within an obeya room?
By: Michael Ballé | June 10, 2019
Columns; eLetters
Dear Gemba Coach: On YouTube and in books there is a lot about A3 storyboards. Did you ever see them used to share people's plans and check whether countermeasures were effective? Also, what do you think are the key ingredients/factors within an obeya? More »
What topics, tools, and techniques would you include in an MBA-level course on teaching lean concepts?
By: Michael Ballé | March 11, 2019
Columns; eLetters
Dear Gemba Coach: I am designing an MBA-level course to teach lean concepts.    What topics, tools, and techniques would you include in a 7-week, 14-session course? More »
Review: Designing the Future
By: Michael Ballé | November 27, 2018
Columns; eLetters
In his review of the new book Designing The Future, Michael Ballé points out that it “makes clear the central lean concept in product development: distinguishing what is fixed and what is flexible in new product design.  ” More »
The Value of Sharpening Skills Through 'Jishuken'
By: Matthew Savas | October 10, 2018
Jishuken, or self-learning, is a wet stone that grinds a worker's brain down to a start point, says Matt Savas--and is key to a disciplined management system of learning and improvement. More »
The Cascade of Hoshin
By: James P. Womack | August 3, 2018
Toyota President Akio Toyoda and the senior leadership team have decided that the simultaneous emergence of autonomy, alternative energy, shared assets, and hyper-connectivity are collectively creating a “once-in-a-century disruption” in the auto industry as it transitions to a mobility industry, commonly termed Mobility 2.  0. Jim Womack shares how they are using hoshin to tackle this. More »
Leadership and Having an Effective Plan
By: Andrew Quibell | July 16, 2018
You wouldn’t want to be known as a source of “fake news” but are you practicing More »
Can I change a company's attitude that people can't be trusted to do their jobs unless they are scared into complying?
By: Michael Ballé | June 4, 2018
Columns; eLetters
Dear Gemba Coach: A major assumption in lean thinking is that people genuinely want to do a good job, and the only thing standing in their way is a poor system. But some organizations act on the assumption that you can’t really trust anyone to do their job unless they are constantly controlled and scared into complying. It’s hard for me to see how lean can help any org without changing this assumption first … or? More »
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