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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 »
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
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
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
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
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 »
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 »
By: Josh Howell | August 11, 2020
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
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
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
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 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 »
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
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 »
What's wrong with taking a tools approach to lean management?
By: Michael Ballè | April 16, 2018
Dear Gemba Coach: I keep hearing that a tool approach to lean is wrong, but tools deliver results – how can that be wrong? More »
How lean accounting promotes lean in the organization
By: Mike De Luca | January 31, 2018
Lean finance helps make upstream problems visible and provides consultative products and services to support the organization in increasing customer value. In his book “Getting the Right Things Done,” Pascal Dennis writes, “When implementing strategy deployment , engage the Finance team early on. Too often this group is relegated to the lowly position of ‘bean counters,’ rather than its proper role: trusted advisor and business partner. ” In my years of experience as a finance leader in a health-care organization, and more recently, as a lean consultant, I have seen firsthand how lean in the finance and accounting function can More »
Isn’t lean just a scam to squeeze teams for more production?
By: Ballé, Michael | May 22, 2017
Dear Gemba Coach: Lean is a scam. People like you who write about “respect” are pushing a smoke screen that allows consultants to just squeeze teams for more production without ever resolving the company’s deeper problems. More »
Does implementing lean mean creating a lean management system?
By: Michael Ballè | December 19, 2016
Dear Gemba Coach: My understanding is that implementing lean means setting up a lean management system. You seem to disagree. Would you explain? More »
How can I keep our lean management effort from becoming bureaucratic?
By: Ballé, Michael | June 14, 2016
Dear Gemba Coach: Isn’t there a risk that all these lean tools in the workplace turn into yet more bureaucracy? More »
Lean Fitness: The Individual vs. the Organization
By: Dan Markovitz | October 1, 2015
"For both the individual and the organization, the problem is the same," writes Dan Markovitz. "There may be a stated goal—lose 15 pounds, improve muscle tone—but there’s often no clearly defined program to reach that fitness goal. Or even if there is a program, it may simply be a fad that promises huge results with minimal effort: think vibrating belts, Thighmasters, 8 Minute Abs, and the latest diet pills. " More »
Strategy Deployment at The Lean Enterprise Institute
By: Chet Marchwinski and Jikku Mohan | April 10, 2015
Is your organization “chasing too many rabbits?” It’s a tendency too many companies have of annually setting more strategic objectives than they can possibly implement successfully. This “chase” results in delays, discouragement, and the diversion of resources from activities that should and can be accomplished. How do you deselect “rabbits” and lead your team to effectively deliver on strategy? Jikku Mohan explains. More »
Experimenting with LEI's Transformation Model
By: Josh Howell | February 13, 2015
Josh Howell, senior coach at LEI, reflects on LEI's Lean Transformation Model. "We set out to better understand the model, its value, and its usefulness," he writes. "We did this by trying to incorporate it into everything that we do and through experimenting with you, our customers. " More »
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