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Training Presentation/Powerpoint:
Hoshin Kanri
Description
[NOTE: Our Hoshin Kanri presentation has been trusted by an array of prestigious organizations, including industry leaders such as Apple, Facebook, Boeing, Shell, Cummins, Johnson Controls, Hanes, Telefónica, Chubb, Discover, Stryker, Thales, Saint-Gobain, AGCO, to name just a few.)
Hoshin Kanri, often referred to as Hoshin Planning or Policy Deployment, stands as a potent strategy deployment methodology that has been embraced by some of the world's most successful companies, including Toyota, General Electric (GE), Siemens, and others. It offers a systematic and integrated approach to realizing long-range key entity objectives, which are characterized by their audacious nature, spanning a strategic horizon of 3-5 years with minimal deviation.
At its core, Hoshin Kanri embodies a dual approach that is instrumental to its effectiveness. Firstly, it centers on defining and pursuing these long-term objectives diligently. These objectives serve as guiding stars for the organization, aligning every effort towards their realization. Secondly, and equally crucial, the Hoshin Kanri process doesn't lose sight of the essential day-to-day business measures required for the organization's ongoing success. This approach ensures that the organization not only strives for the future but also continuously improves its key business processes in real-time.
Moreover, OKR (Objectives and Key Results) users can adopt Hoshin Kanri's best practices to elevate their own processes. Its structured approach to strategic alignment, deployment, and continuous feedback enables organizations to not only set ambitious objectives but also cascade them into actionable plans. By integrating Hoshin Kanri's focus on long-term goals and continuous improvement, OKR users can create a more disciplined and holistic framework that drives both strategic breakthroughs and day-to-day operational excellence.
The Four Phases of Hoshin Kanri consist of:
1. Hoshin Generation: Define annual goals collaboratively for the company and its departments, addressing processes and outcomes, developed by senior management and subordinates.
2. Hoshin Deployment: Establish lower-level goals and plans within and across departments through catchball, cascade the hoshin, and translate goals into actionable tasks at each organizational level.
3. Hoshin Implementation: Manage the implementation of hoshins through PDCA cycles, conduct formal and informal reviews throughout the year to monitor progress, and make countermeasures visible.
4. Hoshin Evaluation: Conduct a year-end assessment of each hoshin, analyze whether process and outcome goals were achieved, and use the "5 Whys" approach to understand successes or failures for learning and improvement.
This Hoshin Kanri PPT training presentation is based on the teachings of Dr. W. E. Deming, Dr. Yoji Akao and Pascal Dennis, and seeks to provide a comprehensive understanding of this strategic methodology. Participants will learn how to communicate goals effectively, align them with the organization's overarching vision, deploy breakthrough objectives that foster cross-functional collaboration, and establish a structured review process to ensure the successful realization of strategic goals.
Note: This training package includes:
1. Hoshin Kanri PPT training presentation (PowerPoint format, 16:9 format)
2. Hoshin Kanri PPT training presentation (PowerPoint format, 4:3 standard format) - FREE
3. Hoshin Kanri templates (Excel format):
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X-Matrix
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Alignment & Deployment Chart
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Management Control Chart
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Daily Management Matrix
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Hoshin Action Plan
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Hoshin Review Table
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A3 Hoshin Deployment Template (simplified version)
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A3 Hoshin Deployment Template (full version)
4. Hoshin Planning Poster (PDF format, in monochrome and color, printable in A3/A4 size paper)
Learning Objectives
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Understand the key concepts and principles of Hoshin Kanri.
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Describe the Hoshin Kanri approach to planning, deployment and review process for managed change.
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Define the Hoshin Kanri process and tools.
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Gain practical knowledge and skills in planning and deploying Hoshin Kanri in the organization.
Contents
1. Key Concepts & Principles of Hoshin Kanri
• Signs for Hoshin Kanri Planning
• The Mindset: Challenges and Perceptions on Hoshin Kanri Implementation
• Hoshin Planning at Toyota
• Three Limitations of Standard Strategic Planning
• What is Hoshin Kanri?
• Definition of Hoshin Kanri
• Hoshin Kanri in a Nutshell
• Benefits of Hoshin Kanri
• Hoshin Kanri Model
• Hoshin Kanri Deployment Overview
• True North – Setting the Course
• Hoshin Kanri for Goal Alignment – Vertically and Horizontally
• Linkages of Hoshin Kanri, Balanced Scorecard & MBO
• Comparison of Hoshin Kanri with MBO
• Breakthrough & Control
• Three Key Underlying Principles of Hoshin Kanri
• Plan-Do-Check-Act (PDCA) Cycle
• Pareto Principle (80/20 Rue)
• Cause-and-Effect Relationship
2. Hoshin Kanri Process & Tools
• Review of Strategic Planning Process
• Hoshin Kanri Cascade
• Hoshin Kanri Incorporating the Balanced Scorecard
• Four Key Phases of Hoshin Planning
• Phase 1: Hoshin Generation
• Phase 2: Hoshin Deployment
• Phase 3: Hoshin Implementation
• Phase 4: Hoshin Evaluation
• X-Matrix
• Common Hoshin Kanri Tools
• Alignment & Deployment Chart
• Daily Management Matrix
• Management Control Chart
• A3 Hoshin Deployment
3. Hoshin Kanri Deployment & Management Reviews
• Types of Hoshin Kanri
• Performance Measurements
• Continuous Improvement
• Improvement Hoshin
• Daily Management
• Cross-functional Management
• Types of Management Reviews
• Checklist for Annual Planning Session
• Guidelines for Managing Review Meetings
4. Effective Hoshin Kanri Deployment
• Three Factors Contributing to Effective Hoshin Kanri
• Factors Contributing to Operating Effectiveness
• Three Dimensions of Coherence
• Factors Affecting Mobilization
• Key Points & Summary
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