chad burroughsasqrichmond.org/hoshin kanri_wide screen.pdf · hoshin kanri. drives progress and...

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Chad Burroughs

Some personal stuff about me

—Aristotle, Greek Philosopher & Scientist

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people accomplish their New Year

Resolutions

1 OUT OF 10

We’re not passionate enough about the goals we set

No one is holding us accountable

Our goals are not specific enough

!

Organizations accomplish Strategic

Plans

1 OUT OF 10

Reluctance to address big issues

Plans get too complicated

Failure to hold one another accountable

- Forbes Magazine- USA Today

? ?

This shouldn’t be a surprise though, right?

But why?

…because companies wouldn’t exist without the people. So if we have problems finishing our goals as individuals – it makes sense that we have problems finishing

our annual strategic goals in the companies we work.

!

If we accomplish our New Year’s

Resolution goals – we feel good

about ourselves!

RIGHT?

If we fail to accomplish our New Year’s Resolution goals – we only let ourselves down.

RIGHT?

!

If we accomplish our New Year’s

Resolution goals – we feel good

about ourselves!

RIGHT?

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What happens when a company doesn’t accomplish goals?

?Raises Stop Employees May Feel Like the

Company has No Direction

We Start Losing Hearts and Minds…of Our People!

!

So, when companies fail to following through on objectives: an entire culture can be effected.

Hoshin | Kanri

Hoshin: Setting Direction or Compass

Hoshin planning ensures the direction is carried out.

Kanri: Management

Together the term means managing objectives

Hoshin Kanri

Drives progress and action at every level within the company

Eliminates the waste of inconsistent direction and poor communication.

Ensures the vision and strategic goals of a company are met

Game

How many ‘ F ’s d id you count?“F”

“F”

What do you see?

What do you see?

Hoshin Kanri

The point is that we all see things a little differently.

Hoshin Kanri

So, if we’re in a boat and some peope feel we should row one way, and others feel we should row another way….well…. we get

nowhere!

Hoshin KanriWe Start with a Destination

“On the Beach in 3 Hours”

Current Location

Going to the Beach

Start Journey

Crying kids

Bathroom BreakMajor Detour

Crying Baby

Food Break

Crying Baby

Bathroom Break

VICTORY

Really Major Detour

Establish

Vision

Hoshin Kanri

1 2

7653 4

7 Steps

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l Primary Responsibility

m Secondary Responsibility

Resources

OWNER'S NAME HERE

High Level Actions

3 - 5 Year Breakthrough Goals

Annual Objectives

Target to Improve

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l Primary Responsibility

m Secondary Responsibility

Resources

OWNER'S NAME HERE

High Level Actions

3 - 5 Year Breakthrough Goals

Annual Objectives

Target to Improve

26

l Primary Responsibility

m Secondary Responsibility

Resources

OWNER'S NAME HERE

High Level Actions

3 - 5 Year Breakthrough Goals

Annual Objectives

Target to ImproveVISION1

Establish

Vision

Develop

Breakthrough

Objectives

Hoshin Kanri

1 2

7653 4

7 Steps

28

l Primary Responsibility

m Secondary Responsibility

Resources

OWNER'S NAME HERE

High Level Actions

3 - 5 Year Breakthrough Goals

Annual Objectives

Target to Improve

28

l Primary Responsibility

m Secondary Responsibility

Resources

OWNER'S NAME HERE

High Level Actions

3 - 5 Year Breakthrough Goals

Annual Objectives

Target to Improve

Develop Breakthrough

Objectives:

• Should Represent Significant

Improvements

• Should Stretch the Organization

• Should have a Cross-Functional Effort

Often referred to as the “WHAT”2

Establish

Vision

Develop

Breakthrough

Objectives

Develop

Annual

Objectives

Hoshin Kanri

1 2

7653 4

7 Steps

30

l Primary Responsibility

m Secondary Responsibility

Resources

OWNER'S NAME HERE

High Level Actions

3 - 5 Year Breakthrough Goals

Annual Objectives

Target to Improve

30

l Primary Responsibility

m Secondary Responsibility

Resources

OWNER'S NAME HERE

High Level Actions

3 - 5 Year Breakthrough Goals

Annual Objectives

Target to Improve3

Develop Annual Objectives:

• Needed to achieve Breakthrough

Objectives

• 12 Month Increments

• Sometimes referred to “HOW FAR”

meaning how far do we need to get this

year to stay on track towards our

BREAKTHROUGH OBJECTIVES.

Establish

Vision

Develop

Breakthrough

Objectives

Develop

Annual

Objectives

Deploy

Annual

Objectives

Hoshin Kanri

1 2

7653 4

7 Steps

32

l Primary Responsibility

m Secondary Responsibility

Resources

OWNER'S NAME HERE

High Level Actions

3 - 5 Year Breakthrough Goals

Annual Objectives

Target to Improve

32

l Primary Responsibility

m Secondary Responsibility

Resources

OWNER'S NAME HERE

High Level Actions

3 - 5 Year Breakthrough Goals

Annual Objectives

Target to Improve

Deploy Annual Objectives (through high level actions)

• Each objective is broken down into one or

more improvement priorities

• Communicates how we will support the

strategy

• Answers the question: “WHAT NEEDS TO

BE DONE?”

• Measurable

• Easy to communicate

• Not short term

4

Establish

Vision

Develop

Breakthrough

Objectives

Develop

Annual

Objectives

Deploy

Annual

Objectives

Hoshin Kanri

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7653 4

7 Steps

Catchball

Catchball seeks to get input from every level within

the organization. After goals are set – leadership

tosses the goals to lower levels throughout the

organization and waits for feedback.

-Everyone has a voice!

Establish

Vision

Develop

Breakthrough

Objectives

Develop

Annual

Objectives

Deploy

Annual

Objectives

Implement

Annual

Objectives

Hoshin Kanri

1 2

7653 4

7 Steps

36

l Primary Responsibility

m Secondary Responsibility

Resources

OWNER'S NAME HERE

High Level Actions

3 - 5 Year Breakthrough Goals

Annual Objectives

Target to Improve

36

l Primary Responsibility

m Secondary Responsibility

Resources

OWNER'S NAME HERE

High Level Actions

3 - 5 Year Breakthrough Goals

Annual Objectives

Target to Improve

Implement Annual Objectives:

• At this point we know what we need to do

and how it all fits into the overall strategy

• Now its time to execute projects through

PDCA, Kaizen Events, DMAIC, DMADV,

VSM assessments.5

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l Increase contract in North East Region l m l

l Increase contract in South East Region l l m

l Increase contract in Western Region l l

l Determine location of building on current property l l m

l Work with local municipalities to secure permits l l

l Sign new contracts for services with existing clients l l

l Sign new contracts with new clients l m l

l Increase Capacity in Cell A l l m

l Increase capacity in Cell B l l m

Gai

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In C

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: Inc

reas

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80%

In C

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: Inc

reas

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80%

D. R

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l Iincrease throughput 50% 1 2 3 4 5 6 7 8 9 10

l Increase revenue 50% l Primary Responsibility

l Increase square footage of prod space (50,000 sqft) m Secondary Responsibility

l Gain 10 new customers

Tea

m I

nv

olv

ed

Resources

HOSHIN PROCESS OWNERS

NAME HERE

Top Level Policy Deployment

Top Producerof

Widets in

the World

High Level Actions

3 - 5 Year Breakthrough Goals

Annual

Obje

ctive

s

Targ

ets

to

Impro

ve

2

3

4

5

Establish

Vision

Develop

Breakthrough

Objectives

Develop

Annual

Objectives

Deploy

Annual

Objectives

Implement

Annual

Objectives

Monthly

Review

Hoshin Kanri

1 2

7653 4

7 Steps

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Actions from Top Level HK transferred to

Bowling Chart for Monthly Tracking. Use

RED – AMBER – GREEN for quick

visualization of status.

Monthly Review6

40 40

Third Level

Actions from Top Level HK transferred to

Bowling Chart for Monthly Tracking. Use

RED – AMBER – GREEN for quick

visualization of status.

Second Level Deployment

Top Level Deployment

Third Level Deployment

Second Level Bowling

Top Level

Top Level Bowling

Second Level

Establish

Vision

Develop

Breakthrough

Objectives

Develop

Annual

Objectives

Deploy

Annual

Objectives

Implement

Annual

Objectives

Monthly

Review

Annual

Review

Hoshin Kanri

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7653 4

7 Steps

Hoshin Kanri

7 Steps

The annual review gives us a chance to

go back and look out our successes

and challenges.

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Reasons Not to Practice Hoshin Kanri (You Will Hear These at Some Point)

1 2 3 4 5

Hoshin Kanri

Can we plan for everything? No!

Accidents happen…an accident is an unpanned event...but when we don’t plan we react.

Recap

Establishes Vision Develops Breakthrough

ObjectivesSets Annual Targets to

Accomplish Breakthrough

Objectives

Implements Annual

ObjectivesMonthly and Annual

Reviews to ensure

progression

—Aristotle, Greek Philosopher & Scientist

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Hoshin Kanri =

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