chad burroughsasqrichmond.org/hoshin kanri_wide screen.pdf · hoshin kanri. drives progress and...
TRANSCRIPT
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Chad Burroughs
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Some personal stuff about me
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—Aristotle, Greek Philosopher & Scientist
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?
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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
? ?
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This shouldn’t be a surprise though, right?
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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.
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!
If we accomplish our New Year’s
Resolution goals – we feel good
about ourselves!
RIGHT?
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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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12
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!
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!
So, when companies fail to following through on objectives: an entire culture can be effected.
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Hoshin | Kanri
Hoshin: Setting Direction or Compass
Hoshin planning ensures the direction is carried out.
Kanri: Management
Together the term means managing objectives
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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
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Game
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How many ‘ F ’s d id you count?“F”
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“F”
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What do you see?
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What do you see?
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Hoshin Kanri
The point is that we all see things a little differently.
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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!
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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
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Establish
Vision
Hoshin Kanri
1 2
7653 4
7 Steps
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25 25
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
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Establish
Vision
Develop
Breakthrough
Objectives
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
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
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Establish
Vision
Develop
Breakthrough
Objectives
Develop
Annual
Objectives
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
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.
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Establish
Vision
Develop
Breakthrough
Objectives
Develop
Annual
Objectives
Deploy
Annual
Objectives
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
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
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Establish
Vision
Develop
Breakthrough
Objectives
Develop
Annual
Objectives
Deploy
Annual
Objectives
Hoshin Kanri
1 2
7653 4
7 Steps
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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!
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Establish
Vision
Develop
Breakthrough
Objectives
Develop
Annual
Objectives
Deploy
Annual
Objectives
Implement
Annual
Objectives
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
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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37 37
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
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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
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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
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to
Impro
ve
2
3
4
5
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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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39 39
Actions from Top Level HK transferred to
Bowling Chart for Monthly Tracking. Use
RED – AMBER – GREEN for quick
visualization of status.
Monthly Review6
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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
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Establish
Vision
Develop
Breakthrough
Objectives
Develop
Annual
Objectives
Deploy
Annual
Objectives
Implement
Annual
Objectives
Monthly
Review
Annual
Review
Hoshin Kanri
1 2
7653 4
7 Steps
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Hoshin Kanri
7 Steps
The annual review gives us a chance to
go back and look out our successes
and challenges.
7
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Reasons Not to Practice Hoshin Kanri (You Will Hear These at Some Point)
1 2 3 4 5
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Hoshin Kanri
Can we plan for everything? No!
Accidents happen…an accident is an unpanned event...but when we don’t plan we react.
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Recap
Establishes Vision Develops Breakthrough
ObjectivesSets Annual Targets to
Accomplish Breakthrough
Objectives
Implements Annual
ObjectivesMonthly and Annual
Reviews to ensure
progression
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—Aristotle, Greek Philosopher & Scientist
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Hoshin Kanri =
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47