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1、Hoshin Planning,By Harold Philbrick,Agenda,What is a Hoshin Plan?Key TermsVisionWhat Is ItWhy Do We Need ItImportance of Shared VisionThings to ConsiderExamples,Hoshin Plan,HoshinHo direction Shin needleHoshin“direction needle”or compass“way of setting direction”KanriManagement or control,Hoshin Pla
2、n,Hoshin Kanri in terms of an organization:Management/control of the direction needleAligned toward accomplishing a single or shared goalAligns company resources at all levels,Hoshin Plan,Places focus on the vital few business prioritiesDefines who we areNot based on products or servicesBased on our
3、 customers needsEnables everyone to see where we are going and our plans to get there,Hoshin Plan,Pushes us to address some fundamental questionsWho are we?What do we want to be?How will we act?How will we measure ourselves?How will we achieve our goals?,Typical North American Company,or Maybe its L
4、ike This,Toyotas Use of Time,Plan,Gemba Observe problem or issue first handDetermine root causes of problemsEstablish goals and targetsCreate implementation planCreate follow-up planDiscuss with all those affected,Do,Execute the implementation planUse as an experiment to test working theories,Check,
5、Study the effects to determine whether the problem was satisfactorily addressedCompare results to our goals or targetsAnalyze all deviations from plan,Act,If targets were met:Standardize all procedures and methods to maintain gainsReflect-what other areas or locations could benefit from these ideas?
6、If targets were not met:Adjust using PDCAAct on all deviations from expected results,Key Terms,Mission Statement,“Why do we exist?”Describes an organizations capabilities,customer focus,activities and business makeupBrief description of the organizations fundamental purposeAddress all stakeholders,V
7、ision,“Where do we want to go?”“What do we want to do?”A picture of your company in the futureThe inspiration or the framework for all your strategic planningAddress all stakeholders,Core Values/Principles,Behavioral attributes Uniquely inherent to the organization Must be maintained at all costsExp
8、lain why we do things the way we doAct as a guide when making decisions,Targets/Critical Success Factors,The vital few(2 or 3 max)performance points where its vital to succeed in as a businessMeant to break the vision down into actionable items that should be accomplishable in 3-5years,Hoshin Terms,
9、Key Result AreasAreas of activity in which favorable results are absolutely necessary for achieving on vision Key Result MeasuresUsed to determine improvement and progress of the Value StreamWe must establish SMART goals,Hoshin Terms,Key StrategiesThe overall approach we will take to achieve the exp
10、ected results for the KRAs90-Day ActivitiesCore activities that will be the focus of the next quarter,Eight Steps to Transforming Your Organization,Establishing a Sense of UrgencyExamining market and competitive realitiesIdentifying and discussing crises,potential crises,or major opportunities,Formi
11、ng a Powerful Guiding CoalitionAssembling a group with enough power to lead the change effortEncouraging the group to work together as a teamCreating a VisionCreating a vision to help direct the change effortDeveloping strategies for achieving that visionCommunicating the VisionUsing every vehicle p
12、ossible to communicate the vision and strategiesTeaching new behaviors by the example of the guiding coalitionEmpowering Others to Act on the VisionGetting rid of obstacles to changeChanging systems or structures that seriously undermine the visionEncouraging risk taking and nontraditional ideas,act
13、ivities,and actionsPlanning for and Creating Short-Term WinsPlanning for visible performance improvementsCreating those improvementsRecognizing and rewarding employees involved in the improvementsConsolidating Improvements and Producing Still More ChangeUsing increased credibility to change systems,
14、structures,and policies that dont fit the visionHiring,promoting,and developing employees who can implement the visionReinvigorating the process with new projects,themes,and change agentsInstitutionalizing New ApproachesArticulating the connections between the new behaviors and corporate successDeve
15、loping the means to ensure leadership development and succession,7,1,2,3,4,5,6,8,What is a Vision Statement?,A guiding image that defines what our success will look likeUses visual metaphors,imagery to create a picture of the future that we can seeIt gives us two points that help us to“plan our trip
16、”Current reality and the future,What is a Vision Statement?,It tells us where we want to go without inhibiting the path we take to get thereMultiple routes that will get us thereServes as a“landmark”or guide as to whether we are effectively implementing our Hoshin,Why Do We Need a Vision?,Requires t
17、he organization and its members to stretch their expectations,aspirations and performanceThe loftiness of the vision can compel new ways of thinking and actingCan foster risk taking and experimentation,Why Do We Need a Vision?,The pursuit of that image is what helps motivate people and teamsProvides
18、 clear decision making criteria by providing directionAs people begin seeing it,it becomes a shared experience,a shared vision,Shared Vision,High performing teams often have a shared vision and purposeEveryone is focused on the“ultimate”goalConnected by a common purposeEveryone must feel the contrib
19、uted to the vision,Shared Vision,People must be able to internalizeEach person sees his or her own“picture”of the visionHelps people to see themselves as a part of itMust allow multiple,personal visions to existAllows everyone to find the role they will play,Shared Vision,Must connect with the perso
20、nal visions of those throughout the organization to become truly sharedWhen all employees are committed to the long term direction we are more like to make daily decisions that are inline with that direction,Compliance,Enrollment&Commitment,CommitmentWants itWill make it happenCreates whatever path
21、is neededCommitted people bring energy,passion and excitement to the effort,Compliance,Enrollment&Commitment,EnrollmentWants itWill do whatever can be done today“within the spirit of the law”The process of becoming part of something by choice,Levels of Compliance,Genuine“Good soldiers”Formal“Pretty
22、good soldiersGrudging“Does enough to get by”Noncompliance“I wont do it,you cant make me”Apathy“Is it 5 oclock yet?”,Things to Consider,Employees must believe they can shape their future in order to believe the can impact the visionLeader must“build”the vision dailyPeople must be able to see current
23、reality while holding onto the vision,Why Visions Die,Peoples visions are too far apartCreates conflicting visionsNeed to harmonize the personal visionsDig deeper and find the common thread to tie them back togetherBuild it together,Why Visions Die,People become discouraged by the gap between curren
24、t reality and the visionBecome disheartened or cynicalHelp them define their rolePersonal visions help with this,Why Visions Die,People become overwhelmed by current reality demands and lose focus on the visionExhausted and frustratedFind ways to focus less on firefightingBreak up responsibilitiesDa
25、y-to-day versus attaining vision,Examples,John F.Kennedy“by the end of the decade man on the moonMartin Luther King“I have a dream”,Examples,Henry Ford“I will build a car for the great multitudes”AT&T“universal telephone service”KyoceraAppeals to employees to look inward and“always aim for perfectio
26、n”,Effective Vision Statements,Have clarity and lack ambiguityVivid and clear pictureDescribe a bright futureMemorable and engaging wordingRealistic aspirationsAligned with organizational values and culture,How to Create a Vision Statement,Done with a group,not aloneBrainstormingWhere do we want to
27、go?What do we want to do?What are the key opportunities in the future?What would success look like?,How to Create a Vision Statement,Look for things that make the organization uniqueIdentify some possible statements based on all the feedbackKick the ideas aroundDebate and discuss,Balancing Act,Grow,Get,Keep,Better,Cheaper,Faster,Customers,Employees,Shareholders,Sell,Make/Buy,GoodRecords,
