Hoshin Kanri

Question 1

4 reasons for project failure

Answer 1

1. Lack of direction and vision in running the projects
2. Lack of time allocated for the projects
3. Lack of resources
4. Lack of adherence from employees of the company. (CAVE)

Question 1

Two levels of Hoshin Kanri

Answer 1

• Strategic planning
• Daily management

Question 1

Implement Hoshin (considerations)

Answer 1

• Use HK as a way of driving continuous
  improvement thorughout the organisation to
  pick better imporvements in Kaizen events and
  see where to focus Kaizen events.
• Take the voice of the customer and see where
  do we have to be in the longer run by driving
  the KPIs
• Focus on what is important to the customer
  and derive those areas through all business
  aspects and select the right tool to achieve that
  goal.
• Then use the employees as a key tool to drive
  that change.

Question 1

orientation for hoshin-kanri

Answer 1

process-oriented, NOT task-oriented

Question 1

Hoshin according to Toyota

Answer 1

• Create an organisation capable
  of sustained high performance
• Produce results

BY:
* Mid to long-term management plans
and annual hoshin,
* Prioritizing activities and resources,
* Involving all members in targets
* PDCA, checks and follow-ups

So that:
Whole organization goes in one direction, with the
members taking initiative

Question 2

How does the Toyota Management system
work?

Answer 2

• Daily management system
• Clear communication channels
• Managing flow of activities
• Structured team problem solving

Question 2

Hoshin process

Answer 2

Hoshin combines long- and short-term planning methods with quality
and objective management methods to produce a plan-do-check-act
(PDCA) cycle.

Question 2

Floor Management Development System (FMDS)

Answer 2

• Technique to teach group leaders and managers
  to manage floor.
• System aligning floor management and
  development activities to achieve company
  targets.
• Visually demonstrate management condition of
  shop and alignment of daily activities to hoshin
  targets.
• Promote two-way communication, creating
  environment to address abnormal conditions.

(A benefit of the FMDS system appears at the end
of year hoshin check with the president visiting
the plant boards and conducting floor review.)

Question 2

7 steps of Hoshin Planning

Answer 2

Step 1
Establish vision and access
the current state

Step 2
Develop breakthrough
objectives

Step 3
Define annual objectives

Step 4
Cascade goals through
organisation

Step 5
Execute annual objectives

Step 6
Annual review

Step 7
Monthly reviews

Question 2

PDCA Phases

Answer 2

• Report back daily at the executive meeting.
• Meeting for quick check of hoshin items and
  problem solving.
• Team puts together ad hoc groups of people needed
  to solve problems.
• Difficult and repeating problems prioritized and the
  president and vice presidents personally join the
  team, go and see for themselves, and join the pool
  of resources needed to solve the problem.

Kanri Cycle=Result Kanri +Process Kanri

Question 2

Hoshin Kanri in short

Answer 2

• Capabiltiy related guidelines
• Empowered individuals and teams abile to use PDCA, quality tools, teams working and
  problem solving techniques.
• Empowerment related to the autonomy of collaborators applying management
  techniques to solve problems emerging within their daily work.
• Importance of cross-functional mindset and sense of ownership/responsibility over
  policy-related work.