chad burroughsasqrichmond.org/hoshin kanri_wide screen.pdf · hoshin kanri. drives progress and...
TRANSCRIPT
1
2
Chad Burroughs
Some personal stuff about me
—Aristotle, Greek Philosopher & Scientist
5
?
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?
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!
!
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
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
26
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
1 2
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
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
Gai
n 20
new
con
trac
ts w
ith n
ew c
usto
mer
s
Add
20,
000
this
yea
r
Incr
ease
rev
nue
15%
bet
wee
n ne
w a
nd c
urre
nt c
ontr
acts
Incr
ease
cap
acity
of c
urre
nt c
ells
by
25%
Incr
ease
con
trac
ts to
60%
fro
m N
E U
SA
Incr
ea
se C
on
tra
cts
90
% f
rom
So
uth
Ea
st U
S
Incr
ease
con
trac
ts 7
0% fr
om S
outh
Wes
tt U
S
Sec
ure
Per
mits
by
Q2
Nex
t Yea
r
Wor
k w
ith lo
cal m
unic
ipal
ities
to s
ecur
e pe
rmits
4 ne
w c
ontr
acts
for
serv
ices
with
exi
stin
g cl
ient
s
Sig
n 2
new
con
trac
ts w
ith n
ew c
lient
s
In C
ell A
: Inc
reas
e C
apac
ity to
80%
In C
ell B
: Inc
reas
e ca
paci
ty to
80%
D. R
icha
rdso
n
J. D
avis
C. B
radl
ey
R. P
arke
r
T. G
rimsl
ey
S. V
anad
a
S. T
hom
pson
C. N
estle
T. N
elso
n
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
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
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
1 2
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.
7
43
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
46
Hoshin Kanri =
47