hoshin kanri: a strategic planning and deployment methodology turning vision and strategy into...

Hoshin Kanri: A Strategic Planning and Deployment

Methodology

Turning Vision and Strategy

into Results through Action

Introduction to Hoshin Kanri

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http://www.flickr.com/people/eileensanda/


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Hoshin Kanri: Direction + Execution


What is Hoshin Kanri?• The Hoshin Kanri methodology, which

flows from Lean, employs a structured planning and deployment cycle during which goals are determined, plans to achieve the goals are established, and measures are created and monitored to ensure progress toward these goals.


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Basic Principles of Hoshin Kanri

• Is the embodiment of the Plan-Do-Check-Adjust (PDCA) cycle


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• Allows the sector to prioritize and sequence

• Provides focus for the alignment of effort and resources


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Traditional Deployment

• Trying to accomplish everything all at once

• Fighting for resources• No prioritization amongst initiatives• Difficult to adapt to changes in

environment• Few initiatives completed


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Hoshin Kanri Deployment

• Initiatives are prioritized• Only a few deployed at a time (de-

selection)• Easy to adapt to changes in

environment• Most initiatives completed on timeIntroduction to Hoshin

Kanri7



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Selection

Deployment

Selection

Deployment


• Utilizes collective knowledge: the insight and creative talents at all levels must be effectively brought to bear on sector challenges and opportunities

• Requires frequent measuring and rigorous review of results by leadership, with timely course correction as required


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• Requires shared responsibility and accountability for achieving timely results

There is no “shame and blame”— there is “learn and improve.”


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Hoshin KanriA good traveler has no fixed plans, and is not intent on arriving.

Lao Tzu

We are going to be “bad” travelers.


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Based on the Road Metaphor for Planning (Cowley & Associates, 1995)

Hoshin Kanriis about the

journey…and the

destination.

Insights from the Health System

“When you go back to Education, tell them the first time through is REALLY hard!! But by Cycle 2, you will know that it was worth it!”

Health Region Employee

“We will never go back to old ways of strategic planning. The changes are too positive and too important.

Health Region CEO upon commencing Cycle 3


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Hoshin Kanri Follows a Cycle


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Hoshin Kanri Terminology

• Strategic Intent: A high-level statement of what the sector wants to accomplish.

• Enduring Strategies: Broad areas of strategic focus.– Defines “What’s in” and “What’s out”– The “Big How”– Typically 3-5 years, but may be longer


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• Outcomes: Longer-term results (typically 3-5 years)– The change the sector wants to see in the future – The “what” that is accomplished through the

improvement targets and hoshins– States what the desired improvement/change is, by

when it will be achieved, and a measurement of how much will be improved (what, by when, by how much).


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• Improvement Targets: How the sector intends to achieve the outcomes – the process improvements or medium-term results that are needed to achieve the long-term outcomes – Achieving the improvement target should get

the sector closer to achieving the larger outcome


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• Hoshins: Short-term (1 year) area of strategic focus for the sector– This will be the highest priority “must do,

can’t fail” work for the sector– The sector’s resources are aligned to, and

prioritized for, hoshin work– The key mantra for this work is “focus and

finish”Introduction to Hoshin Kanri

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• Actions: Short-term work that helps to “move the dial” on hoshins, improvement targets, and outcomes– Typically found in the detailed

implementation plans for the hoshins and outcomes


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Hoshin Kanri ToolsX-Matrix

Drafted during Strategy

Development


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Parts of a Level 1 Matrix

Strategic Intent


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Enduring Strategies


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Outcomes


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ImprovementTargets


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Hoshins


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Hoshin Kanri Tools

A3s (Project Plans): “A one-page storyboard”


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Drafted during Strategic Development

Example: Sam, the Par Golfer

A3(Project Plan)


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Catchball• Is a series of formal discussions

between leaders and their teams during which they “throw and catch” information, data, and analysis back and forth between each other with regard to the draft strategic plan and outcome and hoshin A3s.


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Catchball• Is about dialogue, engagement, and

garnering the insights of employees who are directly responsible for implementing strategic and operational work. This is in alignment with Lean thinking that those who do the work are the experts who know the work best.


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Catchball• Within the context of a sector plan,

Catchball also involves each organization (the school divisions and ministry) within the sector creating its own Level 2 plan (with a Level 2 matrix) and accompanying Level 2 A3s.


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Catchball• These Level 2 A3s describe the work that

each organization will undertake to do its part in achieving the hoshins and outcomes of the sector plan.

• Each organization also includes any local hoshins (priorities) in its Level 2 plan for which it has sufficient resources.


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Catchball• Confirms the practicality of the Level 1 plan• Actively solicits feedback and ideas from

those responsible for implementing the plan• Greatly improves wide-spread understanding

of what needs to be done, why, and how• Greatly improves ownership and buy-in from

the people responsible for results.


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Plan Finalization• All Catchball feedback is “rolled up” and

provided back to the leadership at the two-day Plan Finalization event.

• The Provincial Leadership Team (School Division Directors and Ministry Senior Leadership) use the feedback to improve the sector strategic plan and A3s.


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Plan Approval• The finalized sector strategic plan and

its A3s are provided to the province’s School Boards and the Minister of Education for approval and the Cabinet for information.

• The Education Sector Strategic Plan is released on Budget Day.


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Plan Deployment• Detailed implementation plans are crafted

and processes around metrics are established by hoshin and outcome owners, expert advisors, and teams, in consultation with the Provincial Leadership Team.

• Organizations determine local work plans to support the strategic work.


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Regular Progress Review

Example: Gantt Chart


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• Select measures identified on the A3s will be displayed on the provincial visibility wall and reviewed by the Provincial Leadership Team quarterly.

• Local visibility walls allow organizations to review progress monthly, or more often, to course correct as required.


Example: Bar Chart


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• A variety of chart templates will be available for the school divisions and ministry to use.


Created to move an off-target (“yellow” or “red”) project back on-target (“green”)


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Corrective Action Plans (CAPs)


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Visibility Wall


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Visibility Wall


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Wall Walk


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Wall Walk


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Questions?


Hoshin Kanri: Direction + Execution

For more information contact:

• Presenter should add contact information here


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hoshin kanri: a strategic planning and deployment methodology turning vision and strategy into...

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