Even the best strategy must be properly implemented. Many organizations can formulate a good strategy, but lose the battle to implement it properly. The Lean world has developed and, through years of practice, confirmed in hundreds of organizations a unique model, under the name Hoshin Kanri.
The uniqueness of this model lies in the creation of the strategy in continuous dialogue with all levels in the organization (the so-called catchball technique) and in the establishment of goal measures (KGI – Key Goal Indicators) and process measures, methods for achieving these goals (KPIs – Key Process Indicators). Hoshin Kanri offers a simple but very effective strategy visualization with which to communicate the strategy and its implementation to all employees (Hoshin Kanri Dashboards). The engine driving the implementation of the Hoshin Kanri strategy is regular reviews of the implementation of goals and methods at each organizational level (Hoshin Kanri Stand Up Meetings).
The project consisted of implementing the Hoshin Kanri model at the Dutch company De Heus. It was a pleasure and a great adventure to work with the company’s team. Today, after two years of implementing Hoshin Kanri in this organization, I am very pleased to hear from the company’s management that Hoshin Kanri is working great.
Hoshin Kanri is a Japanese strategic planning process designed to ensure that the mission, vision, and overall and annual goals are communicated throughout the organization and implemented by everyone from top management to front-line employees.
“Lexicon of Lean” defines Hoshin Kanri as a management process that aligns – both vertically and horizontally – functions
and activities of the organization to its strategic goals. As part of the process, a detailed plan is developed – usually an annual one – with precise goals, activities, timelines, responsibilities and metrics.
From Japanese, Hoshin Kanri can be translated as:
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