TK Fredrik Fjellstedt - Lean Frontiers

5/29/19

1

www.twiandkatasummit.eu

HOSHIN KANRI

- Achieving breakthrough development

Fredrik FjellstedtTWI KATA Summit 2019, Malmö


Why Hoshin Kanri?

Do you struggle with your STRATEGY EXECUTION?

In fact, do your PEOPLE ACTUALLY CARE about strategy?

5/29/19

2



The essence of lean

Every team member and leader should challenge themselves and the organization, and solving problems

5/29/19

3


Time

Improvements

CONTINUOUS IMPROVEMENTS

Step Chan

ges

Breakth

rough

VISION, TRUE NORTH

CONTINUOUS IMPROVEMENTS

Hoshin Kanri

Daily Management

Bigger steps with Hoshin Kanri


What is Hoshin Kanri?

ü Define and prioritize your mid to long-term

goals

ü Break it down to annual targets

ü Involve all levels in the organization to clarify

objectives and strategies

HOSHIN

SETTING THE DIRECTION

KANRI

ACHIEVING THE BREAKTHROUGHS

ü Create problem-solving strategies and action

plans (Plan)

ü Constantly implement these plans (Do)

ü Evaluate results and process (Check)

ü Take appropriate steps (Act)

5/29/19

4


It’s an organisational system

Setting mid- to long-term management plans & annual Hoshin

Ø Prioritizing activities & resources

Ø Performing checks & follow-ups made during implementation of Hoshin

Ø Involving members from top to bottom and clarifying targets & activities of

each position

Ø Aligning departmental & individual efforts with corporate vision


What is our vision?

Where do we need to be mid-term?

Where are we now?

How do we get there?

Are we getting there?

True north

Breakthrough objectives

Current situation

Problem solving

KPI and process follow-up

Where do we need to be this year?

Challenge

Top-Management

thinking(top-down)

Organisationalefforts

(bottom-up)

What is Hoshin Kanri?

5/29/19

5


CURRENT SITUATION

Continuous CHANGES

Continuous IMPROVEMENTS

VISION, TRUE NORTH

True North


Breakthroughs

• Should directly contribute to the business objectives

• Significant improvements in performance and/or business

processes

• Require your organization to stretch itself, not by doing

business-as-usual

• Mid-term objectives (e.g. 2 to 5 years)

5/29/19

6


Breakthroughs

If you already know how to do it, it’s probably not the breakthrough thinking we want


Company HoshinDirection/Activities & targets

Department HoshinDirection/Activities & targets

Implementation plan

Individual priorities

MANAGEMENT

DEPARTMENT

TEAM

INDIVIDUAL

Targets

Direction/Activity

Targets

Direction/Activity

Targets

Direction/Activity

Creating clarity with Catchball

5/29/19

7




Implementation plan


MANAGEMENT

DEPARTMENT

TEAM

INDIVIDUAL

Targets

Direction/Activity

Targets

Direction/Activity

Targets

Direction/Activity


MANAGEMENT FOCUS

Where must we be?

What breakthroughs to overcome?

What is the root cause?

How should we priotize?

Which KPI’s should we have?

DEPARTMENT FOCUS

How can we break-down the

strategical direction?

What are our priotized problems?

What is the root cause?

How do we solve the problems?




Implementation plan


MANAGEMENT

DEPARTMENT

TEAM

INDIVIDUAL

Targets

Direction/Activity

Targets

Direction/Activity

Targets

Direction/Activity


CATCHBALL CONVERSATION“This is the logic for our decisions and priorities”

“What have we missed?”

“What are the challenges?”

5/29/19

8


Ensuring success with Kanri

Check by person in charge

• According to plan?

• Confirm resultswith facts(?)

• Understand root cause of achievement and non-achievement

• Reports to mangers and asked for advice?

• Any to demand to my manager?

Confirmation by manager

• Manager confirm the PIC know what the next step is (PDCA)

• Check if there are any obstacles

• Make sure facts are used and PDCA is turned

Check by manager

• Check the full Hoshin for the workplace

• If deviations from the Hoshin understand why it occurred

Cascade check results upward

• Communicate results and improvement areas to next level of management


Start of fiscal year

Mid-term review

End of fiscal year

HOSHIN KANRI

The Hoshin Kanri process

5/29/19

9


PROCESS METHODS BEHAVIOUR

- Involve the whole organisation- How to plan and follow-up- Connection to other processes- Communication

- PDCA- A3-communication- Cause analysis- X-matrix- …

- The will to improve- What we must achieve- Breakthrough thinking- Fact based oriented- Seek cause - effect- Courage to experiment

Problem

Mål

Orsaksanalys

Motåtgärder

Implementering

Uppföljning

Tema: Ansvarig: Datum:

Hoshin Kanri is leadership


Conduct Experimentsto get there

Grasp the Current

Condition

Establish your Next

TargetConditionKnowledgeThreshold

VISION, TRUE NORTH

Achieve the breakthroughs with KATA

5/29/19

10


VISION, TRUE NORTH

Achieve the breakthroughs with KATA

C o n d u c t E x p e r i m e n t s

t o g e t t h e r eG r a s p t h e C u r r e n t

C o n d i t i o n

E s t a b l i s h y o u r

N e x tT a r g e t

C o n d i t i o n

KnowledgeThreshold



C o n d i t i o n


N e x tT a r g e t

C o n d i t i o n

KnowledgeThreshold



C o n d i t i o n


N e x tT a r g e t

C o n d i t i o n

KnowledgeThreshold



C o n d i t i o n


N e x tT a r g e t

C o n d i t i o n

KnowledgeThreshold



C o n d i t i o n


N e x tT a r g e t

C o n d i t i o n

KnowledgeThreshold



C o n d i t i o n


N e x tT a r g e t

C o n d i t i o n

KnowledgeThreshold



C o n d i t i o n


N e x tT a r g e t

C o n d i t i o n

KnowledgeThreshold



C o n d i t i o n


N e x tT a r g e t

C o n d i t i o n

KnowledgeThreshold



C o n d i t i o n


N e x tT a r g e t

C o n d i t i o n

KnowledgeThreshold



C o n d i t i o n


N e x tT a r g e t

C o n d i t i o n

KnowledgeThreshold


Develop your own Hoshin

20

5/29/19

11


21


Find your breakthroughs

1.Describe the vision for your company/department (long-term)2.Develop the breakthrough objectives you need to reach (mid-term)

Challenge the organisation

1.Define what must be accomplished the coming year2.What is preventing you achieving what must be done?

Achieving the breakthroughs

1.Prioritize one problem and explain why2.Develop a Hoshin plan for the prioritized problem

5/29/19

12


Thanks for listening!

[email protected]

mailto:[email protected]

http://www.btp.dk/

Documents

TK Fredrik Fjellstedt - Lean Frontiers