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Table of Contents
Intro
Acknowledgments
Contents
1 Introduction
References
2 Definition and Terminology
References
3 A Little Bit of History
References
4 Current State of Strategy Deployment Approaches
4.1 Necessary Inputs and the Analytical Approach
4.2 A Few Key Strategic Methods
4.2.1 Focus on Management by Objectives
4.2.2 Focus on the Balanced Scorecard
4.3 Contributions of Hoshin Kanri
References
5 Principles and Key Steps
5.1 General Presentation
5.2 Key Steps
5.2.1 Defining the Missions and Vision
5.2.2 Sharing the Feedback of Experience
5.2.3 Nemawashi: Trust and Organization to Share Propositions
5.2.4 Defining and Designing the Action Plans
5.2.5 Executing and Correcting
5.3 Planning
References
6 Key Connected Elements
6.1 PDCA Application
6.2 The "Z" Approach
6.2.1 Principle
6.2.2 Examples
6.2.3 Skills and Competencies
6.3 Problem Analysis and Solving
6.4 Management Using the Reversed Pyramid
6.5 Key Performance Indicator Tree
6.6 Specificities of Operational and Functional Teams
References
7 Using Hoshin Kanri with Other Management Rhythms or Key Periods
7.1 Linking Hoshin Kanri to Standard Visual Management
7.2 Importance of Daily Performance Management for Sustainability
7.3 Connection of Management Rhythms
7.4 Time Balance Between Management Rhythms
References
8 Engaging in Hoshin Kanri
8.1 How to Start
8.1.1 Different Starting Point from a Performance Management Maturity Perspective
8.1.2 Context to Take into Account
8.1.3 Motivation and Sense
8.2 How to Support the Change
8.3 Who Can Support the Change
References
9 Key Documents
9.1 From Strategic Objectives to Strategic Actions
9.2 From Strategic Actions to Strategic Action Plans
9.3 Bowling Chart
References
10 Facilitation
10.1 Defining Strategic Action Plans Through Action Work Out
10.2 Strategic Reviews
10.2.1 Content, Frequency, and Problem-Solving
10.2.2 Consistency of Management of Strategic and Non-Strategic Action Plans
10.3 Rewarding Efficiency and Risk-Taking
Reference
11 Progress and Sustainability
11.1 How to Take into Account Cultural Dimension
11.2 Local Deployment and Progressing Cascading
11.3 Leadership Adaptation
11.4 Conditions for Success and Factors of Failure
References
12 Conclusion
References
Glossary
Acknowledgments
Contents
1 Introduction
References
2 Definition and Terminology
References
3 A Little Bit of History
References
4 Current State of Strategy Deployment Approaches
4.1 Necessary Inputs and the Analytical Approach
4.2 A Few Key Strategic Methods
4.2.1 Focus on Management by Objectives
4.2.2 Focus on the Balanced Scorecard
4.3 Contributions of Hoshin Kanri
References
5 Principles and Key Steps
5.1 General Presentation
5.2 Key Steps
5.2.1 Defining the Missions and Vision
5.2.2 Sharing the Feedback of Experience
5.2.3 Nemawashi: Trust and Organization to Share Propositions
5.2.4 Defining and Designing the Action Plans
5.2.5 Executing and Correcting
5.3 Planning
References
6 Key Connected Elements
6.1 PDCA Application
6.2 The "Z" Approach
6.2.1 Principle
6.2.2 Examples
6.2.3 Skills and Competencies
6.3 Problem Analysis and Solving
6.4 Management Using the Reversed Pyramid
6.5 Key Performance Indicator Tree
6.6 Specificities of Operational and Functional Teams
References
7 Using Hoshin Kanri with Other Management Rhythms or Key Periods
7.1 Linking Hoshin Kanri to Standard Visual Management
7.2 Importance of Daily Performance Management for Sustainability
7.3 Connection of Management Rhythms
7.4 Time Balance Between Management Rhythms
References
8 Engaging in Hoshin Kanri
8.1 How to Start
8.1.1 Different Starting Point from a Performance Management Maturity Perspective
8.1.2 Context to Take into Account
8.1.3 Motivation and Sense
8.2 How to Support the Change
8.3 Who Can Support the Change
References
9 Key Documents
9.1 From Strategic Objectives to Strategic Actions
9.2 From Strategic Actions to Strategic Action Plans
9.3 Bowling Chart
References
10 Facilitation
10.1 Defining Strategic Action Plans Through Action Work Out
10.2 Strategic Reviews
10.2.1 Content, Frequency, and Problem-Solving
10.2.2 Consistency of Management of Strategic and Non-Strategic Action Plans
10.3 Rewarding Efficiency and Risk-Taking
Reference
11 Progress and Sustainability
11.1 How to Take into Account Cultural Dimension
11.2 Local Deployment and Progressing Cascading
11.3 Leadership Adaptation
11.4 Conditions for Success and Factors of Failure
References
12 Conclusion
References
Glossary