Lean Frontiers: Are they differences in getting middle management on board from getting executive management support?
Are there differences in getting middle management from executive management on board for 1) developing the lean enterprise and 2) direct engagement on their part? What are the differences, if any?
Posted on May 9, 2015
Archives by Tag 'hoshin'
Jeff Liker

Dan Jones: Hoshin and purpose

By Jeff Liker, - Last updated: Thursday, May 16, 2013
It is good to see the growing interest in Hoshin planning. It reflects the struggles many organisations are having in turning lean improvements into business results. But it is a mistake to reach for a new tool without first being clear about the business problems you are trying to solve in doing so. I first learnt about Hoshin from the outstanding management team at the Nissan plant in Sunderland in the UK that opened in 1986. Over the next few years I watched them struggle to make Hoshin the core of the way they managed and then to teach Hoshin to ...

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Karen Martin

Karen Martin: Start with 4-step “Hoshin Lite” to gain consensus on priorities

By Karen Martin, - Last updated: Sunday, April 28, 2013
In The Outstanding Organization, I address my concern that companies often attempt Hoshin planning prematurely, before they’ve established a strong foundation for success. I describe a 4-step “Hoshin-lite” approach I use for clients who aren’t ready for the full monty as it were. The significant behavioral changes that are needed for the successful and full deployment of Hoshin Kanri often take years to develop–and that’s if the leadership team is committed and stable. My “lite” version (which I obviously recommend) focuses on identifying problems vs. solutions, gaining consensus around the priorities, reducing the number of priorities, using a modified version of ...

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Tracey Richardson

Tracey Richardson: Hoshin Kanri’s aim is to establish line of sight

By Tracey Richardson, - Last updated: Saturday, April 27, 2013
Thanks Joel for your question, I think it is one that many can benefit from. Based on my experiences with various industry I feel that this is a key area that is often discounted, and somehow organizations think through osmosis that the people just somehow know what they should be doing on a daily basis that cascades upward to "something" but not always a defined strategic business plan. I often ask the organizations I visit what their true north is and/or business indicators and to my surprise a common response is the"deer in headlight" look. If they ...

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Jeff Liker

Jeff Liker: hoshin kanri links the kaizen activities of leaders and work groups at all levels so they are working toward common goals

By Jeff Liker, - Last updated: Saturday, April 27, 2013
In "The Toyota Way to Lean Leadership" we have a 4 step model of leadership development.   We place Hoshin Kanri fourth, after self development, developing others, supporting daily kaizen, and finally hoshin kanri.  What hoshin kanri can do is link together the kaizen activities of leaders and work groups at all levels so they are working toward common goals.   In a sport, for example, basketball, a game plan can do that.   But imagine the perfect game plan with a bunch of novice players going up against professionals.  It will be a blow out.  The novices do not have a chance ...

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Joel Stanwood

Joel Stanwood: Where to start with Hoshin Kanri in a not-yet-lean company?

By Joel Stanwood, - Last updated: Saturday, April 27, 2013
A mid-sized manufacturing company is finalizing its strategic plan and believes that it is time to begin Hoshin Kanri. The company is not currently operating as a Lean Enterprise -- functional silos create significant amount of waste which results in poor product/service quality and high cost to serve. Additionally, different departments and regions of the company are "pulling in different directions." What advice, resources, and lessons learned can you provide to the managers of this company to successfully organize and deploy Hoshin?
Tracey Richardson

Tracey Richardson: Ringi-sho is the formal approval process linked to hoshin kanri

By Tracey Richardson, - Last updated: Saturday, December 29, 2012
I will have to admit when I saw the word Ringi in this question, it brought back many memories of my time at Toyota (TMMK).   It's not a word I've used or heard much since my time there, even though the thinking behind it could be more common if expressed differently. As others have mentioned above Ringi or (Ringi-sho) is not necessarily a Toyota creation, it is a Japanese term which when translated (with help from John Shook) means: A high-level formal authorization/approval process, usually for major policy matters, major projects and represents formal agreement (through nemawashi) of the authorizing parties (always including finance).  It ...

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Samuel Obara

Sammy Obara: Ringi as used by Toyota, ensures that resources will be allocated according to the Hoshin Kanri for that period

By Samuel Obara, - Last updated: Sunday, December 23, 2012
Great topic.   As to how widespread Ringi is in Toyota, I think most people in Toyota would be well familiar with this practice as it is used in all areas, from production to sales to IT.   In Toyota they refer to it as Ringi Sho, which is roughly translated to Approval Document.  But as some other Japanese or Toyota terminologies, this one should not be just roughly translated.  It brings a much deeper concept which makes it fair to use the Japanese terminology. Ringi as used by Toyota, ensures that resources will be allocated ...

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Jeff Liker

Jeff Liker: Goal setting through Hoshin Kanri

By Jeff Liker, - Last updated: Thursday, January 7, 2010
The answer is a qualified yes.  In fact Toyota has an annual goal setting process called hoshin kanri and the office of the CFO is very involved in setting the financial targets for the corporation.  They are then cascaded down throughout the world at all levels and there are regular reviews of progress through the year.  They almost always hit the targets.  My qualification is that Toyota has worked really, really hard to develop the capability to deliver on those targets.  The key is the capability of the people and the process to deliver.  Toyota has invested heavily in that ...

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