Hoshin-Kanri & Benchmarking
Hoshin-Kanri & Benchmarking
Policy Deployment To Achieve Vision-Mission-Goals Through Continual-Improvement-Culture!
Hoshin-Kanri, the Japanese term for policy deployment, or management-by-policy, is an approach to strategic planning and business improvement that has become a pillar of total-quality-management or total-productivity-management for a growing number of companies worldwide.
Hoshin-Kanri has created critical bridges among corporate vision-mission-goals and their company-wide deployment. It offers top & middle managers a guide to customize a performance deployment programme especially suited to their company.
This management process was first tried by Hewlett-Packard Japanese subsidiary when it was striving to win the Deming award. Hoshin merged the quality improvement process into management and planning processes in a natural and consistent way. The practice of Hoshin-Kanri will enable practising companies to:
* Align & interlock all departmental and individual project goals to corporate goals & eliminate duplication of efforts.
* Communicate to every employee his or her role in achieving the company vision.
* Closely monitor performance using carefully devised measures of progress i.e. Performance Development Process.
* Benchmark & gain competitive advantage by re-engineering your business processes.
* Adapt best practices from competitors and non-competitors and become the best in their class.
The programme shall help the participants learn how Hoshin-Kanri way to strategy planning can increase their company’s responsiveness to social, economic and technical changes through flexible strategic management.
Expected Outcome: (For Duration: 1 Day)
Awareness Level Programme: OVERVIEW of the Strategy Deployment Process (The Hoshin Kanri Way).
For Whom: The programme is ideally suited for Senior Management Team, especially the cross-functional heads who most naturally are responsible for company-wide changes directed through break-through objectives & benchmarks.
Programme Contents: (Duration: 1 Day, Generic Contents)
1) What's Hoshin-Kanri? How does it help in order to be an Excellent Company?
2) Journey from vision to management strategy
3) Hoshin-Kanri with daily control, cross-functional management, and work-plans
4) Implementation of Hoshin-Kanri: case studies
5) Hoshin-Kanri for service departments.
6) Hoshin-Kanri as a part of Continual-Improvement-culture & Performance Development
7) What's Benchmarking? Whom & How to Benchmark?
8) Hoshin-Kanri to Benchmark.
10) Roadmap: The Path-Ahead To evolve vision and management strategy to deploy it.
Expected Outcome for Application oriented programme: (Duration: Need-based)
Application oriented programme is conducted in a protracted manner. It involves protracted inputs beginning at least two-months before financial year begins. It begins with assessing Current-Status of the organisation. The current-assessment becomes INPUT to the next step, that of involving senior management team in arriving at FOCUSED STRATEGIES to DEPLOY VISION of the company in tune with various STAKEHOLDER-NEEDS in the changing BUSINESS ENVIRONMENT.