2023 | Book

Business Strategy with Hoshin Kanri

Author: Carine Vinardi

Publisher: Springer International Publishing

Book Series : SpringerBriefs in Applied Sciences and Technology

Part of: Springer Professional "Business + Economics & Engineering + Technology" , Springer Professional "Business + Economics"

Table of Contents

About this book

This book explains how to deploy and efficient and robust business strategies using the Hoshin Kanri process.

Being able to design and execute a strategy that allows it to achieve the most challenging and sustainable objectives is the heart of any organization’s development. In this book, the author, who faced this challenge, highlights step-by-step how to make it happen, the pitfalls to avoid, the conditions of success. The book uses her experience and includes the testimonies of other talented CEOs and senior executive leaders. as well as last scientific references. Throughout, the book proposes concrete solutions, tips and advice.

This book has three objectives:

· To provide and update of the practices of strategy deployment for leaders;

· To help those who want to feel more comfortable in deploying their strategy to understand and test different paths and documents; and

· To help those who want to be more efficient in deploying strategy to find new models and inspiration.

Frontmatter

Chapter 1. Introduction

Abstract

The success in defining and implementing strategy is at the heart of the challenges of organizations and companies. But what exactly is strategy? It can be described as a set of defined actions aiming for an ambitious objective that would otherwise be impossible to achieve.

The word “strategy” comes from the Greek “strategos” (“stratos”: army; “agos”: I lead), meaning literally “the art of leading an army”. The first known writings on strategy go back several centuries before Jesus Christ, and one of the oldest is from ancient China, with “The art of war” by Sun Tzu.

Carine Vinardi

Chapter 2. Definition and Terminology

Abstract

The translation of the Japanese word Hoshin kanri is complex, but it helps to start understanding where it comes from. This chapter addresses the definition, meaning, and other associated terms in the academic and professional fields.

Carine Vinardi

Chapter 3. A Little Bit of History

Abstract

Hoshin kanri is not a new method. This chapter looks at its origins and the principal moments traced from Japan’s official introduction in the 1960s to today. It helps to understand how Hoshin kanri was defined.

Carine Vinardi

Chapter 4. Current State of Strategy Deployment Approaches

Abstract

In this chapter, first, the upstream and downstream parts of the strategy design are addressed. It requires properly assessing the initial state on the shopfloor followed by the desired state to understand the gap to be filled. Then, the other key strategic methods are looked at before detailing the Management By Objectives and the Balanced Scorecard. The chapter ends with a focus on the specific contributions of Hoshin kanri.

Carine Vinardi

Chapter 5. Principles and Key Steps

Abstract

Starting with a general presentation, the chapter sets out the importance of defining the mission and vision and how they are used to connect with the feedback of experience. The next step is nemawashi, where teams share their propositions, followed by their alignment before designing and defining the strategic action plan (also called masterplan). The last and most crucial step is executing and correcting the masterplan. The chapter finishes by describing how scheduling is to be correctly implemented for each step.

Carine Vinardi

Chapter 6. Key Connected Elements

Abstract

Hoshin kanri has different parts which can be used separately from its deployment, such as the PDCA (A more precise definition is found in the Glossary (6)) cycle, problem-solving methods, and the KPI tree. In addition, a few management or organization practices are also useful in Hoshin kanri, such as developing skills, the reversed pyramid, the “Z approach” and operational & functional organization. This chapter describes how these benefit Hoshin kanri.

Carine Vinardi

Chapter 7. Using Hoshin Kanri with Other Management Rhythms or Key Periods

Abstract

Hoshin kanri is about strategy design and deployment, which is one of the three primary rhythms of management, with the other two being daily performance management and continuous improvement management. Standard visual management is a foundation for each of the three, and daily performance management is vital for the sustainability of the other two. This chapter describes and explains the different rhythms and how the three need to work together, according to hierarchical level and time of implementation.

Carine Vinardi

Chapter 8. Engaging in Hoshin Kanri

Abstract

When leaders, especially top leaders, are ready to start Hoshin kanri, this chapter covers the questions and answers they will ask. How is the right environment created so that Hoshin kanri can grow? Is it necessary to fully deploy a performance system beforehand, such as lean, or to implement basic elements first? How is culture changed, and how is change supported? The chapter ends with assessing the external support and resources for leaders and top leaders.

Carine Vinardi

Chapter 9. Key Documents

Abstract

According to a company’s size and organization, two or three main documents are needed. These are simple but essential to support the deployment. The first one connects strategic objectives to strategic actions. The second one formalizes how to execute and learn from strategic action plans. And the optional third one is used to record actual and expected results. This chapter describes the content and use of each document in detail.

Carine Vinardi

Chapter 10. Facilitation

Abstract

Hoshin kanri cannot be driven or deployed by one leader alone. It is achieved by teamwork. Therefore, this chapter covers how to start from scratch and facilitate workshops or Action Work Outs, to convert the mission into a strategic action plan (masterplan). Once the masterplans are defined, the chapter describes the management routines to be implemented and how to consistently organize other management routines, including prioritizing actions and problems as they occur. The last part addresses how to reward results and risk-taking.

Carine Vinardi

Chapter 11. Progress and Sustainability

Abstract

This last chapter considers the importance of cultural dimensions: what needs to be considered in deployment, especially the national aspect of culture. The chapter then covers cascading from local to global deployment, followed by the kind of leadership necessary to make it successful. Lastly, the chapter ends with a summary of conditions for success and factors of failure based on academic works, experience, and interview contributions by our top leaders.

Carine Vinardi

Chapter 12. Conclusion

Abstract

Apart from Japan, several international companies have tried the approach on a large scale over a significant period. Still, few companies have tried it out entirely, and some have failed by not implementing the principles carefully or with the proper rigor (Hutchins, AI & Soc 25:371–372, 2010).

Carine Vinardi

Backmatter

Title: Business Strategy with Hoshin Kanri
Author: Carine Vinardi
Publisher: Springer International Publishing
Electronic ISBN: 978-3-031-20963-5
Print ISBN: 978-3-031-20962-8
DOI: https://doi.org/10.1007/978-3-031-20963-5