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    Hoshin Kanri

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    Sumesh Kumar Manimala
    Hoshin Kanri is a strategic planning and management approach originated in Japan in the 1960s. It is a variant of management by objectives that provides a framework for disseminating organizational strategy and goals down to all employees. Top management sets the overall vision and annual targets, while Hoshin Kanri is used to identify gaps between current performance and goals. It applies Deming's Plan-Do-Check-Act cycle of continual improvement to the management process, where plans are made, implemented, monitored, and corrective actions identified to close gaps.

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    Hoshin Kanri

    Uploaded by

    Sumesh Kumar Manimala
    300 views11 pages
    Hoshin Kanri is a strategic planning and management approach originated in Japan in the 1960s. It is a variant of management by objectives that provides a framework for disseminating organizational strategy and goals down to all employees. Top management sets the overall vision and annual targets, while Hoshin Kanri is used to identify gaps between current performance and goals. It applies Deming's Plan-Do-Check-Act cycle of continual improvement to the management process, where plans are made, implemented, monitored, and corrective actions identified to close gaps.

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    Hoshin Kanri is a strategic planning and management approach originated in Japan in the 1960s. It is a variant of management by objectives that provides a framework for disseminating organizational strategy and goals down to all employees. Top management sets the overall vision and annual targets, while Hoshin Kanri is used to identify gaps between current performance and goals. It applies Deming's Plan-Do-Check-Act cycle of continual improvement to the management process, where plans are made, implemented, monitored, and corrective actions identified to close gaps.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    300 views11 pages

    Hoshin Kanri

    Uploaded by

    Sumesh Kumar Manimala
    Hoshin Kanri is a strategic planning and management approach originated in Japan in the 1960s. It is a variant of management by objectives that provides a framework for disseminating organizational strategy and goals down to all employees. Top management sets the overall vision and annual targets, while Hoshin Kanri is used to identify gaps between current performance and goals. It applies Deming's Plan-Do-Check-Act cycle of continual improvement to the management process, where plans are made, implemented, monitored, and corrective actions identified to close gaps.

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    Hoshin Kanri

    Sumesh Kumar K

    Hoshin
    Originated in the 1960 s in Japan Variant of Management by Objectives First reported by Quality Guru Juran Is a form of strategic planning known as breakthrough or management compass

    Hoshin Kanri
    Hoshin Planning (also commonly known as Hoshin Kanri, and Policy Deployment) Hoshin Planning provides an opportunity to continually improve performance by disseminating and deploying the vision, direction, targets, and plans of corporate management to top management. To all employees so that people at all job levels can continually act on the plans, and evaluate, study, and provide feedback results as a part of a continual improvement process.

    Top management sets the overall vision and the annual high-level policies and targets for the company. Hoshin Planning is a management tool used to identify and close gaps. The difference between where you are and where you want to be can be and is thought of here, as a gap.

    PDCA Cycle
    Hoshin Kanri can be thought of as the application of Deming's Plan-Do-Check-Act (PDCA) cycle to the management process. The PDCA cycle represents a generic approach to continual improvement of activities and processes

    PLAN' STEP- a plan of action is developed to address a problem. Corresponding control points and control parameters are created. The plan is reviewed and agreed. 'DO' STEP, the plan is implemented. 'CHECK' STEP, information is collected on the control parameters. The actual results are compared to the expected results. 'ACT' STEP, the results are analyzed. Causes of any differences between expected and actual results are identified, discussed and agreed. Corrective action is identified.

    The Plan-Do-Check-Act Cycle is a logical sequence for behavior. PDCA implies that once one cycle of the sequence is completed with the 'ACT' step (in which corrective action is identified), the 'PLAN' step (in which a plan to address how corrective action will be generated) of the next cycle should be started.

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