hoshin planningthis free lean site.ppt

Hoshin Planning Process,WorkshopMonth xx,20 xx,Agenda,Introduction/Ice Breaker 5 min.What is Hoshin Planning?2 min.Why use Hoshin Planning?24 min.How to Use Hoshin35 min.Questions and Answers15 min.Example(tbd)15 min.Wrap Up 5 min.,What is Hoshin Planning?,Hoshin Planning,Hoshin is a Japanese term=“compass needle”Designates setting strategic direction of the organizationFor HOS Hoshin is:A closed loop management system for identifying,focusing and linking the organization to achieve results.Additionally it contains a daily management that drives constant progress monitoring of these results and reacts to issues as they ariseTraces roots to:Management By Objectives(MBO)DruckerPlan-Do-Check-Act(PDCA)-Shewhart/DemingSometimes referred to as:Policy DeploymentManagement By PolicyManagement By PlanningU.S.Based Companies That Have Embraced ItDanaher,Hewlett-Packard,Proctor&Gamble,Xerox,Florida Power and Light(FP&L),Why Use Hoshin Planning?,Why do we need Hoshin Planning?,Why?:Proper alignment requires more than independent establishment of strategiesHoshin Planning will align those strategies and drive the executionTo Achieve Breakthrough RESULTS!Common Failure Modes:No review of actions or accountabilityPlans not visible or not measured or measurableNot aligned or linked to the needs of the site,A PROCESS to help drive Results!,Hoshin is an active relationship between 2 parts,The two parts of Hoshin areHoshin ManagementDaily ManagementHoshin Management(Strategies&Objectives)Special actions/plans are required to achieve a desired resultDaily Management(Routine KPI Management)Can achieve targets with usual improvement activity and resources,Hoshin Has Two Sides,Why Use Hoshing Planning?,Improvement,Base,Base,KAIZEN,Year 0,Year 1,Year 2,Year 3,Year 4,Base,Base,Base,KAIZEN,KAIZEN,Strategic Objective is Achieved!,Hoshin,Planning,To Build Sustainable Competitive Advantage,Why Use Hoshin Planning?,VS.,To Align Objectives and Targets Throughout the Organization,Daily Management,Daily Management(Routine KPI Management)A visual management system to highlight day-to-day issues that drives rapid implementation of countermeasures.A communication tool that drives alignment to the lowest levels of what is important to the site.Strong linkage into the Visual Management and Leadership Standardized Work systems at the site,Daily,Weekly&Monthly Monitoring of Progress,Hoshin Planning Summarized,Both Controlled by Rigorous Process Control Systems and measured frequently to drive results,OBJECTIVES,STRATEGIES,Cash,Growth,QMS,People,STRAP,AOP,Daily Mgt.,Hoshin Management,All activities necessary to carry out the routine work for the SBU,Defined to follow and be governed byRapid Problem Solving methodsPDCA,Demonstrated through standardized work On the shop floor,Controlled and driven through Leadership Standardized Work in daily gemba walks,How to Use Hoshin?,Top Mgt,Middle,Mgt,Supervisor,Front LineAssociate,Breakthrough,Daily,Management,Kaizen,How Should You Spend Your Time?,What Does Hoshin Planning Mean To You?,Adapted From Beyond Strategic Vision,Effective Corporate Action With Hoshin Planning;Cowley,Domb,1997 pg.57,Timing of Hoshin Planning,JULY,AUGUST,SEPT,OCT,NOV,DEC,STRATEGIC PLANNING,HP LEV 1 COMPLETE,ACTION PLANDEV COMPLETE,JAN,NEWYEARHPBEGINS,HP LEV 2&3 COMPLETE,CONCURRENT BUDGETING PROCESS,Deploy Improvement Priorities,Develop Annual BreakthroughObjectives and ImprovementPriorities,Monthly Review,Implement Improvement Initiatives,7 Phase Hoshin Planning Process,Annual Review,PLANNING,IMPLEMENTATION,REVIEW,Establish Organizational Vision,Strategic Planning/Develop 3-5Year Breakthrough Objectives,Annual Review,Self-Diagnosis,Root Cause Countermeasures,Catchball,Lean SS CAP,Critical Step,The Process of Critical Thinking(PCT),Step 1:WHATBreakthrough Thinking,Step 3:HOWIdentify Key Driver Process,Step 4:HOW MUCH/WHENDetermine Measures&Track,Step 5:WHOIdentify Key Resources&Deploy,Step 2:HOW FARAnnual Breakthroughs,PCT Step 1 WHAT?,Current Situation,BreakthroughObjective,CurrentSituation,World-Class,Industry Standard,Best-In-Class,GAP,Breakthrough Thinking Leads us to World Class,PCT Step 2-HOW FAR?,Annual BT Objectives Yr 2,Current Situation,Annual BT Objectives Yr 3,Annual BT Objectives Yr 1,BreakthroughObjective,Yr 1,Yr 2,Yr 3,Identify First Year Breakthrough Objective,PCT Step 3-HOW?,Why?,GAP,Annual BreakthroughObjective,Current Situation,Why?,Why?,Why?,Why?,ImprovementPriority,Identify Key Driver Processes,PCT Step 4-HOW MUCH/WHEN?,Determine Measures&Track,0,100,PCT Step 5-WHO?,40%,20%,20%,Identify Key Resources&Deploy,RelativeImpact On Improvement Priorities,CurrentDistributionOf Resources,Resource A,Team B,Resource C,Resource D,Team E,100%,0%,0%,100%,3%,Daily Management and Hoshin Planning,Improvement,Daily,Mgmt,Daily,KAIZEN,Year 0,Year 1,Year 2,Year 3,Year 4,Daily,Daily,Daily,KAIZEN,KAIZEN,Hoshin,Planning,Once Breakthrough is achievedprocess is standardized toDaily Management!,StrategicObjective is Achieved!,Mgmt,Mgmt,Mgmt,Mgmt,FoundationforHP,PCT&the Top Level HP Matrix,RESOURCES,=Primary Responsibility,=Secondary Responsibility,WHO,OWNER,Annual Metrics,RESOURCES,AnnualBreakthroughObjectives,Targetsto Improve,3-5 Year Breakthrough Objectives,Top LevelImprovementPriorities,=Primary Responsibility,=Secondary Responsibility,5-WHO,4-HOW MUCH,Use dots to show relationship of Targets and Resources to the Improvement Priority,3-HOW,Use dots to show relationship of Improvement Priorities to Annual Objectives,2-HOW FAR,1-WHAT,NOTE:Only Solid dots on a resource deploy to the next level,The whole picture of your company on one sheet of paper!,Complete Top Level HP Matrix,OWNER,3-5 YearBreakthroughs,TargetsToImprove,Top Level ImprovementPriorities,Linkage on the Matrix,AnnualBreakthroughObjective,Dots showlinkage fromTarget back to Breakthroughfor that level,As soon as a solid dot is placed above a resource,that resource will get a lower level matrix or an action plan.Clear circles indicate support resources.They do NOT get a lower level matrix or action plan unless they get a solid dot on another matrix.The dots are to be used as a sanity checkThe ImprovementPriority is deployedto the lower levelmatrix or an actionplan,Second Level Policy Deployment,l,Primary Responsibility,m,Secondary Responsibility,RESOURCES,Annual BreakthroughObjectives,Targets to Improve,Top Level Improvement Priorities,3-4 yearBreakthrough Objectives,Annual BreakthroughObjectives,TOP LEVEL-Company,Top Level ImprovementPriorities,Targets to Improve,SECOND LEVEL-Plant,Second Level ImprovementPriorities,Points to Remember about the Matrix,Transferring Improvement Priorities to the 2nd Level,Top LevelImprovementPriorities,Annual,Objectives,Target to,Improve,SECOND LEVEL,Annual BreakthroughObjectives,Target to,Improve,TOP LEVEL,Breakthrough,Second LevelImprovementPriorities,Top LevelImprovementPriorities,Typically,a 2nd Level Matrix is created for a primary resource for each top-level ImprovementPriority.,Imp.Priorities and Annual Objectives are copied directly onto the 2nd Level HP.Matrices.,The 2nd level 12 oclock and 3 oclock positions have all new text in them nothing is rotated into them from level 1.,Transferring Improvement Priorities To The 3rd Level,SECOND LEVEL,If necessary,a 3rd Level Matrix is created for a primary resource for each second-level ImprovementPriority.,Top Level and Second Level Imp.Priorities are copied directly onto the 3nd Level HP Matrices.,Top LevelImprovementPriorities,Target to,Improve,THIRD LEVEL,Target to,Improve,Second LevelImprovementPriorities,Top LevelImprovementPriorities,Annual BreakthroughObjectives,Second LevelImprovementPriorities,Third LevelImprovementPriorities,Not always suggestingyou need 3rd Level.Based on size,complexity,breadth,and maturity oforganization.,AnnualBreakthroughObjectives,Targets to Improve,2nd LevelImprovementPriorities,RESOURCES,=Primary Responsibility,=Secondary Responsibility,5-WHO,4-HOW MUCH/WHEN,Use dots to show relationship of Targets and Resources to the Improvement Priorities,1-HOW FAR,3-HOW,Use dots as a check to make sure the Improvement Priorities&Targets meet the goal and support the Annual Breakthrough Objectives,Top LevelImprovementPriorities,Use dots to show relationships between Improvement Prioritiesand Annual Objectives,2-HOW,Completing the Second Level PD Matrix,OWNER,Cascading Priorities to ACTION,Target to,Improve,SECOND LEVEL Plant/Business,AnnualBreakthrough Objectives,3-5 Year,Breakthrough,Objectives,Target to,Improve,TOP LEVEL Company/Group,POINT OF IMPACT-ACTION PLANEngineer/Supv,Cascade as many times as necessary to the Root Cause Level,Point of Impact-Action Plan The level where root causes are addressed!Action Plans can be initiated out of any matrix level.,Target to,Improve,ROOT CAUSE LEVEL-Sub Plant/Dept,TopLevelImprovementPriorities,SecondLevelImprovementPriorities,TopLevelImprovementPriorities,TopLevelImprovementPriorities,SecondLevelImprovementPriorities,ThirdLevelImprovementPriorities,Step 4:Identify the impacts on the improvement priority and top level breakthrough objective,Step 1:Determine actions&write on worksheets,Step 2:Record ownership and timing of the actions,Step 3:What is the current status of the action.Color code background as red to show items past due.,Create an Action PlanFor every ImprovementPriority at the Point ofImpact,Creating Action Plans,Breakthrough Objective:Attain competitive advantage in Delivery Performance,Action Step 1:VSM Customer Service Process,Action Step 2:SW Kaizen to improve productivity by 35%,Action Step 3:VRK to reduce Quote processing timeby 50%,Actions=Cause,Effect=Cause,Effect=Cause,Effect=Results!,Action Steps Complete the Cause&Effect Chain,Top Level Improvement Priority:Use HOS Tools to improve value stream of Engineer-to-Order Process,Annual BT Objective#1:Streamline Engineer-to-Order Processes,Second Level Improvement Priority:Implement Improved Order Entry Process,Where VSM and Fits Into The Process,Breakthrough Objectives,Annual BT Objectives,Top Level Imp Priorities,2nd Level Imp Priorities,Value Stream Mapping,Action Plans,DASHBOARD/SCORECARD,Action Plans Drive The Rate Of Improvement,Scorecards,TOP LEVEL SCORECARD CHART,Each Target is Copied to the Top Level Scorecard,Reduce New Prod.Dev.Cycle,ANNUALBTOBJECTIVES,TARGET,TO,IMPROVE,3-5 YEARBREAKTHROUGHOBJECTIVE,TOP LEVELIMPROVEMENTPRIORITIES,Increase Market Share to 60%,Dev.Cycle to 120 Days by 12/95,RESOURCES,Production Department,Marketing Department,Engineering Department,Finance Department,Sales Department,Human Resources Dept.,Materials Department,=Primary Responsibility,=Secondary Responsibility,TOP LEVEL MATRIX,Annual BreakthroughObjectives,Top LevelImprovementPriorities,Targets to,Improve,SECOND LEVEL,SCORECARD,Top Level ImprovementPriorities,3-5 year Breakthrough Objective,Annual,Breakthrough,Objectives,Target s to,Improve,TOP LEVEL,SCORECARD,Scorecards are Created for All HP Matrices,2nd LevelImprovementPriorities,Title,The Review Process Ensure Plan and Learn,Execute to the plan and perform daily,weekly and monthly reviews of each action plan(Daily Mgt.)Reviews are designed to keep the Hoshin Plan on trackImprovement Action owners dont come to be evaluatedThe intent is to present the results of self assessmentThe review team provides focused assistance primarily around the owners analytical process and preparation.What did you plan to do?(Plan)What did you actually achieve?(Do)How does actual vs.target compare(CHECK)Standardize whats working,implement countermeasures and/or plan again as required.(ACT),Execute To The Plan,Conduct Regular Reviews,P,C,A,D,Manage Daily Management Through Leadership Standard Work,Embed the Hoshin Plans into Leadership Standard WorkMake the Hoshin review process part of the daily,weekly and monthly audit processThe key is to constantly monitor progress and drive accountability to the lowest level,5 Why Analysis,Systematic method to drive to the true root cause(s)of a problemSimply ask“why”in a step ladder approach until fundamental root cause is discovered.Root cause is not simply listing the symptoms of a problemNormally,after up to 5 steps,the true root cause(s)will be exposed,?,Action Plans vs.Countermeasures?,Action Plans are proactive they address how to achieve a particular goal from the jump off point(JOP)to the stretch target,Countermeasures are reactive they address how to get back to plan when a goal is missed for a period,HP miss,Jump Off Point(JOP)to stretch target,Establish the Growth Agenda for Todays HP Review Financial Review Hoshin Planning-Road Blocks to Growth,Major Predetermined Topics-Established HP Growth Initiatives-New Product Development-Remaining HP Elements(Q,D,C)KPIs People/Org.Issues Other Business,5%,15%,60%,20%,Monthly HP/ISC Review Agenda Format,Monthly PD is typically an 8 hour meeting,Follow a typical MOR session,Hoshin Planning Summary,Aligns Strategy and ExecutionSystematically develops and links plans from organizational vision to operational tacticsEnsures deep and common understanding and maximizes ownership and buy-in to planRequires thoughtful,detailed planning for each and every improvement actionConsistently assesses actual performance vs.plan and addresses issues and learns from the process,All Employees are Engaged in the Process,Questions?,