Hoshin Planning Process Workshop Month xx, 20xx Agenda 2 - Introduction/Ice Breaker 5 min. - What is Hoshin Planning? 2 min. - Why use Hoshin Planning? 24 min. - How to Use Hoshin 35 min. - Questions and Answers 15 min. - Example (tbd) 15 min. - Wrap Up 5 min. freeleansite.com File Number What is Hoshin Planning? Hoshin Planning • Hoshin is a Japanese term = “compass needle” - Designates setting strategic direction of the organization • For 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 arise • Traces roots to: - Management By Objectives (MBO) – Drucker - Plan-Do-Check-Act (PDCA)- Shewhart/Deming • Sometimes referred to as: - Policy Deployment - Management By Policy - Management By Planning • U.S. Based Companies That Have Embraced It - Danaher, Hewlett-Packard, Proctor & Gamble, Xerox, Florida Power and Light (FP&L) 4 freeleansite.com File Number Why Use Hoshin Planning? Why do we need Hoshin Planning? • Why?: - Proper alignment requires more than independent establishment of strategies - Hoshin Planning will align those strategies and drive the execution - To Achieve Breakthrough RESULTS! • Common Failure Modes: - No review of actions or accountability - Plans not visible or not measured or measurable - Not aligned or linked to the needs of the site A PROCESS to help drive Results! 6 freeleansite.com File Number Hoshin is an active relationship between 2 parts • The two parts of Hoshin are… - Hoshin Management - Daily Management • Hoshin Management (Strategies & Objectives) - Special actions/plans are required to achieve a desired result • Daily Management (Routine KPI Management) - Can achieve targets with usual improvement activity and resources Hoshin Has Two Sides 7 freeleansite.com File Number Why Use Hoshing Planning? Strategic Objective is Achieved! Improvement Hoshin Planning KAIZEN Hoshin Planning KAIZEN Base Hoshin Planning Base KAIZEN Base Base Year 0 Base Year 1 Year 2 Year 3 Year 4 To Build Sustainable Competitive Advantage 8 freeleansite.com File Number Why Use Hoshin Planning? VS. To Align Objectives and Targets Throughout the Organization 9 freeleansite.com File Number 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 10 freeleansite.com File Number Hoshin Planning Summarized Both Controlled by Rigorous Process Control Systems and measured frequently to drive results Daily Mgt. OBJECTIVES Cash Growth Hoshin Management All activities necessary to carry out the routine work for the SBU AOP QMS People STRAP STRATEGIES Defined to follow and be governed by… Rapid Problem Solving methods PDCA Demonstrated through standardized work On the shop floor Controlled and driven through Leadership Standardized Work in daily gemba walks 11 freeleansite.com File Number How to Use Hoshin? What Does Hoshin Planning Mean To You? Top Mgt Breakthrough Middle Mgt Kaizen Supervisor Daily Management Front Line Associate Adapted From Beyond Strategic Vision, Effective Corporate Action With Hoshin Planning; Cowley, Domb, 1997 pg. 57 How Should You Spend Your Time? 13 freeleansite.com File Number Timing of Hoshin Planning JULY AUGUST SEPT OCT NOV DEC JAN STRATEGIC PLANNING HP LEV 1 COMPLETE ACTION PLAN DEV COMPLETE HP LEV 2 & 3 COMPLETE CONCURRENT BUDGETING PROCESS 14 freeleansite.com NEW YEAR HP BEGINS File Number 7 Phase Hoshin Planning Process Establish Organizational Vision P PLANNING Self-Diagnosis Strategic Planning/ Develop 3-5 Year Breakthrough Objectives Develop Annual Breakthrough Objectives and Improvement Priorities Catchball Deploy Improvement Priorities D IMPLEMENTATION REVIEW A Root Cause Countermeasures Implement Improvement Initiatives Lean SS CAP Monthly Review Critical Step C Annual Review Annual Review 15 freeleansite.com File Number The Process of Critical Thinking (PCT) Step 1 : WHAT Breakthrough Thinking Step 2 : HOW FAR Annual Breakthroughs Step 3 : HOW Identify Key Driver Process Step 4 : HOW MUCH/ WHEN Determine Measures & Track Step 5 : WHO Identify Key Resources & Deploy 16 freeleansite.com File Number PCT Step 1 – WHAT? World-Class Breakthrough Objective Best-In-Class Industry Standard GAP Current Situation Current Situation Breakthrough Thinking Leads us to World Class 17 freeleansite.com File Number PCT Step 2 - HOW FAR? Breakthrough Objective Yr 3 Annual BT Objectives Yr 3 Annual BT Objectives Yr 2 Annual BT Objectives Yr 1 Yr 2 Yr 1 Current Situation Identify First Year Breakthrough Objective 18 freeleansite.com File Number PCT Step 3 - HOW? Why? Why? Improvement Priority Annual Breakthrough Objective GAP Why? Why? Why? Current Situation Identify Key Driver Processes 19 freeleansite.com File Number PCT Step 4 - HOW MUCH/ WHEN? 100 0 Determine Measures & Track 20 freeleansite.com File Number PCT Step 5 - WHO? 100% 100% Resource A 3% Current Distribution Of Resources Resource C Relative Impact On 20% Improvement Priorities Resource D 40% Team B 20% Team E 0% 0% Identify Key Resources & Deploy 21 freeleansite.com File Number Daily Management and Hoshin Planning Improvement Once Breakthrough is achieved… process is standardized to Daily Management! Hoshin Planning KAIZEN Hoshin Planning KAIZEN Hoshin Planning KAIZEN Foundation for HP 22 Strategic Objective is Achieved! Daily Mgmt Daily Mgmt Year 0 Year 1 Daily Mgmt Year 2 freeleansite.com Daily Mgmt Year 3 Daily Mgmt Year 4 File Number PCT & the Top Level HP Matrix HOW Top Level Improvement Priorities HOW FAR Annual Metrics All items are listed in priority order starting from the center Annual Breakthrough Objectives Targets to Improve HOW MUCH WHO 3-5 Year Breakthrough Objectives RESOURCES WHAT = Primary Responsibility = Secondary Responsibility OWNER 23 freeleansite.com File Number Complete Top Level HP Matrix 3- HOW Use dots to show relationship of Improvement Priorities to Annual Objectives Use dots to show relationship of Targets and Resources to the Improvement Priority Top Level Improvement Priorities 2- HOW FAR Annual Breakthrough Objectives 5- WHO NOTE: Only Solid dots on a resource deploy to the next level Targets to Improve 3-5 Year Breakthrough Objectives 1- WHAT 4- HOW MUCH RESOURCES = Primary Responsibility = Secondary Responsibility OWNER The whole picture of your company on one sheet of paper! 24 freeleansite.com File Number Linkage on the Matrix Top Level Improvement Priorities Dots show linkage from Target back to Breakthrough for that level 25 Annual Breakthrough Objective Targets To Improve 3-5 Year Breakthroughs freeleansite.com File Number Points to Remember about the Matrix • 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. TOP LEVEL - Company • The dots are to be used as a sanity check • The Improvement Priority is deployed SECOND LEVEL - Plant to the lower level matrix or an action plan Danaher Business System Office - Policy Deployment 1998 Top Level Improvement Priorities Annual Breakthrough Objectives Targets to Improve 3-4 year Breakthrough Objectives Resources l Primary Responsibility m Secondary Responsibility Second Level Policy Deployment Second Level Improvement Priorities Top Level Improvement Priorities Targets to Improve Annual Breakthrough Objectives RESOURCES l Primary Responsibility m Secondary Responsibility 26 freeleansite.com File Number Transferring Improvement Priorities to the 2nd Level TOP LEVEL The 2nd level 12 o’clock and 3 o’clock positions have all new text in them – nothing is rotated into them from level 1. TOP LEVEL Policy Deployment 2004 Imp. Priorities and Annual Objectives are copied directly onto the 2nd Level HP. Matrices. Top Level Improvement Priorities Annual Breakthrough Objectives Target to Improve 3-5 Year Breakthrough Objectives Resources l m Primary Responsibility Secondary Responsibility SECOND LEVEL Second Level Policy Deployment Typically, a 2nd Level Matrix is created for a primary resource for each top-level Improvement Priority. 27 Second Level Improvement Priorities Top Level Improvement Priorities Target to Improve Annual Breakthrough Objectives RESOURCES l m freeleansite.com Primary Responsibility Secondary Responsibility File Number Transferring Improvement Priorities To The 3rd Level SECOND LEVEL Not always suggesting you need 3rd Level. Based on size, complexity, breadth, and maturity of organization. SECOND LEVEL Policy Deployment 2004 Top Level and Second Level Imp. Priorities are copied directly onto the 3nd Level HP Matrices. Second Level Improvement Priorities Top Level Improvement Priorities Target to Improve Annual Breakthrough Objectives Resources l m Primary Responsibility Secondary Responsibility THIRD LEVEL THIRD Level Policy Deployment If necessary, a 3rd Level Matrix is created for a primary resource for each secondlevel Improvement Priority. 28 Third Level Improvement Priorities Second Level Improvement Priorities Target to Improve Top Level Improvement Priorities RESOURCES l m freeleansite.com Primary Responsibility Secondary Responsibility File Number Completing the Second Level PD Matrix 3- HOW Use dots to show relationships between Improvement Priorities and Annual Objectives 2- HOW 2nd Level Improvement Priorities Top Level Improvement Priorities Annual Breakthrough Objectives Targets to Improve Use dots to show relationship of Targets and Resources to the Improvement Priorities 5- WHO Use dots as a check to make sure the Improvement Priorities & Targets meet the goal and support the Annual Breakthrough Objectives RESOURCES 1- HOW FAR 4- HOW MUCH/WHEN = Primary Responsibility = Secondary Responsibility OWNER 29 freeleansite.com File Number Cascading Priorities to ACTION TOP LEVEL – Company/Group Danaher Business System Office - Policy Deployment 1998 Point of Impact - Action Plan The level where root causes are addressed! Action Plans can be initiated out of any matrix level. Top Level Improvement Priorities Annual Breakthrough Objectives Target to Improve 3-5 Year Breakthrough Objectives Resources l Primary Responsibility m Secondary Responsibility SECOND LEVEL – Plant/Business Second Level Policy Deployment Second Level Improvement Priorities Top Level Improvement Priorities Target to Improve Annual Breakthrough Objectives RESOURCES l Primary Responsibility m Secondary Responsibility Cascade as many times as necessary to the Root Cause Level ROOT CAUSE LEVELSub Plant/Dept Second Level Policy Deployment POINT OF IMPACT ACTION PLAN Engineer/Supv Policy Deployment Action Plan Im provem ent Priority Title: * Departm ent/Location: Managem ent Ow ner: * * Date: Review Team : * * Next Review : * Environm ental Situation Sum m ary: * Tim eline Core Objective: Third Level Improvement Priorities Second Level Improvement Priorities * Action Step/ Kaizen Events Target to Improve Top Level Improvement Priorities POINT OF IMPACT = Original Plan Ow ner (Lead is bold) Milestone Planned Dates x = Progress at Review 2003 Target Im provem ent Status Jan Feb M ar Apr M ay June July Aug Sept Oct Nov Dec ( P a st D u e i n R e d ) Im pact RESOURCES l Primary Responsibility m Secondary Responsibility 30 freeleansite.com File Number Creating Action Plans Hoshin Planning Action Plan Departm ent/Location: Managem ent Ow ner: * * Im provem ent Priority Title: * Date: Review Team : * * Next Review : * Environm ental Situation Sum m ary: * Tim eline Core Objective: * Action Step/ Kaizen Events = Original Plan Ow ner (Lead is bold) Milestone Planned Dates Target Im provem ent x = Progress at Review 2004 Status Jan Feb M ar Apr M ay June July Aug Sept Oct Nov Dec ( P a st D u e i n R e d ) Im pact Create an Action Plan For every Improvement Priority at the Point of Impact Step 4: Identify the impacts on the improvement priority and top level breakthrough objective Step 1: Determine actions & write on worksheets 31 Step 2: Record ownership and timing of the actions freeleansite.com Step 3: What is the current status of the action. Color code background as red to show items past due. File Number Action Steps Complete the Cause & Effect Chain Breakthrough Objective: Attain competitive advantage in Delivery Performance Effect = Results! Annual BT Objective #1: Streamline Engineer-to-Order Processes Effect = Cause Top Level Improvement Priority: Use HOS Tools to improve value stream of Engineer-to-Order Process Second Level Improvement Priority: Implement Improved Order Entry Process Action Step 1: VSM Customer Service Process Action Step 2: SW Kaizen to improve productivity by 35% Action Step 3: Effect = Cause POINT OF IMPACT POINT OF IMPACT Actions = Cause POINT OF IMPACT VRK to reduce Quote processing time by 50% 32 freeleansite.com File Number 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 33 freeleansite.com File Number Action Plans Drive The Rate Of Improvement Hoshin Planning Action Plan Im provem ent Priority Title: * Departm ent/Location: Managem ent Ow ner: * * Date: Review Team : * * Next Review : * Environm ental Situation Sum m ary: * Tim eline Core Objective: * Action Step/ Kaizen Events = Original Plan Ow ner (Lead is bold) Milestone Planned Dates x = Progress at Review 2004 Target Im provem ent Status Jan Feb M ar Apr M ay June July Aug Sept Oct Nov Dec ( P a st D u e i n R e d ) Im pact DASHBOARD/SCORECARD 34 freeleansite.com File Number Scorecards Targets To Improve are entered in priority order JOP – Jumping Off Point from which you started tracking the target YTD ACT – Each month this field gets updated (is YTD from the monthly fields located to the right) Planned targets are established for each month based on the overall Target to Improve. An actual that is a miss from the plan, is color coded red 35 freeleansite.com File Number Each Target is Copied to the Top Level Scorecard Human Resources Dept. Finance Department Sales Department 3-5 YEAR BREAKTHROUGH OBJECTIVE Marketing Department IMPROVE Engineering Department TARGET TO Materials Department ANNUAL BT OBJECTIVES Production Department TOP LEVEL IMPROVEMENT PRIORITIES Dev. Cycle to 120 Days by 12/95 Increase Market Share to 60% Reduce New Prod. Dev. Cycle RESOURCES = Primary Responsibility = Secondary Responsibility TOP LEVEL MATRIX 36 TOP LEVEL SCORECARD CHART freeleansite.com File Number Scorecards are Created for All HP Matrices TOP LEVEL SCORECARD Danaher Business System Office - Policy Deployment 1998 Title Top Level Improvement Priorities Annual Breakthrough Objectives Target s to Improve 3-5 year Breakthrough Objective Resources l Primary Responsibility m Secondary Responsibility SECOND LEVEL Second Level Policy Deployment SCORECARD 2nd Level Improvement Priorities Top Level Improvement Priorities Targets to Improve Annual Breakthrough Objectives RESOURCES l Primary Responsibility m Secondary Responsibility 37 freeleansite.com File Number The Review Process – Ensure Plan and Learn Execute To The Plan P A Conduct Regular Reviews D C • 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 track - Improvement Action owners don’t come to be evaluated - The intent is to present the results of self assessment • The review team provides focused assistance primarily around the owner’s 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 what’s working, implement countermeasures and/or plan again as required. (ACT) 38 freeleansite.com File Number Manage Daily Management Through Leadership Standard Work • Embed the Hoshin Plans into Leadership Standard Work • Make the Hoshin review process part of the daily, weekly and monthly audit process • The key is to constantly monitor progress and drive accountability to the lowest level 39 freeleansite.com File Number Third Level HP Countermeasure Sheet Improvement Priority: Targets to Improve: $500 $450 $400 $350 $300 $250 $200 $150 $100 $50 $0 2003 Plan 2003 Actual Process and organization to grow Printos sales in textiles and ceramics Increase Printos valve/module sales in textiles & ceramics from $100k to $2,500k in 2003 Run Chart 2003 Plan (the "Why" Pareto (the "Why"you youmissed) missed) 50%50% 2003 2003 Actual Plan 2003 Actual 40%40% 30%30% 20%20% 10%10% JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC $0 $0 $20 $21 $3 $22 $65 $61 $65 $136 $123 $164 $345 $330 $397 $350 $286 $150 $333 $400 $453 0% 0% Delayed DelayedSales Print Delayed Evaluation Insufficient Kit Insufficient Evaluation Kit Sales Engine Development Prospects Development Prospects Delivery 45% 35% % 45% 35% 20% Percent Delayed Print Engine Delivery 20% Problem Statement: $136k monthly miss is due to Delayed Evaluation Kit Development, Insufficient Sales Prospects and Delayed Print Engine Delivery. Countermeasures What Who When How Much (Impact) Short-Term: MJF Long-Term: JBR Short-Term: 10/28/03 Long-Term: 12/15/03 $61 DW/HW 10/15/03 $48 RZ/ MJF 10/22/03 $27 Addressed Root Cause: Delayed Evaluation Kit Development Short-Term: Assign additional Engineer to complete evaluation kit development (delayed one month) in time for ITMA show. Long-Term: Update Tollgate process to include Engineering development for necessary targeted-vertical launch kits. Addressed Root Cause: Insufficient Sales Prospects Execute Sales Funnel Targets for UK 'T' Shirt outlet…twice per week follow-up on Sales Funnel Targets with Sales Engineer. Addressed Root Cause: Delayed Print Engine Delivery Execute kanban re-sizing process for Printos at once per quarter frequency (currently twice-per-year…which is not frequent enough for ramping production). 5 Why Analysis • Systematic method to drive to the true root cause(s) of a problem • Simply ask “why” in a step ladder approach until fundamental root cause is discovered. Root cause is not simply listing the symptoms of a problem • Normally, after up to 5 steps, the true root cause(s) will be exposed 41 freeleansite.com File Number Action Plans vs. Countermeasures? Countermeasures are reactive – they address how to get back to plan when a goal is missed for a period 60 50 Jump Off Point (JOP) to stretch target HP miss 40 30 Action Plans are proactive – they address how to achieve a particular goal from the jump off point (JOP) to the stretch target 20 Plan 10 Actual 0 J F M A M J J A S O N D Inventory Reduction Plan 42 freeleansite.com File Number Monthly PD is typically an 8 hour meeting Monthly HP/ISC Review Agenda Format 43 • Establish the Growth Agenda for Today’s HP Review • Financial Review 5% 15% 60% • Hoshin Planning - Road Blocks to Growth, Major Predetermined Topics - Established HP Growth Initiatives Follow a typical MOR session - New Product Development - Remaining HP Elements (Q, D,C) • KPI’s • People/Org. Issues 20% • Other Business freeleansite.com File Number Hoshin Planning Summary • Aligns Strategy and Execution • Systematically develops and links plans from organizational vision to operational tactics • Ensures deep and common understanding and maximizes ownership and buy-in to plan • Requires thoughtful, detailed planning for each and every improvement action • Consistently assesses actual performance vs. plan and addresses issues and learns from the process All Employees are Engaged in the Process 44 freeleansite.com File Number Questions?
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