Business Strategy with Hoshin Kanri

Description

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. Acknowledgments Contents 1 Introduction References 2 Definition and Terminology References 3 A Little Bit of History References 4 Current State of Strategy Deployment Approaches 4.1 Necessary Inputs and the Analytical Approach 4.2 A Few Key Strategic Methods 4.2.1 Focus on Management by Objectives 4.2.2 Focus on the Balanced Scorecard 4.3 Contributions of Hoshin Kanri References 5 Principles and Key Steps 5.1 General Presentation 5.2 Key Steps 5.2.1 Defining the Missions and Vision 5.2.2 Sharing the Feedback of Experience 5.2.3 Nemawashi: Trust and Organization to Share Propositions 5.2.4 Defining and Designing the Action Plans 5.2.5 Executing and Correcting 5.3 Planning References 6 Key Connected Elements 6.1 PDCA Application 6.2 The “Z” Approach 6.2.1 Principle 6.2.2 Examples 6.2.3 Skills and Competencies 6.3 Problem Analysis and Solving 6.4 Management Using the Reversed Pyramid 6.5 Key Performance Indicator Tree 6.6 Specificities of Operational and Functional Teams References 7 Using Hoshin Kanri with Other Management Rhythms or Key Periods 7.1 Linking Hoshin Kanri to Standard Visual Management 7.2 Importance of Daily Performance Management for Sustainability 7.3 Connection of Management Rhythms 7.4 Time Balance Between Management Rhythms References 8 Engaging in Hoshin Kanri 8.1 How to Start 8.1.1 Different Starting Point from a Performance Management Maturity Perspective 8.1.2 Context to Take into Account 8.1.3 Motivation and Sense 8.2 How to Support the Change 8.3 Who Can Support the Change References 9 Key Documents 9.1 From Strategic Objectives to Strategic Actions 9.2 From Strategic Actions to Strategic Action Plans 9.3 Bowling Chart References 10 Facilitation 10.1 Defining Strategic Action Plans Through Action Work Out 10.2 Strategic Reviews 10.2.1 Content, Frequency, and Problem-Solving 10.2.2 Consistency of Management of Strategic and Non-Strategic Action Plans 10.3 Rewarding Efficiency and Risk-Taking Reference 11 Progress and Sustainability 11.1 How to Take into Account Cultural Dimension 11.2 Local Deployment and Progressing Cascading 11.3 Leadership Adaptation 11.4 Conditions for Success and Factors of Failure References 12 Conclusion References Glossary