| |
Policy
Deployment And Cross Functional Management
Hoshin
(also known as Hoshin Kanri, or Jishu Kanri and in the West as Policy
Deployment) and translated as "target plus means", has become a well-accepted
way of planning and communicating quality and productivity goals throughout
an organisation. It is the emerging method of strategic quality and
productivity planning and is used by leading Japanese companies (Toyota,
Sony) and by leading Western companies (Hewlett Packard, Texas Instruments,
Proctor and Gamble). The objective is to communicate common objectives
and gain commitment throughout the organisation.
|
|
A
"Hoshin" is a word that is increasingly being heard in Western companies,
being used to mean the breakthroughs or goals that are required to be
achieved so as to meet the overall plan, Thus "what are your hoshins?"
means what are the vital few things that you need to focus on. At the
top level there maybe only 3 to 5 hoshins. But at lower levels, the hoshins
form a network or hierarchy of activities that lead to the top-level hoshins.
They are developed by consultation. Hoshin goals are customer focused,
based on company wide information, and measurable. It is useful in setting
these goals to keep in mind the Kano model (see separate section). Kano
uses the "Basics, Performance, Delighter" framework. Basics are factors
essential for continuing in business, and should have a time dimension,
say defect rates now and in three years.
|
|
