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Performance
factors are areas to gain on competitors by being faster better, more
flexible. Delighters are areas currently not expected by customers but
where advantage may be gained.
In
essence, according to Juran, there are 5 stages:
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The business plan is expanded to include quality and productivity
goals, not merely profitability and ROI.
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These goals are deployed down the organisation to determine the
required resources, to agree or disagree on the actions, and to
fix responsibilities. Deployment means detailed consultation in
a climate of trust, communication, and information. (This is frequently
referred to as "catchball").
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Appropriate measures are developed.
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Managers
review progress regularly.
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The
reward system is adjusted to support the quality and productivity
plan.
A
useful general framework for Hoshin is that proposed by Rummler and Brache,
and discussed in the Improvement section of "The Lean Toolbox " under
Business Process Reengineering.
Hoshin
operates from a framework of a hierarchy of plans; vision or mission at
the top, 3-5 year plans, and annual targets
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