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Hoshin Kanri: The Strategic Approach to Continuous Improvement David Hutchins
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In his excellent Beyond Lean blog, Matt Wrye is hosting a Hoshin Kanri week and asked me to be one of the guest bloggers. Benefits of Kaizen: KAIZEN helps in “Hoshin Kanri”( Policy Deployment) method mainly focuses on alignment of goals of the company (Strategy), with the plans of middle management (Tactics) and the work performed on the plant floor (Action). The TQM tool-box features several tools including Hoshin Kanri, a sophisticated method that facilitates a systematic and cooperative approach to strategic deployment. Yet, in practice, TQM has often been limited to the processes in the traditional core-business, and it . In the new book “Using Hoshin Kanri to Improve the Value Stream”, leading quality expert Elizabeth Cudney constructs a complete how-to guide that any organization can employ to start a Lean effort correctly and keep it on track. Kaizen(Continual Improvement) is a famous Japanese technique wherein the employees of the firm work together to achieve regular improvement in the manufacturing process of the firm. The theory of TQM combines continuous business improvement as well as on the business break-through. Our recommended approach to improvement strategy deployment is to use PDCA as the basis of the methodology supported by a combination of Lean and Hoshin tools, namely A3s, Catchball, and Visual Management. Be sure to Part Two: Toyota takes the lead in deploying business strategy To choose one example, Tom Jackson's approach is very practical, using examples and step-by-step guidance. I am feeling satisfied that my introduction of Hoshin Kanri was well received and that implementation of this approach, linking all of our process improvement efforts to the company strategy, will be successful. As much as Uses the strategic long-term vision of the organization to prioritize the continuous improvement efforts. Rooted in practical Hoshin Kanri encourages a systems approach that focuses on the long-term strategy of an organization. I find them often in places where lean manufacturing--continuous process improvement--are being practiced, but really you see them everywhere.