Business Performance Improvement through Hoshin Kanri
Target audience: Business Executives and Strategic Planners, those involved in business performance improvement through the development of Business Management Systems. Hoshin Kanri (also known as Hoshin Planning) is the name used in Japan to best describe what might otherwise be referred to as an Integrated Management System and It is an especially powerful choice for those organisations confronted with severe international competition. The course even more beneficial and cost effective when conducted 'in house' for the whole management team.
Duration: 3 days as a public course or 3 + 3 + 3 +3 days when conducted 'in house'. In the latter case there will be a gap of aproximately one month between each 3 day event to allow time for the work to be completed.
Location: arranged with client
Course description:
During the boom years of the 1950s and 1960s, when industry could sell everything it could produce, when demand consistently outstripped supply, then quality was almost the last consideration. Today, with massive over-resourcing on a world-wide scale, the customer has become king and decides the fate of most industries. This has resulted in the need for rapid Business Performance Improvement using several competing strategies for market domination – Six Sigma; Business Excellence; ISO 9001:2000; Theory of Constraints etc. At the core of all of these lies Hoshin Kanri which is the keystone overarching them all.
Hoshin Kanri replaces the three mutually dependent concepts Management By Objectives (MBO), Management By Policy and Policy Deployment. These which were popular in the 1970s were largely a failure, the reason being that whilst they were excellent at identifying needs, there were often stated in non quantifiable euphemisms and lacked any means to close the gap between current and target performance. Hoshin Kanri on the other hand embraces all of these and is a stunningly effective approach to business management
This concept has dramatically changed the basis of business strategy, and together with the concept of Benchmarking and the ‘Loose Brick’ concept, Hoshin Kanri has been thrown into focus as the most critical business tool for survival. Recognition of the importance of this led David Hutchins International (DHi) to develop a powerful and effective structure through which organisations can identify best-in- class across the spectrum of key factors, and then use these to put and sustain their own position at the front.
Since the publication of ISO 9001:2000 Quality Management System, ISO 14000 (Environmental Management System and OHSAS 18001(Occupational Health and Safety Management System) business are becoming increasingly aware of the need for an Integrated Management System (IMS) and this is the most obvious opportunity to introduce Hoshin Kanri which can be adapted to embrace all of these and other standards and regulations into a single business approach.
Course objectives:
To provide delegates with the knowledge and skills necessary to develop a Hohin Kanri based management system to deploy strategies that consider customer needs, market trends, threats and best-in-class levels of performance through continuous Improvement.
Benefits:
Organisations that achieve "World Class" status are engaged continuously in Benchmarking their products, processes and results against the best in their group, amongst the competition and from other industry sectors and carefully selected performance indicators. This is achieved through the adoption of Hoshin Kanri or Hoshin Planning which includes the development, deployment and control of business strategy. It is an extremely powerful process and is adopted by such organisations as Hewlett Packard, Motorola, Toyota, Komatsu, Unilever etc.
Suitable delegates:
The programme is aimed at business executives at Board level who are normally concerned with long-range planning, visioning and strategy development and who wish to use Hoshin Kanri as the basis of their business model.
To gain maximum benefit, ideally the entire Board should attend although, if this is contemplated, it would probably be better for the programme to be conducted in-house. This can be arranged.
Programme:
- Principles of Strategy Development & Deployment (Hoshin Management)
the Business Strategic Development Model vision, mission, aims and success factors, setting medium-term and annual goals. How Hoshin Kanri facilitates the automatic development of Integrated Management Systems, The ‘Loose Brick’ concept. Identification of Key Performance Indicators (KPIs) - Deployment Strategy
the cascade process, identification of resources and assignment of responsibilities - the Control Loop (PDCA Plan, Do, Check, Act Cycle)
measurement of goals achievement, the audit process, holding the gains - Recognition and Reward
- The Seven Elements of Hoshin based Benchmarking
competitors, customer, processes, technology, finance, people factors, activities - Customer Analysis
identification of key customers, determination of customer-related key factors, ranking of factors, identification of weaknesses, strategy development - Competitor Analysis
identification of key competitors, strengths and weaknesses, ranking levels of importance, strategy development - Best-in-Class Analysis
identification of criteria, sources of information, relevance to customer and competitor analysis - Business Process Analysis
identification of critical business processes, plans for improvement - Internal Quality Health Check based on UK and European Quality Award Criteria
policy, organisation, Quality related costs, Quality improvement, Quality control, Quality assurance, education and training, standardisation, attitude surveys - Integration of ISO 9001:2000, ISO 14000 and OHSAS 18001.
- Fusion of Results into Strategic Business Planning.
- Links to Six Sigma, Business Excellence (EFQM), TPM, VOC (Voice of the Customer) etc.
Please click below for registration form which may be faxed, emailed or mailed to DHI |
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'Usuall good standard of course from DHI' |