Survival is not compulsory - Dr Edwards Deming!
No organisation can be effective if it lacks a coherent, vigorous and penetrating Hoshin Kanri based top management strategy to equal or beat the strategies of its current and potential competitors. Such strategies must link all of the lower level initiatives into a common integrated business approach. In this section we have included all of the topics that are relevant to the role of top management for the implementation of such strategies.
Our courses in this section are based on the principles of Hoshin Kanri to enable the integration of Strategy with the Business Continuous Improvement process.
These courses can be conducted on site or through our Distance Learning and Webinar facilities.
Integrated Management Systems
All of our courses, particularly those included in this section, whether specifically 'Quality' related, Safety, Environmental etc. are compatible with the concept of 'INTEGRATED MANAGEMENT SYSTEMS'. The reason being that we cannot envisage an organisation being perceived to have a quality reputation whilst polluting the environment or uncaringly putting either its employees or public in general at any kind of risk. If the DHI approach to Hoshin Kanri is followed, then all of these and other management issues will automatically be developed in an integrated approach. In fact DHI have consistently applied this thinking ever since it was first established under the name David Hutchins Associates in the late 1970s.
Public or 'In House' training courses?
All topics are offered in both public and 'in house' formats. However, whilst an appreciation of the breadth and depth of the subject matter can be appreciated in public courses, all of these will be far more effective when conducted privately for the entire management team. In this case existing strategies can be reviewed during the events and facilitated by the DHI Specialist.
Policy Development and Policy Deployment
In leading Japanese companiers such as Toyota these two critical processes are collectively referred to as 'Hoshin Kanri'. The objective being to cascade the Vision, Mission and Key Performance Indicators down through the organisation to all levels using a conversion process. Through this process short term, annual and longer term goals are set for all individuals and groups.
Continual Improvement and Process re-engineering
It will be found that the goals set for each level will usually follow the pareto process. 80% of the value will be derived from 20% of the goals. These are referred to as the 'Vital Few'. Typically (but by no means always) these problems tend to be more complex and will require a higher level of management to deal with them. This requires organisation, resources, facilities and training. Course to deal with these issues can be found in the 'Performance Improvement' section of the web site but the overall organisation must be established at the top management level. For example, the implications of Six Sigma, Lean manufacture, Quality Function Deployment (Concept Engineering), Quality Circles etc. All of these issues must be agreed during the Hoshin process.
Under the leadership of David Hutchins there is probably no consultancy in the world with more practical and successful experience in this form of assistance than David Hutchins International. We would be delighted to meet with you and to discuss your requiremnts and to submit a proposal as to how we can tailor our expertise to suit your needs. We operate all over the world and in most cases can provide local assistance to support our work.
Please contact us now using the facilities provided at the top right corner of this site and also check the courses below and elsewhere in this website.