1 Hoshin Training Supplier Workshop Presented by Mark Underwood 5/1/2014
2 What is Hoshin? Hoshin is a form of Strategic Planning. Some of the key benefits of Hoshin activity are: 1. Creates an established process to execute breakthrough year after year. 2. Creates Commitment to both direction and implementation paths chosen a common focus throughout the organization. 3. Increases Interdepartmental cooperation. 4. Reinforces PDCA cycle and periodic reporting. 5. Creates a management system that is responsive, flexible & disciplined.
3 The Hoshin methodology provides: 1. Focus on the major organizational objectives. 2. Development of plans that adequately support the objectives. 3. Planned progress review. 4. Changes to plans as required. 5. Continuous improvement of key business processes. 6. A vehicle for organizational learning.
4 A common myth is that Hoshin is a Japanese Company only process. NO! Examples of other companies that utilize this process are: Intel Hewlett Packard Proctor & Gamble Ford Xerox Florida Power & Light
5 The Hoshin process fits under the management philosophy of Total Quality Management. The Plan-do-check-act process improvement cycle enters repeatedly in the plan s development, implementation, and review.
6 Hoshin (Breakthrough) vs. Continuous Improvement Hoshin (Breakthrough) 1. Major Improvement 2. Strategic Cont. Improvement 1. Many small incremental improvements 2. Tactical 3. Will require new systems & methods 4. Usually driven from top 5. Entire Organization should be aligned on objectives 3. Deals with existing systems & methods 4. Should start with management 5. Teams & individuals lead activity
7 The Essential Elements of the PDCA Cycle are as follows: 1. Plan Determine goals to be achieved and methods to reach them. 2. Do Implement the methods. 3. Check Examine the results: what was achieved? Was the improvement hypothesis validated? 4. Act If the goals were achieved, adopt the new methods permanently. If not, determine the cause of failure and return to Plan.
8 The PDCA Cycle is as follows: Plan Determine goals to be achieved and methods to reach them. Act If the goals were achieved, adopt the new methods. If not, determine the cause of failure and return to plan. P A D C Do Implement the methods. Check Examine the results.
10 The Basic Hoshin Process Flow (a slightly different approach)
11 Hoshin Planning Process Step 1: Establish Organization Vision (page 14) Key Features Data input from internal and external performance Customer Focused Includes all environmental factors, e.g., social, regulatory, economic Draft of vision reviewed with the organization for reality check Finalized vision communicated clearly to everyone at all levels Key Tools Brainstorming around issues in the external environment Affinity Diagram to identify patterns among seemingly unrelated factors Market research technology to obtain data on the external environment Interrelationship Digraph to identify bottleneck factors in the environment
12 Key Features Focus on the gap between present organizational capability and required performance to reach the vision Accurate data from the past performances determines the present capability and the means that should be pursued over the next 3 to 5 years 3 to 5 year objectives communicated clearly to everyone at all levels Hoshin Planning Process Step 2: Develop 3 to 5 year objectives (page 14) Key Tools Market research technology identify environmental issues Broad internal performance reports and analysis Customer complaints, market share, etc. QC Seven Tools to gather and analyze data Interrelationship Diagraph - most serious problem areas Matrix Diagram action plans versus vision
13 Hoshin Planning Process Step 3: Develop annual objectives (page 15) Key Elements Completely integrated with 3 to 5 year objectives & vision Small number of focus points Accurate data, minimally filtered is the basis for selecting the one year objective Reason for Improvement must be compelling to keep focus Use data to identify broad patterns among problem areas. Identify the truly broken systems. Key Tools Market research technology identify key short term ext. environmental factors Data collection & analysis to identify broad internal performance problems, customer complaints, profit, etc. QC Seven Tools to analyze and summarize key problem areas. Tree Diagraph to explore all of the possible means to address key problem areas Matrix to choose the best means
14 Hoshin Planning Process Step 4: Deployment down to departments (page 15) Key Elements Clear, disciplined action plans with direction for improvement, what is to be measured, etc. Continuous give & take between levels around targets Emphasizes the plans of departments vs. individuals A team coordinates plans across departments Responsibilities clearly designated A team also ensures that the sum of the plans really reaches the target Key Tools Market Diagram to match key departments / functions with chosen objectives & means QC Seven Tools and problem solving models at all involved levels to identify more specific problem areas to address Tree Diagraph to identify all the possible actions at all involved levels Matrix Diagram to match possible actions with the overall objectives in order to choose the best options
15 Hoshin Planning Process Key Elements Disciplined data collection & measurement system implemented in-process, not after the fact Visible process (targets & means) allows for recognition & reinforcement in real time Standardized methods reduce some manager to manager variability in outcomes Problems visible, therefore management can put support where needed Step 5: Implementation (page 16) Key Tools QC Seven Tools in use to collect data as the year s plan progresses Process Decision Program Chart (PDPC) to anticipate likely implementation problems and prepare reasonable means to prevent them Arrow Diagram to create an implementation timetable against which to monitor results
16 Hoshin Planning Process Key Elements Strong emphasis on self diagnosis of targets & process Standardized review format & language Simple analysis emphasized Builds PDCA continuously into the process Problems are seen as opportunities to be surfaced, not skeletons to be buried Emphasizes recognition, support, and corrective action. System problems not directly related to plan have a place to surface Step 6: Progress Review (page 16) Key Tools QC Seven Tools to define why a target and plan were not met. Emphasize the Cause and Effect Diagram, Run, and Pareto Charts Simple documents to record any changes to the plan Tree Diagram to develop revised plans with complete implementation detail.
17 Hoshin Planning Process Key Elements Strong Data collection and review done all year providing accurate and relevant diagnosis of missed targets and poor processes Examine plans even when the target is hit, in order to show correlation. The emphasis must be on understanding which plans led to the achievement of which targets so that the resulting processes can be standardized Review Hoshin Process itself, aiming to improve for future Step 7: Annual Review (page 17) Key Tools QC Seven Tools as the format used to summarize the results of all of the plans for the entire year. The emphasis is on answering the question: Why did we miss any of our targets or plans? Affinity Diagram to help identify all of the reasons for success or failure and any pattern which may emerge that can improve next year s planning
18 How can Hoshin be implemented? (page 19) 1. Where to start? (page 19) 2. Why start? (page 21) 3. What Sequence? (page 23)
19 Hoshin Planning Prerequisites (page 28)
20 Key Factors: (page 29) Driving/Motivation 1. Reduces margins of error 2. Increases use of QC Seven Tools (training) 3. Demonstrated improvement by Japanese companies 4. Supports TQM philosophy Restraining/Obstacles 1. Hard work add on to current job. 2. Difficult to focus on implementation. 3. Excessive Control (micromanage) 4. Can be watered down
22 Process Review is critical to the success of the Hoshin Process. Weekly Review A personal review for weekly activity planning and to remain focused on the objectives. Monthly Review A management review of the progress on the plan vs. actual activities for the month in question. Mid- Year Review A management review of the YTD activities to reassess plans and resource allocation. Annual Review A management review of the total activities and what was achieved and what was not and why. The information is to be used to feed information into the next years Hoshin activities.
23 Some tools that can help Understand Select Analyze Plan Do. Act Check
24 Process Improvement & Problem Solving: USA-PDCA Tool Plan Do Check Act Type U S A P D C A Creative Analytic Decision Brainstorming X X X X Flow Chart X X X X X Cause/Effect (Fishbone) X X X X X Checksheet X X X X Pareto Chart X X X X X X Run (Trend) Chart X X X X X Control Charts X X X X X Histogram X X X X X Scatter Plot X X X X X
25 Plan Development Example
26 Annual Plan Example Background for priorities 1Company/President Policy 2Division Objects 3Mission(Your Division) 4Request from others (Division) For (department) Item of Priority/Activity/Action Controllitem/KPI Target Priority for 20?? Background Responsibility Related Issued Date / / Page?/? VP ECO/CO AGM Development Schedule Check Plan Control-sheet Month Checkers 12
27 Weekly Review Example 2G R LH Ma ch TOTAL 2GR/3UR CC 2G R RH M ach Weekly Report - Manufacturing Division Department: Meeting Date: Section 1: Houshin Items Review Section 3: Customer & Dock Audit Review Item Plan (last week) Actual Plan (this week) Summary Graph Detail Graph Investigation Countermeasure & schedule Safety & 5S: 3 Departmental PPM 1. Safety reporting. PPM Benchmarking for 5S S visualization. ISO CO2 Quality 1. Quality Feb wk. 1 Feb wk. 2 DPPM Jan Feb wk. 1 Feb wk. 2 Month Alum 2GR Departmental Sort 0 1 Alum 2GR Productivity 1. Labor. Cost Section 4: Internal Defect Review Summary Graph Detail Graph Investigation 0.35% 0.30% 0.25% 0.20% 0.15% 0.10% 0.05% 0.00% Jan-Wk-3 Jan-Wk-4 Feb-Wk1 Feb-Wk Ding Chip Indentation Countermeasure & schedule 1. Budget items. TPS 0.40% 0.30% 0.20% 0.10% 0.00% Jan-Wk- 3 Jan-Wk- 4 Feb-Wk1 Feb-Wk2 2GR LH Assy 2GR RH Assy Drop LH Assy CI 1. L.T. reduction. 0.40% TOTAL AZ TOTAL AZ % Human Development 0.00% Jan-Wk-3 Jan-Wk-4 Feb-Wk1 Feb-Wk2 0 AZ CC 1 AZ CC 3 AZ FP Assy 1. Kaizen presentation. Section 2: Current issues (New Project, ECI, Quality issue, Downtime issue, etc.) Item / Issue Investigation / Root Cause Containment / C/M Next Step / Weeks Plan 0.40% TOTAL UZ 0.25% TOTAL UZ 0.35% 0.20% 0.30% 0.15% 0.25% 0.20% 0.10% 0.15% 0.05% 0.10% 0.00% 0.05% UZ CC 2 UZ CC 4 UZ RH FP UZ RH FP 0.00% CUT ASSY Jan-Wk-3 Jan-Wk-4 Feb-Wk1 Feb-Wk2 0.40% TOTAL AR 0.25% TOTAL AR 0.30% 0.20% 0.15% 0.20% 0.10% 0.10% 0.05% 0.00% 0.00% Jan-Wk-3 Jan-Wk-4 Feb-Wk1 Feb-Wk2 AR CC 2 AR CC3 0.40% 0.25% TOTAL 2GR/3UR CC 0.20% 0.20% 0.15% 0.10% 0.00% Jan-Wk-3 Jan-Wk-4 Feb-Wk1 Feb-Wk2 0.05% 0.00% 2GR CC 3UR CC
28 Monthly Review Example
29 Mid - Year Review Example Hoshin Mid-Year Review for 20?? Department Issued Date / /2008? /? VP GM EX. CO CO. Manager Item of Activities Target Accomplishment Status Estim Problems/Issues & Reflections ation Viewpoint/Idea for Achievement 80% & Above 50~79% 50% Under
30 Annual Review Example Hoshin End of Year Review for 20?? Department Item of Activities Target Accomplishment Status Estim ation Problems/Issues & Reflections Issued Date / / / 3 VP GM EX. CO CO. Manager Required Challenges to carry over to following year 80% & Above 50~79% 50% Under
31 Goal or Target Setting for the Hoshin Process Creating S.M.A.R.T. goals S specific M measurable A attainable R realistic T - timely
32 Creating S.M.A.R.T. goals. S specific Specific A specific goal has a much greater chance of being accomplished than a general goal. Goals should be straight forward and what you want to happen. To set specific goals you need to answer the 6 W questions. Who What Where When Which Why
33 Creating S.M.A.R.T. goals. M measurable Measurable Establish concrete criteria for measuring progress toward the attainment of each goal you set. When you can measure progress it is easy to stay on track, reach your target dates, and achieve the results that are needed. It is often said, If you cannot measure it, you cannot manage it. To determine if your goal is measurable, ask these questions: How Much? How Many? How will I know when it is accomplished?
34 Creating S.M.A.R.T. goals. A attainable Attainable Establish goals that will stretch your capabilities. A significant part of the Hoshin process is for personal and company growth. Stretch goals will encourage growth and learning. The attainment of stretch goals builds confidence and strength in the organization.
35 Creating S.M.A.R.T. goals. R realistic Realistic This is not a synonym for easy. Realistic means that the skills and abilities needed to attain the goals are achievable. To be realistic, a goal must represent an objective toward which you are both willing and able to work or achieve. Devise a plan or way of getting there which makes the goal realistic. If a goal is too high you set the stage for failure. If you set a goal too low you send the message that you are not capable.
36 Creating S.M.A.R.T. goals. T timely Timely There are two aspects of timely. First: Timely relates to the timing of the goal itself. Overall company objectives have to be prioritized and in time with each other. Second: Set a timeframe for your goal. If the timeframe is not established the commitment is too vague there is no sense of urgency to start to take action. Putting an end point on your goal gives you a clear target to work towards.
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