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Management needs to avoid picking too many vital goals in order to stay focused on what is strategically important. The big goals then need to be broken down into smaller goals, at a weekly and monthly basis and then implemented so that everyone, from management to the factory floor, is in agreement on what needs to be accomplished. The satisfaction of goals should be reviewed on a monthly basis, with a larger annual review at the end of the year. Performance measurement is also a key part of the process.
43:. As such, a catchball system is often used in order to aid in the execution of the strategic plan. A catchball system seeks to get opinions of both managers and employees through meetings and interactions in order to ensure the bidirectional flow of goals, feedback, and other information throughout the organization.
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cycle. This is because Deming played a role in the spreading of quality control principles that influenced the development of Hoshin Kanri. The cyclical process is a way to plan for the future, not just to react to what is happening now. The principles of PDCA are heavily embedded into the Hoshin
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Hoshin Kanri requires a strategic vision in order to succeed. From there, strategic objectives need to be clearly defined, with goals being written for long periods of a one to five-year-long timeframe. Once the long term timeframe goals are completed, the team can focus on yearly objectives.
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Hoshin Kanri is a top-down approach, with the goals being mandated by management and the implementation being performed by employees. As a result, systems need to be in place to ensure that objectives from senior management are effectively communicated all the way down the
70:, on which companies list and align their various-length objectives and goals. The matrix can also incorporate Key Performance Indicators and priority values and be accompanied by detailed plans, resource assignment demands, or value stream maps.
22:(Japanese: 方針管理, "policy management") is a 7-step process used in strategic planning in which strategic goals are communicated throughout the company and then put into action. The Hoshin Kanri strategic planning system originated from
26:, but has since spread to the U.S. and around the world. Translated from Japanese, Hoshin Kanri aptly means "compass management". The individual words "hoshin" and "kanri" mean direction and administration, respectively.
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also played a role in spreading quality control principles that influenced Hoshin Kanri, specifically focusing on management's role in the process.
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Companies that use Hoshin Kanri often follow a Think, Plan, Implement, and Review process, which is comparable to
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227:"Excellence is Born out of Effective Strategic Deployment: The Impact of Hoshin Planning"
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Journal of Applied Strategic Management
66:The Hoshin Kanri technique is often aided with a
290:"Use the Catchball Process to Reduce Ambiguity"
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59:Kanri planning process. Beyond PDCA,
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122:. BusinessDictionary. Archived from
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268:"Applying Hoshin Kanri at Toyota"
266:Linders, Ben (March 23, 2017).
225:Zairi, Mohamed; Erskine, Alan.
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152:"7 Steps of Hoshin Planning"
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187:"History of Hoshin Kanri…"
120:www.businessdictionary.com
16:Strategic planning process
351:Japanese business terms
189:. MCTS. Archived from
158:. BMGI. Archived from
150:Waldo, William "Wes".
356:Quality control tools
346:Strategic management
162:on November 14, 2016
126:on November 16, 2016
316:"What is Catchball"
240:(2). Archived from
156:BMGI Problem Solved
87:"Origins of Hoshin"
68:Hoshin Kanri Matrix
53:W. Edwards Deming's
361:Quality management
314:Ferraro, Antonio.
247:on August 30, 2017
56:Plan Do Check Act
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320:Kaizen News
340:Categories
101:2017-07-27
74:References
270:. Info Q
30:Overview
325:May 21,
299:27 July
274:May 21,
251:May 21,
197:May 21,
245:(PDF)
230:(PDF)
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