策略部署-Hoshin-kanri

Sincehoshinkanrifirstappearedinthelate1960s,ithasbecomeaman-agementsystemforcompaniestoestablishannualpolicy,passitdownthroughtheirorganizationsandimplementitacrossalldepartmentsandfunctions.1Hoshinkanriisdifferentfromwhatmostpeoplethinkofasstrategicplanning.Itgoesfarbeyondthetypicalstrategicplanningprocessandimplementation.ResurgenceinuseDuringthelastcoupleofyears,there’sbeenaresurgenceofhoshinkanriasaplanningtoolformanyorganizations.Theyarediscovering—orrediscovering—thepowerofhoshinkanrianditsusefulness.Theyarefindingthatwithcorrectimplementation,thetoolcanleadthemfurtherandfasterthantraditionalstrategicplanning.Therearetwomainreasonsfortherenaissanceofhoshinkanri:leanSixSigmaandhealthcare.WithleanSixSigma’sriseinpopularity,companiescontinuetolearnmoreandwanttocontinueontheleanpath.TheyusuallystartwithGreenBeltorBlackBeltprojects,alongwiththebasicbuildingblocksoflean—suchas5S,layout,problemsolvingandvalue-streammapping—andthenmovetowardmoreadvancedmethodssuchascellularandflow,kanbanandtotalproductivemaintenance.Aftertheyhaveachievedacertainlevelofleansuccess,theyarelookingforadditionalapproaches—suchashoshinkanri—todeploy.ThisisthenaturalprogressionofaleanSixSigmajourney.LeanSixSigmausedtobeamarketingadvantage,butnowit’sabusinessimperative.Thosewhodon’tpursueleanmaynotsurvive.Thisiswhyorganiza-tionspracticingleanSixSigmakeeplookingforbreakthroughstrategiesthatwillsetthemapartfromcompetitors.Hoshinkanricanbethatadvantage.Inhealthcare,severalhospitalsarelookingforbenchmarksandusingtheBaldrigemodelasafoundationforimprovement,withmanyhospitalsapplyingfortheBaldrigeaward(ortheirstateversionoftheaward).Aspartofsection2oftheBaldrigecriteria—strategicplanning—someorgani-zationslookathoshinkanriasapreferredmethodofplanninganddeploymentinsteadofstrategicplanning,ortheyarelookingtoimprovetheirstrategicdevelopmentprocess.Organizationsinthehealthcaresectorseemmuchmoreopentotheideaofusinghoshinkanrithanorganizationsinotherindustries.GettingstartedHoshinkanriisfororganizationslookingforamethodtocreateathoughtfulplanforthefuture.Inadditiontohelpingotherorganizationslearnandapplyhoshinkanriprinciples,thecompanyIworkforhasappliedhoshinkanriprin-ciplesforitsownoperations.Hereissomepracticaladviceand“tricksfromthetrenches”thatmighthelpyouandyourorganizationmoveforward:ToolsHoshinPromotionadviceonmakingthisadvancedPlanningmethodworkforyourorganizationByAnthonyManos,ProferoInc.sixsigmaforummagazineIaugust2010I7HoshinPromotion1.Startsmallandbuild:Thereisalottolearnabouthoshinkanriifyouwanttodoitproperly.Overtheyears,wehavedevelopedoursystemofhoshinkanrithatfollowsaprocessandhasseveralformsandtemplatestohelpcapture,identify,clarify,determineandrankpossibleprojectsandtasks.Oursystemhasmaturedovertheyears.Lookingback,itwouldhavebeenimpossibleforustoperformthehoshinkanriplanningsessionswedotodaywhenwefirstattemptedthisapproachyearsago.Notonlyhaveourtoolsgottenbetter,butnowourpeoplealsounderstandtheprocessbetter.Thishelpsreducetrainingandbuy-intime,andallowsustofocusmoreontheactualwork.Inthelate1990s,MikeOsterlingwasthecontinuousimprovementmanagerforafacilityofSquareD’s,anelectricalproductsdistributorinTijuana,Mexico.“Wewereabouttwoyearsintoourleanjourneywhenwedecidedtousehoshinkanri.Abigmistakewemadewasjustcopyingthecriteriafromabookandusingthemasourown.Ourfirstyearwasnotaseffectiveaswehadhoped,butthegoodnewsisthatwedidn’tabandonthepro-cess.Welearnedthatweneededtocreateobjectivesthatwerespecifictous.Eachyearwegotbetter.”AsSquareD’squalitymanagersaid,“Thereisnowaywecouldhaveaccomplishedwhatwedidifwedidn’thave[hoshinkanri].”2.Learnthebasics:Thereareasmanywaysfororga-nizationstoperformhoshinkanriasthereareorgani-zations,butsomeofthebasicprinciplesremainthesame.First,hoshinkanrifollowstheplan-do-check-act(PDCA)methodandisfundamentallybuiltaroundPDCA.Mostorganizationsfocusontheplanphase,buttodohoshinkanrieffectively,youmustexecute(do),havemeasurementsinplace(check)andperformreviews(act).3.Dotheprework:Anorganizationenteringthehoshinkanriplanningcyclemustperformprework.Thisisthefirstphase—plan—ofthePDCAprocess.Thisprocessincludeslookingbackonthepreviousyear’splanandreflectinghonestlyonwhatworkedandwhatdidn’t.It’snotdifficulttodo.Remember,it’snotaboutassigningblame,butratheraboutcapturinglessonslearnedandimprovingyourprocess.4.Environmentalscan:Lookatpossibledevelop-mentsintheenvironmentthatmayhavehadaninflu-enceontheorganization.Aneasywaytodothisistohaveyourteambrainstormideasabouthowthesedevelopmentsrelatetodifferentcategoriesincluding:economic,social-cultural,technological,politicalandlegal,macro-industry,resources,market,competitorsandsuppliers.Encourageyourteamtothinkaboutthingsthathaverecentlyhappenedorcouldhappentodeterminewhethertheycouldhaveanimpactonyourorganization.8Iaugust2010I