HOSHIN KANRI

Introduction•  "Each person is the expert in his or her own job, and Japanese TQC

[Total Quality Control] is designed to use the collective thinking power of all employees to make their organization the best in its field." 

•  It is a strategic planning/strategic management methodology based on a concept popularized in Japan in the late 1950s by Professor Kaoru Ishikawa.

Objectives

• Focus on a shared goal.

• Communicate that goal to all leaders.

• Involve all leaders in planning to achieve the goal.

• Hold participants accountable for achieving their part of the plan

Hoshin Planning

• Identify the key business issues facing the organization.• Establish measurable business objectives that address

these issues.• Define the overall vision and goals.• Develop supporting strategies for pursuing the goals. In the

Lean organization, this strategy includes the use of Lean methods and techniques.

• Determine the tactics and objectives that facilitate each strategy.

• Implement performance measures for every business process.

• Measure business fundamentals.

Hoshin Planning

Steps in Hoshin Planning• DEFINE THE FOCUS—WHAT DO YOU WANT TO

IMPROVE?• ENVISION POSSIBLE SOLUTIONS BY

BRAINSTORMING • RANK THE SUGGESTIONS• IMPLEMENT THE TOP SUGGESTIONS

• 1 – 3• 1 – 5 • 1 – 10

• ASSESS THE RESULTS• REPEAT THE PROCESS UNTIL QUALITY IS

MAXIMIZED

Benefits

• Gives all, or nearly all, interested parties a voice in the planning process

• Allows planners to identify and address political differences

• Functions, de facto, as an assessment of existing plans

• By-product: Generates a number of good ideas that can be implemented routinely though the separate offices and units of the institution

Example

• The brainstorming session generated 119 suggestions for improving student learning and the learning environment at Louisburg College

• At the conclusion of the session, participants were invited to forward additional suggestions to the Office of Institutional Effectiveness

• Eleven additional suggestions were submitted electronically

• Total Number of Suggestions: 130

Example:THE ASSESSMENT INSTRUMENT[Step 1]

• Using codes, suggestions resulting from the Hoshin Planning process were initially sorted according to foci/themes:• Campus Life [CL]• Educational Support Services [ES]• Facilities and Equipment [FE]• Information Technology [IT]• Learning Environment [LE]• Mission and Values [MV]• Student Engagement [SE]• Student Learning [SL]• Special Programs and Initiatives [SP]

HOSHIN ASSESSMENT AND PLANNINGTHE LC RANKING PROCESS: STEP 2

Origina

lCohort

Selected Suggestions [from four different cohorts]

AWeigh

t

BCohort Rankin

g

CTop 15 Rankin

g

FE-308 To secure funding for a new science center

2 7 12

IT-405 To transform all classrooms into master classrooms

3 7 4

SL-805 To create an honors program 3 11 2

LE-503 To improve class attendance 5 17 10

COLUMN A: Each participant was asked to assign a weight from 0 to 5 for each of the 130 items. The higher the weight (5), the more important that item is to the participant

COLUMN B: Each participant was asked to assign a cohort ranking for each item in each original cohort, with the highest ranking in each cohort equated to the number of items within that cohort and moving downward.

COLUMN C: Each participant was asked to rank his/her top 15 suggested improvements overall, starting with the number 15 and working downward

Equalizing Weights and Values[a prerequisite to overall rankings]• 14 items—Campus Life [CL] • 14 items—Educational Support [ES]• 12 items—Facilities and Equipment [FE]• 13 items—Information Technology [IT]• 21 items—Learning Environment [LE]• 09 items—Mission and Values [MV]• 19 items—Student Engagement [SE]• 18 items—Student Learning [SL]• 10 items—Special Programs/Initiatives [SP]• 130 items--TOTAL

Hoshin Assessment and PlanningThe Ranking Process: Step 3

Cohort Suggestions[selected]

AWeight

BCohort Rankin

g

CTop 15 Rankin

g

A x BCalculate

dCohort Value

A x CCalculate

dOverall Value

FE-308 To secure funding… 2 7 12 14 24

IT-405 To transform all… 3 7 4 21 12

SL-805 To create an honors…

3 11 2 33 6

LE-503 To improve class… 5 17 10 85 50Based on the values placed in columns A, B, and C, values are determined for the Calculated Cohort Value (Column A times Column B), and the Calculated Overall Value (Column A times Column C). If no value is assigned for column C, then there will be no Calculated Overall Value. If 0 is assigned for the weight in column A, there will be no Calculated Cohort Value and Calculated Overall Value.

Hoshin Assessment and PlanningThe Ranking Process: Step 4

Cohort

SuggestionsA

Weight

BCohort Rankin

g

CTop 15 Rankin

g

Number of Items

in Cohort

Cohort

Factor

Cohort Factor Value

FE-308

To secure funding…

2 7 12 12 21/12 1.750

IT-405 To transform all…

3 7 4 13 21/13 1.615

SL-805

To create an honors…

3 11 2 18 21/18 1.167

LE-503

To improve class…

5 17 10 21 21/21 1.000

The Cohort Factor is used to equalize and rank scores between the various cohorts. Since the highest number of items among the cohorts was 21, the number 21 is used (always) as the numerator of the Cohort Factor. The denominator is the number of items within the selected item cohort. The Cohort Factor Value is the decimal representation of the Cohort Factor.

Hoshin Assessment and PlanningThe Ranking Process: Step 5

Cohort SuggestionsSelected [4 of 130][four different cohorts]

DCohort

AverageFor Item

ECohort FactorValue

D X EWeighted

Cohort AverageFor Item

Final Cohort Rank

FE-308 To secure funding… 34.93 1.750 61.13 11

IT-405 To transform all… 35.62 1.615 57.53 11

SL-805 To create an honors…

51.53 1.167 60.13 17

LE-503 To improve class… 62.84 1.000 62.84 19

After all surveys have been entered, the Cohort Average is calculated to indicate the mean of that item. The Weighted Cohort Average is the product of the Cohort Average and the Cohort Factor Value. The Final Cohort Rank is based on the chronological rank within the cohort. The higher the Final Cohort Rank value is, the more important it is within that cohort.

Hoshin Assessment and PlanningThe Ranking Process: Step 6

Cohort Suggestions [selected]

WeightedOverall

ItemAverage

Final Overall Rank

FE-308 To secure funding… 19.83 122

IT-405 To transform all… 18.85 120

SL-805 To create an honors… 16.32 117

LE-503 To improve class… 12.43 111

After all surveys have been entered, the Weighted Overall Average is calculated to indicate the mean of that item. The Final Overall Rank is based on the chronological rank when compared to all survey items. There were a total of 130 items on the 2006 Louisburg College Hoshin Assessment and Planning questionnaire. A value of 130 for the Final Overall Rank would indicate the item of highest importance to survey participants.

Hoshin Assessment and PlanningThe Ranking Process: Step 7

Cohort Suggestions[selected]

A Cohort Averag

e

BFactorValue

A x BWeighte

dCohort

Average

Final Cohort Rank

A x CWeighte

dOverall Average

Final Overall Rank

FE-308 To secure funding…

34.93 1.750 61.13 11 19.83 122

IT-405 To transform all… 35.62 1.615 57.53 11 18.85 120

SL-805 To create an honors…

51.53 1.167 60.13 17 16.32 117

LE-503 To improve class… 62.84 1.000 62.84 19 12.43 111

The Cohort Average, Weighted Cohort Average, and Weighted Overall Average along with Final Cohort Rank and Final Overall Rank are shown together in the chart for the selected items. The chart above is sorted by the Weighted Overall Average column from highest to lowest value and the Final Overall Rank is then assigned based on the number of surveyed items.