Hoshin Training - Vision
-
Upload
harold-philbrick -
Category
Business
-
view
7.590 -
download
5
description
Transcript of Hoshin Training - Vision
Hoshin Planning
MissionVisionKey Result AreasKey Result MeasuresKey Strategies
By Harold Philbrick
Agenda• What is a Hoshin Plan?
• Key Terms
• Vision–What Is It
–Why Do We Need It
–Importance of Shared Vision
–Things to Consider
–Examples
Hoshin Plan• Hoshin
–Ho – direction
–Shin –needle
–Hoshin • “direction needle” or compass
• “way of setting direction”
• Kanri–Management or control
Hoshin Plan• Hoshin Kanri in terms of an
organization:–Management / control of the direction
needle
–Aligned toward accomplishing a single or shared goal
• Aligns company resources at all levels
Hoshin Plan• Places focus on the vital few
business priorities
• Defines who we are–Not based on products or services
–Based on our customer’s needs
• Enables everyone to ‘see’ where we are going and our plans to get there
Hoshin Plan• Pushes us to address some
fundamental questions–Who are we?
–What do we want to be?
–How will we act?
–How will we measure ourselves?
–How will we achieve our goals?
Typical North American Company
Do
Plan
Check
Act
…or Maybe it’s Like This
Do
Plan
Check
Toyota’s Use of Time
Do
PlanCheck
Act
Plan• Gemba
–Observe problem or issue first hand
• Determine root causes of problems
• Establish goals and targets
• Create implementation plan
• Create follow-up plan
• Discuss with all those affected
Do• Execute the implementation plan
• Use as an experiment to test working theories
Check• Study the effects to determine
whether the problem was satisfactorily addressed
• Compare results to our goals or targets
• Analyze all deviations from plan
Act• If targets were met:
–Standardize all procedures and methods to maintain gains
–Reflect - what other areas or locations could benefit from these ideas?
• If targets were not met:–Adjust using PDCA
–Act on all deviations from expected results
Key Terms
Mission Statement
• “Why do we exist?”• Describes an organization’s
capabilities, customer focus, activities and business makeup
• Brief description of the organization's fundamental purpose
• Address all stakeholders
Vision
• “Where do we want to go?”
• “What do we want to do?”
• A picture of your company in the future
• The inspiration or the framework for all your strategic planning
• Address all stakeholders
Core Values / Principles
• Behavioral attributes –Uniquely inherent to the organization
–Must be maintained at all costs
• Explain why we do things the way we do
• Act as a guide when making decisions
Targets / Critical Success Factors
• The "vital few" (2 or 3 max) performance points where it's vital to succeed in as a business
• Meant to break the vision down into actionable items that should be accomplishable in 3-5years
Hoshin Terms
• Key Result Areas–Areas of activity in which favorable
results are absolutely necessary for achieving on vision
• Key Result Measures–Used to determine improvement and
progress of the Value Stream
–We must establish SMART goals
Hoshin Terms
• Key Strategies–The overall approach we will take to
achieve the expected results for the KRA’s
• 90-Day Activities–Core activities that will be the focus of
the next quarter
Eight Steps to Transforming Your OrganizationEstablishing a Sense of UrgencyExamining market and competitive realitiesIdentifying and discussing crises, potential crises, or major opportunities
Forming a Powerful Guiding CoalitionAssembling a group with enough power to lead the change effortEncouraging the group to work together as a team
Creating a VisionCreating a vision to help direct the change effortDeveloping strategies for achieving that vision
Communicating the VisionUsing every vehicle possible to communicate the vision and strategiesTeaching new behaviors by the example of the guiding coalition
Empowering Others to Act on the VisionGetting rid of obstacles to changeChanging systems or structures that seriously undermine the visionEncouraging risk taking and nontraditional ideas, activities, and actions
Planning for and Creating Short-Term WinsPlanning for visible performance improvementsCreating those improvementsRecognizing and rewarding employees involved in the improvements
Consolidating Improvements and Producing Still More ChangeUsing increased credibility to change systems, structures, and policies that don’t fit the visionHiring, promoting, and developing employees who can implement the visionReinvigorating the process with new projects, themes, and change agents
Institutionalizing New ApproachesArticulating the connections between the new behaviors and corporate successDeveloping the means to ensure leadership development and succession
7
123456
8
Creating the Vision
Discovering Lean
Lean Pilot (Shop Floor)
Creating the Vision
Discovering Lean
Lean Pilot (Shop Floor)
Lean Transformation Process – Road Map to World Class
Define Enterprise Vision Set Enterprise Long-range
Lean Plan Lean Principles (Enterprise) Implement Lean on Pilot
Value Stream (VSM I) Create Lean Org Reporting
Structure Achieve Pilot Results (VSM I)
Create Pilot Future State (VSM II)
Develop 5 Year Enterprise Transform. Plan (Budget/ROI)
Implement Change Management
Implement Lean on Balance of Shop Floor
Develop Value Stream Hoshin Plans
Achieve Phase II (VSM I) Results
Achieve Phase I (VSM II) Results
Implement Product Development Process
Implement Manufacturing Systems Develop Process
Six Sigma Black Belt Training
Train on Design for Manufacturability / Design For Six Sigma
Implement Knowledge Management System
Train / Impl Lean Acct Process (Lean $ Belts)
Transition to High Performance Work Teams
Restructure Performance Appraisal System (Team Based)
Restructure Reward System (Team Based)
Develop & Implement Business Growth Strategy
Develop Organizational Development Strategy
Implement Lean Supplier Program
Implement Lean Procurement
Implement Lean in the Office
Six Sigma Green Belt Training
Develop Six Sigma Projects via Lean VSMs
Achieve VSM Results Create Future State
VSM’s
Leaning the Shop
Defining the Long Range Plan
Operational Strategic Planning
Leaning the Shop
Defining the Long Range Plan
Operational Strategic Planning
Leaning Product / Mfg System Development
DFM / DFSS / Knowledge Mgmt
Lean Accounting
Leaning Product / Mfg System Development
DFM / DFSS / Knowledge Mgmt
Lean Accounting
High Performance Work Teams
Performance Reward Systems
Business Growth Strategy
High Performance Work Teams
Performance Reward Systems
Business Growth Strategy
Leaning the Supply Chain / Materiel
Lean & ERP
Leaning the Office
Shop Floor Six Sigma
Leaning the Supply Chain / Materiel
Lean & ERP
Leaning the Office
Shop Floor Six Sigma
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Work effort
Enterprise Hoshin Plan (Vision, Mission, KRA, KRM)
Established Pilot Team (Core Team)
Pilot Implementation Goals / Metrics
Implemented Pilot Future State (VSM I)
Deliverables
5 yr Strategy / Budget Workforce in Position
for Change Shop Floor Converting
to Lean Hoshin Plans for Value
Streams (Shop/Office) $ Savings in Mfg
Main Suppliers Interfaced to Shop Floor
Supplier Partnerships & Order Agreements
Implemented Office VSMs ERP Processes that
Support Lean Strategy Trained Six Sigma G-belts
Product Devel / Mfg SystPhases & Gates Process
Trained Six Sigma B-Belts Trained Lean Facilitators DFM / DFSS Standards KM Repository Lean Accounting
Methodology
0 Mo. 12 Mo. 18 Mo. 36 Mo. 48(Mo. 15 – 60)
High Performance Work Teams in Place
Team Based Performance & Reward System
New Business Growth Plan
Empl Devel Process
What is a Vision Statement?
• A guiding image that defines what our success will look like–Uses visual metaphors, imagery to
create a picture of the future that we can see
• It gives us two points that help us to “plan our trip”–Current reality and the future
What is a Vision Statement?
• It tells us where we want to go without inhibiting the path we take to get there–Multiple routes that will get us there
• Serves as a “landmark” or guide as to whether we are effectively implementing our Hoshin
Why Do We Need a Vision?
• Requires the organization and it’s members to stretch their expectations, aspirations and performance–The loftiness of the vision can compel
new ways of thinking and acting
–Can foster risk taking and experimentation
Why Do We Need a Vision?
• The pursuit of that image is what helps motivate people and teams
• Provides clear decision making criteria by providing direction–As people begin seeing it, it becomes
a shared experience, a shared vision
Shared Vision
• High performing teams often have a shared vision and purpose
• Everyone is focused on the “ultimate” goal–Connected by a common purpose
• Everyone must feel the contributed to the vision
Shared Vision
• People must be able to internalize–Each person sees his or her own
“picture” of the vision
• Helps people to see themselves as a part of it–Must allow multiple, personal visions
to exist–Allows everyone to find the role they
will play
Shared Vision
• Must connect with the personal visions of those throughout the organization to become truly shared
• When all employees are committed to the long term direction we are more like to make daily decisions that are inline with that direction
Compliance, Enrollment & Commitment
• Commitment–Wants it
–Will make it happen
–Creates whatever path is needed
• Committed people bring energy, passion and excitement to the effort
Compliance, Enrollment & Commitment
• Enrollment–Wants it
–Will do whatever can be done today• “within the spirit of the law”
–The process of becoming part of something by choice
Levels of Compliance
• Genuine – “Good soldiers”
• Formal – “Pretty good soldiers’
• Grudging – “Does enough to get by”
• Noncompliance – “I won’t do it, you can’t make me”
• Apathy – “Is it 5 o’clock yet?”
Things to Consider
• Employees must believe they can shape their future in order to believe the can impact the vision
• Leader must “build” the vision daily
• People must be able to see current reality while holding onto the vision
Why Visions Die
• People’s visions are too far apart–Creates conflicting visions
–Need to harmonize the personal visions• Dig deeper and find the common thread
to tie them back together
–Build it together
Why Visions Die
• People become discouraged by the gap between current reality and the vision–Become disheartened or cynical
–Help them define their role• Personal visions help with this
Why Visions Die
• People become overwhelmed by current reality demands and lose focus on the vision–Exhausted and frustrated
–Find ways to focus less on firefighting
–Break up responsibilities• Day-to-day versus attaining vision
Examples
• John F. Kennedy –“by the end of the decade… man on
the moon
• Martin Luther King–“I have a dream…”
Examples
• Henry Ford–“I will build a car for the great
multitudes”
• AT&T–“universal telephone service”
• Kyocera–Appeals to employees to look inward
and “always aim for perfection”
Effective Vision Statements
• Have clarity and lack ambiguity
• Vivid and clear picture
• Describe a bright future
• Memorable and engaging wording
• Realistic aspirations
• Aligned with organizational values and culture
How to Create a Vision Statement
• Done with a group, not alone
• Brainstorming–Where do we want to go?
–What do we want to do?
–What are the key opportunities in the future?
–What would success look like?
How to Create a Vision Statement
• Look for things that make the organization unique
• Identify some possible statements based on all the feedback–Kick the ideas around
–Debate and discuss
Balancing Act
Grow, Get , Keep Better, Cheaper, Faster
Customers
Employees Shareholders
Sell
Make/BuyGood
Records