Get it right 'First Time Through'.
We have a lot of experience implementing Strategy Deployment (Hoshin Kanri / Policy Deployment) from scratch.
I've done this in organisations like Smiths (Detection) and I've seen others going through the process of implementation, up-close and at a distance, in 3M & Phillips for example.
I've also seen others trying to create their own versions, and rules around it. People often ignore the wisdom that sits behind it. They subsequently shoe-horn it into their own world-view (& comfort zones) damaging the models efficacy in the process.
They do this ignorant of the socio-systemic psychology and neuroscience 'issues' missed by many popular strategic alignment models and methods, which Hoshin addresses in it's original design.
They fail to see they are acting in their own interests rather than adapting to something new. This is understandable of course, because it's a complex subject, but where people put the effort into it and understand the principles and, why they work, fully, it can unlock enormous potential throughout an organisation.
On the flip side, failing to see these depths is a sure-fire way to get the top level matrix populated poorly and implementation wrong from the start.
Now, I've seen many articles around the subject of Hoshin implementation and they all followthe standard, 7 steps, Set vision etc. ... but don't really get into any of the nitty gritty you need to know to get it right.
To that end, I thought I'd share a little insight through experience.
There are a number of key aspects that have highlighted themselves to me over the many years i've spent teaching it to boards of Directors and implementing it across organisations and departments, in large and small organisations alike.
Here are a few 'Essentials' to take away.
This is why Lean purists and Toyota say you can't do Lean without Hoshin.
In the absence of such coordination for waste elimination, we end up with sayings like 'Kamikaze Kaizen' seeing people make waste activities efficient, because they are dealing with improvement activities within silo's, detached from the bigger picture, Hoshin provides that cohesion and all-encompassing effectively communicated view, so such wastes are avoided.
There are other things you can do to help Hoshin become ingrained as 'just the way we do things around here' ... like colour coding the resources (departments) and putting them on a map, to help everyone understand the 'internal customer relationships throughout the organisation.
In relation to the example in the picture above, we created a 'Tube-map' of the different departments and colour coded their timelines (+ Start Stop points) to allow each function to clearly understand their interaction points with other departments.
This was not understood prior to our involvement leading to a silo mentality which saw the majority of actions taken in the interest of satisfying departmental performance over and above organisational performance (i.e. to make the job as easy as possible for those involved, irrespective of the damage it did further down the line).
Visualising it like this allowed us to build a strong sense of the 'Internal voice of the customer' (And put in place some SLA's to help new mindset's embed to a higher service standard).
It also allowed us to remove KPI conflict - which is where KPI's drive actions in one department which conflict and undermine performance in another department (Sounds ludicrous, but it's incredibly common!) ... this was all part of getting the KPI's aligned across the departments and hierarchical / cultural layers of the organisation ... such in depth development was driven by the commitment to pursue a Hoshin approach.
We also provided the company with a 'Road-Map' clearly detailing the Initial, Fundamental and Mature stages of organisational development in terms of Man, Machine, Method and Materials ... showing which Lean tools are typical and useful, as a company advances within these themes and streams.
In my view, Hoshin Kanri and all it entails is essential if an organisation wishes to become truly aligned in terms of their narrow and deep day to day actions complimenting their broad strategic intent. You can consider it 'Lean', or just common sense (not very common unfortunately).
Whichever banner you put it under, I hope the observations I've offered here help to deliver more of an insight to challenges and benefits that accompany a Hoshin approach than the typical 7 step models do.
Email: firstname.lastname@example.org to arrange a meeting and discuss your needs.