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Hoshin Kanri: A Systematic Strategic Planning/Strategic Management Methodology
Turning Vision and Strategy
into Results through Action
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Introduction to Hoshin Kanri – Karen Schmidt Henderson 2
What is Hoshin Kanri?
The hoshin kanri methodology, which flows from Lean, employs a structured planning and deployment cycle during which goals are determined, plans to achieve the goals are established, and measures are created to ensure progress toward these goals.
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Basic Principles of Hoshin Kanri • Allows the system to prioritize and sequence • Provides focus for the alignment of effort and
resources
6
Traditional Implementation
• Trying to accomplish everything all at once • Fighting for resources • No prioritization amongst initiatives • Difficult to adapt to changes in environment • Few initiatives completed
7
Hoshin Kanri Implementation
• Initiatives are prioritized • Only a few deployed at a time (de-selection) • Easy to adapt to changes in environment • Most initiatives completed on time
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Basic Principles of Hoshin Kanri • Utilizes collective knowledge: the insight and
creative talents at all levels must be effectively brought to bear on system challenges and opportunities
• Requires frequent measuring and rigorous review of results by leadership, with timely course correction as required
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Basic Principles of Hoshin Kanri • Requires shared responsibility and
accountability for achieving timely results
There is no “shame and blame”— there is “learn and improve.”
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12
Hoshin Kanri is about the
journey… and the
destination
Based on the Road Metaphor for Planning (Cowley & Associates, 1995)
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Insights from the Health System “When you go back to Education, tell them the first time through is REALLY hard!! But by Cycle 2, you will know that it was worth it!”
Health Region Employee
You will get better each cycle: taking an evolutionary approach to hoshin implementation — “We are learning to do this.” — is imperative.
Hoshin Kanri Terminology • Strategic intent • Enduring strategies • Outcomes • Improvement targets • Hoshins • Actions
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A3 s (Project Plans): “A one-page storyboard”
Hoshin Kanri Tools
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Drafted during Strategic Development
Catchball Is a series of formal discussions between leaders and their teams during which they throw and catch information, data, and analysis back and forth between each other with regard to the draft strategic plan and outcome and hoshin A3s.
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Catchball Is about dialogue, engagement, and garnering the insights of employees who are directly responsible for implementing strategic and operational work. This is in alignment with Lean thinking that those who do the work are the experts who know the work best.
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Catchball Within the context of a system plan, Catchball also involves each organization within the system creating its own Level 2 plan (matrix) and accompanying organization A3s. These describe the work that that organization will undertake to do its part in achieving the hoshins and outcomes of the system plan.
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Catchball • Confirms the practicality of proposed plans • Actively solicits feedback and ideas from people
responsible for implementing the plans • Greatly improves wide-spread understanding of
what needs to be done, why, and how • Greatly improves ownership and buy-in from
the people responsible for results.
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Corrective Action Plans
Hoshin Kanri Tools
Created to move an off-target (“yellow” or “red”) project back on-target (“green”)
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For more information contact: Karen Schmidt Henderson Strategic Policy Branch Ministry of Education [email protected] 306-787-5592
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How can we improve?
What do we need to do?
How should
we do it?
How are we doing?
Do it!
Hoshin Kanri in a Learning Organization
“Direction and Execution”
Hoshin Kanri Cycle
5. Catchball
6. Plan Finalization
8. Regular Progress Review
7. Strategy Deployment
3. Reflection
and
4. Strategy Development
Process Details
What are we ultimately trying to accomplish? Determine “the destination”
Formally discuss the draft strategic and project plans throughout the system, channelling feedback up to the leadership
Confirm the outcomes, targets, hoshins and project plans, including metrics
Wall Walks: Weekly and monthly reviews of data posted on visibility walls with course correction as required
Cascade plan down through the system through the creation of aligned organization and individual work plans
Confirm the desired future state: describe as 5-year outcomes
(What change? By how much? By when?)
Prioritize and select the few vital priorities for
breakthroughs for the year (hoshins)
Create high-level draft project plans (“A3s”)
Define improvement targets for each outcome (What change? By how much? By when?)
1. Strategic Intent
2. Diagnosis and Review Determine the system’s present state in light of last year’s performance against targets
Scan environment for potential influences/impacts/barriers
PLAN
DO
CHECK
Do
Check Adjust
Plan
ADJUST
Hoshin Kanri is an annual
learning cycle of plan, do,
check, adjust (PDCA) for
improvement
Corrective
Action Plans (CAP)
implemented
as required
Tentative
Cycle
Schedule
October
October
Late Nov.
2 day event
January on; plans in place
for April 1
October
4 day event
Oct/Nov
TBD
SD Executive
MoED EDs &
Directors
SD DoEs
MoED DM & ADMs
Who is Involved
SD DoEs
MoED DM &
ADMs
(with report out
to Board Chairs
on Day 4)
SD DoEs
MoED DM & ADMs
SD Executive & Staff
MoED EDs &
Directors & Staff
All
SD DoEs & Staff
MoED DM & ADMs
& Staff
Plan made public on
Budget Day
Draft plan
submitted
to Ministry
of Finance
Grasp the
situation
Dra
ft S
trat
egic
Pla
n
(on
X-m
atri
x)
Hoshin Kanri Definitions and Examples for “Sam, the Par Golfer”
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Definition Examples
Strategic Intent
What Sam wants to accomplish or what Sam cares most about. What is Sam’s aspiration?
To become a par golfer
Enduring Strategies
Broad areas of strategic focus Defines “What’s in” and “What’s out” The “Big How” Typically 3-5 years, but may be longer
Physical Preparedness Mental Preparedness Prioritization/Time Management Training and Practice Quality Equipment
Outcome Longer-term result (typically 3-5 years) The change Sam wants to see in the future The “what” that is accomplished through the improvement
targets and hoshins States what the desired improvement/change is, by when it will
be achieved, and a measurement of how much will be improved (what, by when, by how much).
By April 30, 2014, I will spend 3 hours per week learning from my golf coach.
By September 30, 2016, I will shoot par on 18 holes for at least half of the games I play.
Improvement Target
How Sam intend to achieve the outcome – the process or shorter-term outcome improvements are needed for Sam to achieve the long-term outcome
Maybe a subset of the larger outcome Could be shorter-term or longer-term (1 – 5 years) Measures an approach that will be used to achieve the outcome The measure should indicate whether the there is movement on
the outcome “dial” in the right direction
By February 15, 2014, I will be able to run 5 km without stopping and will do so a minimum of 3 times per week on an ongoing basis.
By January 15, 2014, I will be able to complete an intermediate level, hour-long Ashtanga yoga class and will do so a minimum of 3 times per week on an ongoing basis.
By October 31, 2013, I will meditate 10 minutes per day every day.
Hoshin Short-term (1 year) area of strategic focus for Sam This will be the highest priority “must do, can’t fail” work for
Sam Sam’s resources are aligned to and prioritized for hoshin work The key mantra for this work is “focus and finish”
By November 20, 2013, I will free up enough time, on a daily and weekly basis, to accommodate the time I need for physical and mental preparedness and training and I will be using the time.
By March 31, 2014, I will have saved enough money to pay for one year's training with a golf coach.
By March 31, 2014, I will have saved enough money to pay for the equipment I will need to purchase.
Action Short-term work that helps to “move the dial” on improvement targets and outcomes
Typically found in Sam’s implementation plan Work that will be achieved within one year
Find a suitable Ashtanga yoga class that will fit my schedule, enrol, and attend.
Understanding a Level 1 Matrix: Strategic Plan for Sam, the Par Golfer
Short Term (Immediate)
3 8 3 3 3 3 3 3 8 3
3 2 0 0 0By March 31, 2014, I will have saved enough money to
pay for the equipment I will need to purchase.0 0 0 3 3 6
0 3 0 0 0By March 31, 2014, I will have saved enough money to
pay for one year's training with a golf coach.0 0 0 2 0 2
0 3 3 3 3By November 20, 2013, I will free up enough time, on a
daily and weekly basis, to accommodate the time I need 3 3 3 3 0 12
Outcomes
0 2 0 0 3By March 31, 2014, I will be in good enough shape to
play 18 holes of golf every day with ease.3 3 1 3 0 10
0 0 3 3 1By February 28, 2014, I will meditate 20 minutes per day
every day.1 2 3 0 0 6
2 3 3 3 3By April 30, 2014, I will dedicate 9 hours per week to
playing golf.1 1 2 3 2 9
2 3 3 3 2By April 30, 2014, I will spend 3 hours per week learning
from my golf coach.1 1 2 2 2 8
3 3 2 3 3By September 30, 2016, I will shoot par on 18 holes for at
least half of the games I play.3 3 3 3 3 15
3 2 0 1 0By March 31, 2015, I will have acquired a full set of top
quality golf clubs and a golf club membership.0 0 0 2 3 5
10 13 11 13 12 9 10 11 13 10
Long Term (1-3 Years)
Correlations Key Last updated: 2013-09-243 Strong Correlation
2 Moderate Correlation
1 Weak Correlation
0 No correlation
Correlations
Me
nta
l Pre
par
ed
ne
ss
Co
rre
lati
on
s
Co
rre
lati
on
sIm
pro
vem
en
t Ta
rge
ts (
Me
diu
m T
erm
)
By
De
cem
be
r 3
1, 2
01
3, I
will
pla
y a
min
imu
m o
f
18
ho
les
of
golf
a w
ee
k.
By
De
cem
be
r 3
1, 2
01
3, I
will
hav
e p
urc
has
ed
a
qu
alit
y d
rive
r, w
ed
ge, a
nd
pu
tte
r.
End
uri
ng
ove
r ti
me
Ph
ysic
al P
rep
are
dn
ess
End
uri
ng
Stra
tegi
es
Correlations
Co
rre
lati
on
s
Pro
pe
r Eq
uip
me
nt
Tim
e P
rio
riti
zati
on
/Tim
e M
anag
em
en
t
Trai
nin
g an
d P
ract
ice
Co
rre
lati
on
s
By
Feb
ruar
y 1
5, 2
01
4, I
will
be
ab
le t
o r
un
5 k
m
wit
ho
ut
sto
pp
ing
and
will
do
so
a m
inim
um
of
3
tim
es
pe
r w
ee
k o
n a
n o
ngo
ing
bas
is.
By
Jan
uar
y 1
5, 2
01
4, I
will
be
ab
le t
o c
om
ple
te a
n
inte
rme
dia
te le
vel,
ho
ur-
lon
g A
shta
nga
yo
ga c
lass
and
will
do
so
a m
inim
um
of
3 t
ime
s p
er
we
ek
on
an o
ngo
ing
bas
is.
By
Oct
ob
er
31
, 20
13
, I w
ill m
ed
itat
e 1
0 m
inu
tes
pe
r d
ay e
very
day
.
Strategic Intent: "To become a par golfer"
Reading and making sense of a hoshin kanri x-matrix can be difficult for the uninitiated. It contains a large amount of information that is structured and formatted in a novel and, at first glance, seemingly confusing way. This one page visual helps make sense of the x-matrix and provides explanations of each of the different aspects of a level one x-matrix. Level one denotes the highest level in the organization that is using hoshin kanri. As a starting point, an x-matrix outlines an organization’s strategic direction over a 3-5 year period in a visually succinct way. It contains enduring strategies, long-term outcomes, improvement targets, and hoshins. This information is presented in a template that allows for the development of correlations between different elements. The x-matrix is not intended to be a communication tool but a management tool. When reading this guide, please read counter-clockwise and sequentially from box number 1 to box number 5. NOTE: This example matrix features a strategic plan for an individual as opposed to a system or organization.
5. One of the intentions and benefits of the x-matrix is to show the correlations between the four different sides of the ‘x’. This is always done in a downward manner. In other words, starting at the top of the matrix, how well do the hoshins correlate with the enduring strategies and the improvement targets and how well do the enduring strategies and improvement targets correlate with the outcomes? An example is provided in the matrix. The hoshin "By November 20, 2013, I will free up enough time, on a daily and weekly basis, to accommodate the time I need for physical and mental preparedness, and training and I will be using the time." is strongly correlated with all of the enduring strategies except "Proper Equipment" as well as all of the improvement targets except "By December 31, 2013, I will have purchased a quality driver, wedge, and putter." Continuing downward both the "Time Prioritization/Time Management" enduring strategy and the improvement target "By December 31, 2013, I will play a minimum of 18 holes of golf a week." are strongly correlated with the outcome of "By April 30, 2014, I will dedicate 9 hours per week to playing golf."
1. To the left of the ‘x’ is the enduring strategies column. This area contains the strategic focuses for planning including Physical Preparedness, Mental Preparedness, Time Prioritization/Time Management, Training and Practice, and Proper Equipment. This section is the foundational piece of the x-matrix out of which the outcomes, the improvement targets, and the hoshins flow.
2. The outcomes are the "destination" or "big dot" targets to achieve over the next 5 or more years. They are outcome measures and they reflect the results desired. When developing an x-matrix, the outcomes help decision makers decide what the improvement targets and hoshins should be.
3. The improvement targets are the link between outcomes and the hoshins. To achieve the outcomes listed below the ‘x,’ what improvements need to be achieved? The targets in the outcomes section typically are long-term outcome measures. In comparison, the targets in this section tend to be short-term process measures that would rely on data that is more frequently and readily available. The main questions when developing improvement targets are: What are the improvement targets that will support the achievement of the outcomes? What are the specific things that need to be done to get to the outcomes? What are the performance measures that need to improve? An example improvement target from the matrix is "By February 15, 2014, I will be able to run 5 km without stopping and will do so a minimum of 3 times per week on an ongoing basis." This is an example of something that could be done to help achieve the outcome, "By March 31, 2014, I will be in good enough shape to play 18 holes of golf every day with ease."
4. Above the ‘x’ are the hoshins or improvement breakthroughs which flow out of the enduring strategic areas for planning (Physical Preparedness, Mental Preparedness, Time
Prioritization/Time Management, Training and Practice, and Proper Equipment ). These are the short term projects for the current period (12 or fewer months) and are the most important areas for ‘focus and finish.’ Hoshins are the "must do, can't fail" work. The example given is to "By November 20, 2013, I will free up enough time, on a daily and weekly basis, to accommodate the time I need for physical and mental preparedness, and training and I will be using the time."
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Understanding a Level 1 Matrix: Strategic Plan for Sam, the Par Golfer
Short Term (Immediate)
By March 31, 2014, I will have saved enough money to
pay for the equipment I will need to purchase.
By March 31, 2014, I will have saved enough money to
pay for one year's training with a golf coach.By November 20, 2013, I will free up enough time, on a
daily and weekly basis, to accommodate the time I need
Outcomes
By March 31, 2014, I will be in good enough shape to
play 18 holes of golf every day with ease.
By February 28, 2014, I will meditate 20 minutes per day
every day.
By April 30, 2014, I will dedicate 9 hours per week to
playing golf.
By April 30, 2014, I will spend 3 hours per week learning
from my golf coach.
By September 30, 2016, I will shoot par on 18 holes for at
least half of the games I play.
By March 31, 2015, I will have acquired a full set of top
quality golf clubs and a golf club membership.
Long Term (1-3 Years)
Co
rre
lati
on
sIm
pro
vem
en
t Ta
rge
ts (
Me
diu
m T
erm
)C
orr
ela
tio
ns
Strategic Intent: "To become a par golfer"
matrix can be difficult for the uninitiated. It contains a large amount of information that is structured and formatted in amatrix and provides explanations of each of the different aspects of a level one x-matrix. Level one denotes the highest
5 year period in a visually succinct way. It contains enduring strategies, long-term outcomes
that allows for the development of correlations between different elements. The x-matrix is not intended to be a communication tool but a management tool. When reading this guide, please read counterfrom box number 1 to box number 5. NOTE: This example matrix features a strategic plan for an individual as opposed to a system or organization.
2. The outcomes are the "destination" or "big dot" targets to achieve over the next 5 or years. They are outcome measures and they reflect the results desired. When
developing an x-matrix, the outcomes help decision makers decide what the improvement targets and hoshins should be.
4. Above the ‘x’ are the hoshins or improvement breakthroughs which flow out of the enduring strategic areas for planning (Physical Preparedness, Mental Preparedness, Time
Prioritization/Time Management, Training and Practice, and Proper Equipment ). These are the short term projects for the current period (12 or fewer months) and are the most important areas for ‘focus and finish.’ Hoshins are the "must do, can't fail" work. example given is to "By November 20, 2013, I will free up enough time, on a daily and weekly basis, to accommodate the time I need for physical and mental preparedness, and training and I will be using the time."
3. The improvement targets are the link between outcomes and the
term outcome measures. In comparison, term process measures
that would rely on data that is more frequently and readily available.
What are the improvement targets that will support the achievement of the outcomes? What are the specific things that need to be done
An example improvement target from the matrix is "By February 15, 2014, I will be able to run 5 km without stopping and will do so a minimum of 3 times per week on an ongoing basis." This is an example of something that could be done to help achieve the outcome, "By March 31, 2014, I will be in good enough shape to
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2013-16 Outcome Plan: Good Physical Shape
Which outcome does this project plan support? By March 31, 2014, I will be in good enough shape to play 18 holes of golf every day with ease. Date of Original Draft: September 12, 2013 Date Last Updated:
Primary Owner: Sam, the Par Golfer Secondary Owner:
Lead Unit/Branch: Expert Advisor: Buddy Bob (a professional trainer)
Team Lead(s) and/or Contact Person: Other Team Members: Running buddies, weight lifting buddies
1. Problem Statement (Current state and the reason for action.) [Explain what and how big the problem is and why strategic action is required to address it.]
4. Implementation Plan (What are the high-level actions that will be taken to address the problem within the given timeframe? How will the future state be achieved?) [More detail can be included in a separate implementation plan.]
I am not in good enough physical shape to easily play several golf games in a week.
Actions Deliverables Lead Start Date Completion Date
Resources Required (Human and Financial)
Risk/Mitigation
Train to improve cardiovascular endurance through running.
Increased running distance and speed so as to be able to run 5 km non-stop at least 3 times per week.
Sam September 14, 2013
February 14, 2013 then maintenance
Running buddies Time Good running shoes Appropriate running attire Garmin sports watch
Injury/Learn how to warm up properly and find a training plan to ensure gradual improvement
Find an appropriate Ashtanga yoga class, enrol and attend faithfully.
Increased strength and flexibility
Sam September 16, 2013
January 15, 2014 then maintenance
$$ to pay for class Appropriate yoga attire Yoga mat
Injury/Enrol in introductory level class first then move to intermediate class
Strength train 3x per week Be able to complete weight workout with at least 3x the weight as I could lift as of September 15, 2013.
Sam September 15, 2013
ongoing None—have free weights and workout DVDs
Injury/Start with very light weights and gradually increase load
2. Root Cause Analysis (What is causing the problem and what evidence can be provided to support the analysis?) [Highlight baseline data and analysis that helps clarify the magnitude of the problem statement and narrow the focus for the future state statement. What are the barriers impeding change or success?]
I have a desk job and sit nearly 8 hours a day.
I do not make physical activity a priority in my life.
I have poor flexibility (cannot touch my toes).
I cannot run for more than 2 consecutive minutes.
I have trouble walking briskly more than 10 consecutive minutes without having to slow down or stop.
3. Future State (How will the situation will be different because of the actions taken to improve it?) [List the overarching and annual targets for the outcome.]
5. Metrics (How will you know a change has been an improvement?) [Identify outcome and process metrics that will indicate the project success and include balancing measures to ensure the project doesn’t negatively affect other metrics. These should relate to the actions noted above in the implementation plan. Identify measures that are anticipated to change monthly.]
6. Engagement (How is this plan informed by the principles of Citizen-centred Service? How will children, parents, and stakeholders, etc., be engaged in this work?) [Name any target groups required for success.]
By March 2014, I will be flexible enough, have enough cardiovascular endurance and enough strength to complete an 18-hole golf game without physical difficulty and without being stiff and sore the following day.
By January 15, 2014, I will be able to complete an intermediate level, hour-long Ashtanga yoga class and will do so a minimum of 3 times per week on an ongoing basis. By February 15, 2014, I will be able to run 5 km without stopping and will do so a minimum of 3 times per week on an ongoing basis.
Friends who run will support my running training. Friends who lift weights will work out with me. I will find a proficient and effective yoga instructor and enlist his/her support.