The Basics of Hoshin Kanri: A Personal Example to Help Explain the Steps
Jon
Introduction to The Little Book
Step 1: Scan—Create a Vision and Assess Reality
The Scan Process
Step 2: Plan
Bowling Chart
Step 3: Do
Step 4: Check
Step 5: Adjust
Back to Step 3: Do
Step 4 Again: Check
Step 5 Again: Adjust
Back to Step 3 Once More: Do
Step 4 Again: Check
Step 5 Again: Adjust
Key Takeaways from Chapter 1
References
Hoshin Kanri to Deploy Business Strategy
Jon’s Business
Introduction to The Little Book
Step 1: Scan
The Scan Process
The First Working Lunch Meeting
The Second Working Lunch Meeting
The Third Working Lunch Meeting
The Fourth Working Lunch Meeting
The Fifth Working Lunch Meeting
The Sixth Working Lunch Meeting
Step 2: Plan
Catchball
Key Takeaways from Chapter 2
References
Interviews with Hoshin Kanri Experts
Introduction to Chapter 3
What Is Hoshin Kanri?
Three Words to Describe Hoshin Kanri?
The History of Hoshin
Why Use Hoshin?
Prerequisites, Critical Success Factors, Secrets, and Keys to Success?
Lessons Learned?
What Can Go Wrong?
Who Uses Hoshin Kanri? (And Why Not More Users?)
Different Approaches to Hoshin?
Importance of Vision?
Hoshin Objectives: How Many and What Should They Be?
Cascading of Objectives?
The PDCA Cycle (Plan–Do–Check–Act)
The Catchball Process
The Hoshin Tools
Affinity Diagrams
The X-Matrix and the A3
The Hansei–Hoshin Reflection Tool
Metrics
Balanced Scorecard versus Hoshin?
How Are Hoshin Kanri and Lean Six Sigma Related?
Index of Expert Interviews
The Catalyst for Success with Hoshin Kanri
Some Words of Caution
Recommended Reading
Appendix A
The Traditional Way
The Hoshin Way
Definitions
The PDCA Cycle
Appendix B
Interrelationship Digraph
(a.k.a., an ID, a Relations Diagram)
What Is It?
Why Use It?
How to Use It?
Appendix C
The X-Matrix and the A3
What Are They?
Why Are They Needed?
How Does The X-Matrix Work?
More Information About the X-Matrix and A3
Bibliography
Index
Biography
Randy Kesterson has held executive level positions at General Dynamics and Curtiss-Wright, with prior successful experience at Harsco Corporation, John Deere, and at privately held Young & Franklin/Tactair Fluid Controls. He also worked as a management consultant to organizations such as Bank of America, Caterpillar, Motorola, Bank of Montreal, Ford Motor Company, Milliken & Company, RJ Reynolds, and the Federal Aviation Administration (FAA).Randy serves as the Chair of the Advisory Board for the Center for Global Supply Chain and Process Management at the University of South Carolina’s Moore School of Business. He earned his Six Sigma Black Belt at North Carolina State University/IES. He earned his Bachelor of Science Degree in Engineering Operations from Iowa State University and attended Syracuse University where he earned his MBA with a concentration in Operations Management.Randy and his family live in North Carolina.
