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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

Hoshin Kanri: Direction + Execution


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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.

4

Basic Principles of Hoshin Kanri

• Is the embodiment of the Plan-Do-Check-Adjust (PDCA) cycle

5

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

8

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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11

We are going to be

“bad” travelers

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 Follows a Cycle

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Hoshin Kanri Terminology • Strategic intent • Enduring strategies • Outcomes • Improvement targets • Hoshins • Actions

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X-Matrix

Hoshin Kanri Tools

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Example: Sam, the Par Golfer

Drafted during Strategic Development

Strategic Intent

Parts of a Level 1 Matrix

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Enduring Strategies


18

Long-term Outcomes


19

Improvement Targets


20

Hoshins


21

A3 s (Project Plans): “A one-page storyboard”

Hoshin Kanri Tools

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Drafted during Strategic Development

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A3 (Project Plan)

Example: Sam, the Par Golfer

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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Gantt chart

Regular Progress Review

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29

Bar chart

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Regular Progress Review

Corrective Action Plans

Hoshin Kanri Tools

Created to move an off-target (“yellow” or “red”) project back on-target (“green”)

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Visibility Walls Hoshin Kanri Tools

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Hoshin Kanri Tools Visibility Walls

Wall Walks

Hoshin Kanri Processes

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Wall Walks

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Hoshin Kanri: Direction + Execution

Questions?

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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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mailto:[email protected]

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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

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par

ed

ne

ss

Co

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s

Co

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pro

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Me

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By

De

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1, 2

01

3, I

will

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18

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of

golf

a w

ee

k.

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De

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1, 2

01

3, I

will

hav

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has

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nd

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End

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ove

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Ph

ysic

al P

rep

are

dn

ess

End

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Stra

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Correlations

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Pro

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/Tim

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Trai

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s

By

Feb

ruar

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5, 2

01

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will

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m

wit

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and

will

do

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3

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es

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ee

k o

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n o

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bas

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By

Jan

uar

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5, 2

01

4, I

will

be

ab

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dia

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vel,

ho

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shta

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and

will

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3 t

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s p

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we

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on

an o

ngo

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By

Oct

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31

, 20

13

, I w

ill m

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very

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.

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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Last updated: 2013-10-15 10:05 AM

C:\Website Updates\Seminars\Members Council Fall 2013\OutcomeA3forSamtheParGolfer_kmsh.docx

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


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.


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.

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