Implementing Hoshin Kanri: How to Manage Strategy Through Policy Deployment and Continuous Improvement

Cover Page\nHalf Title Page\nTitle Page\nCopyright Page\nContents Page\nAuthors Page\nIntroduction Page\n1 Why Work with Strategy According to Hoshin Kanri?\n2 How Do You Recognize a Hoshin Kanri Organization?\n	2.1 The Visionary Target Condition for Hoshin Kanri\n		2.1.1 Principle 1: Long-Term Thinking\n		2.1.2 Principle 2: Change Curiosity\n		2.1.3 Principle 3: Focus\n		2.1.4 Principle 4: Process Orientation\n		2.1.5 Principle 5: Visualization\n		2.1.6 Principle 6: Managing by Learning\n		2.1.7 Principle 7: Facts Drive and Decide\n		2.1.8 Summary of the Seven Principles\n	2.2 A Scientific Approach\n3 Are You and Your Organization Ready?\n	3.1 Why, Why, Why, Why, Why?\n	3.2 Readiness Analysis\n		3.2.1 External Drivers\n			Factor 1: External Pressure for Change\n			Factor 2: Ownership Control\n		3.2.2 Internal Drivers\n			Factor 3: Level of Ambition\n			Factor 4: Focus\n			Factor 5: Leadership\n			Factor 6: Management Work\n			Factor 7: Strategy Work\n			Factor 8: Problem Solving\n			Factor 9: Body of Knowledge\n			Factor 10: Visualization\n			Factor 11: Inclusion\n			Factor 12: Individual Follow-Up\n		3.2.3 The Organization’s Desire and Capacity\n	3.3 Existing Strategy Work\n4 Strategy for Introducing Hoshin Kanri\n	4.1 Classifying Organizations Based on Desire and Capacity\n		4.1.1 Category A: We Want to Do It, But We Don’t Really Know What We Can Do\n		4.1.2 Category B: We Can’t Do It and Don’t Want To\n		4.1.3 Category C: We Can Do It and We Know What We Want\n		4.1.4 Category D: We Are Capable But Don’t Really Know What We Want to Do\n	4.2 Challenge-Based Change Strategy\n	4.3 How Does the Change Agent Bring about Change?\n5 Hoshin in Hoshin Kanri\n	5.1 Organizing the Introduction\n	5.2 Developing and Gaining Acceptance for the Target Condition\n	5.3 The Task of the Owners: Deciding the Direction\n	5.4 The Task of Management: Identifying the Organization’s Challenges\n	5.5 From Major Challenges to This Year’s Planning: “Catchball”\n	5.6 Nemawashi\n	5.7 When, Where and How?\n6 Kanri in Hoshin Kanri\n	6.1 The Meaning of Follow-Up\n	6.2 Catchball\n	6.3 Coaching Leadership According to the Kata Philosophy\n		6.3.1 Finding the Employee Where They Are Located and Starting There\n		6.3.2 Understand More Than the Employee Does—But First Understand What They Understand\n		6.3.3 Helping Is Not Wanting to Rule But Wanting to Serve\n	6.4 Encouraging Learning and Development by Experimenting\n	6.5 Alternatives to Hoshin Kanri According to the Toyota Model\n7 Extended Discussion and Analytical Tools\n	7.1 Current Condition\n		7.1.1 SWOT—Framework for Analyzing the Current Condition\n		7.1.2 PESTEL\n		7.1.3 Porter’s Five Forces Analysis\n		7.1.4 Internal Environment\n		7.1.5 VRIO\n		7.1.6 SWOT—A Summary\n		7.1.7 Preparing the Next Step—The Extended SWOT Analysis\n	7.2 Vision and Direction\n	7.3 PDCA and the Scientific Systematic Approach\n	7.4 How Did It Go? Follow-Up and Evaluation\n	7.5 Communicating PDCA\n		7.5.1 A3\n		7.5.2 X-Matrix\n		7.5.3 Sunburst Diagrams\n	7.6 Systematic Root Cause Analysis\n		7.6.1 Five Whys\n		7.6.2 Fishbone Diagram\n	7.7 Information, Transparency and Visualization\n8 Some Concluding Remarks\nAppendices\n	Appendix 1: The Lindbäcks Group\n	Appendix 2: Worksheet for Readiness Analysis\n	Appendix 3: Worksheet for PDCA Analysis\nIndex